united nations global compact network india...
TRANSCRIPT
Prepared by
Advisors
New Delhi
United Nations Global Compact Network India
(UN-GCNI)
Centre of Excellence for
Strengthening Transparency
And Ethics in Business
Mid-Term Evaluation Report
1 Mid-Term Evaluation Report – GCNI COE
2 Mid-Term Evaluation Report – GCNI COE
TABLE OF CONTENT
EXECUTIVE SUMMARY 4
INTRODUCTION 5
METHODOLOGY & STRUCTURE OF REPORT 6
SIEMENS INTEGRITY INITIATIVE (SII) 7
PROJECT DEVELOPMENT CONTEXT 8
PROJECT ACTIVITY 9
MONITORING & EVALUATION SYSTEM 12
ACTIVITY ANALYSIS CHART 14
OVERALL PROJECT IMPLEMENTATION TIMELINES 16
ACTIVITY CHART 19
FINDINGS & CONCLUSION 23
DEVIATIONS IN PROJECT EXECUTION 24
FINANCIAL IMPLICATIONS 25
KEY ACHIEVEMENTS 26
IMPACT CREATED 28
LESSONS LEARNT 31
CHALLENGES IN IMPLEMENTATION OF THE PROJECT 32
SWOT ANALYSIS 33
RECOMMENDATIONS 34
KEY RECOMMENDATIONS 35
RECOMMENDATIONS FOR THE NEXT YEAR 37
3 Mid-Term Evaluation Report – GCNI COE
ACRONYMS
B2B Business to Business
CAP Collective Action Project
CEGET Center of Excellence for Governance, Ethics and Transparency
CII Confederation of Indian Industry
COE Centre of Excellence
GCNI Global Compact Network India
LEGASIS Legasis Partners
M&E Monitoring and Evaluation
P2P Peer to Peer
PRM Project Relationship Manager
PSCDCL Pune Smart City Development Corporation Limited
SII Siemens Integrity Initiative
SPV Special Purpose Vehicle
UNGC United Nations Global Compact
VISION360 VMC Management Consulting Pvt. Ltd
4 Mid-Term Evaluation Report – GCNI COE
EXECUTIVE SUMMARY
his is a mid-term evaluation report for the activities and interventions undertaken by UN Global
Compact Network India (GCNI), under the Siemens Integrity Initiative (SII) supported project ‘Center
of Excellence (COE) for Strengthening Transparency and Ethics in Business’. This mid-term evaluation
report provides a clear picture of performance/status of the project during a 19 month period from 1st
March 2015 till 30th September 2016.
The goal of COE is to bring in diverse stakeholders on a common platform to exchange best practices,
deliberate upon challenges and make policy recommendations to promote responsible business
standards in particular and transparency and ethics in general. Towards this end, COE acts as a
knowledge hub taking up research & training initiatives, facilitates and fosters dialogue and
communication to provide support services and encourages policy discussions & recommendations.
The main activities conducted by COE under Siemens Integrity Initiative during March 2015 to
September 2016 comprised of:
Benchmarking survey to map and assess the specific needs of businesses in India, both at the
national and regional level.
Developed knowledge bank on the International, National and State laws and schemes for
ensuring transparency, corporate practices in the country and in other markets.
Established a state of the art website which will be the primary method of communication with
diverse group of stakeholders and issue specific online updates for wider circulation.
Exchanged business practices along with the Collective Action Hub and with other National
Centers of Excellence as they have become the part of the network nationally and regionally.
Facilitated business, government and civil society organizations to organize joint activities,
signed Memorandum of Understanding(s), and exchanged experiences of collective
action/examples that have had a measurable impact on business standards.
The project progress indicators have been elaborated in detail in the report as given below.
During the course of the project, COE also faced a number of challenges mainly in the form of talent
attrition due to various factors. These challenges impacted the project in the form of delays. However,
COE is mitigating this risk by forming a talent pool for the future so that this risk can be mitigated as and
when it is triggered in the future.
Another challenge arising due to this is the underutilization of funds. This risk is too being managed by
COE by revising work plans, in consultation with the local Siemens Project Relationship Manager (PRM).
T
5 Mid-Term Evaluation Report – GCNI COE
INTRODUCTION
6 Mid-Term Evaluation Report – GCNI COE
METHODOLOGY & STRUCTURE OF REPORT
METHODOLOGY
Map out project activities against outputs and timelines.
Analyze annual progress reports, project work status report, work plan and other initiatives
taken under the project.
Analyze the reasons of delay in planning and execution of project activities (Activity timelines &
actual activity completion timeframe were referred).
Review and analyze financial implications, Key achievements & impact created.
Calculate overall project implementation & timelines and representing them in chart form.
Provide recommendations basing on in-depth study of various activities undertaken.
STRUCTURE OF REPORT
Introduces the project and goes on to establish the progress of the project within the said
nineteen months of Project Execution.
Detailed analysis of project progress.
Analyzed information on financial implications.
Reasons for deviation in project execution.
Key achievements & impact created by COE.
Recommendations and Way Forward.
7 Mid-Term Evaluation Report – GCNI COE
SIEMENS INTEGRITY INITIATIVE (SII)
Siemens launched a global Integrity Initiative called Siemens Integrity Initiative, in December 2009. This
initiative supports organizations and/or projects to fight corruption and fraud through Collective Action,
Education and Trainings. The initiative focuses on developing & implementing projects that have a
visible and measureable impact on the business environment.
The Center of Excellence (COE) project, under this (SII) initiative, has added substantial momentum to
the anti-corruption initiatives of the Indian business community which were being run in silos. It also
encourages a shared focus among the business stakeholders in India to provide a platform for greater
coordination, thereby increasing the reach and impact of business initiatives.
Essentially, the COE aims to:
Develop pragmatic approaches around 10th UNGC Principle to challenging business decisions
through creation of a knowledge hub
Provide enabling platform to businesses, policy makers, civil society organizations, industry
associations, UN agencies and academia
Improve organizational decision making through a stakeholder management framework that
integrates transparency and integrity
These objectives of COE are an extension of the 10th Principle of United Nations Global Compact.
The Center of Excellence (COE) has been developed on a collaborative model. It will build up new
approaches and techniques by engaging a diverse range of stakeholders having focus on both the supply
and the demand side of corruption.
8 Mid-Term Evaluation Report – GCNI COE
PROJECT DEVELOPMENT CONTEXT
9 Mid-Term Evaluation Report – GCNI COE
PROJECT ACTIVITY
OBJECTIVE 1
Develop pragmatic approaches around 10th UNGC principle to challenging business decisions through
creation of a Knowledge Hub
ACTIVITIES TIMELINES UPDATE OUTPUTS
Benchmarking survey to map and assess the specific needs, both at national and regional level, from a Centre of Excellence for business in India
Year 1 March 1, 2015 – Sept 30, 2015 Year 2 Oct 1, 2015 – Sept 30, 2016
Done To be Done (Finalization of tool kit)
The result of the Benchmarking survey completed in October 2015 provided insight into existing anti-corruption initiatives of businesses, challenges they face in implementing transparency measures and recommendations useful for the development of training modules and toolkits.
Facilitate peer-to-peer roundtables and business to business meetings for an open exchange of knowledge and experience in anti-corruption as well as specific Compliance policies.
Year 1 March 1, 2015 – Sept 30, 2015 Year 2 Oct 1, 2015 – Sept 30, 2016
Done Done
1. A total of five stakeholder consultations were held under the theme of promoting a business case for transparency in Smart cities. The cities where the meetings were held are Visakhapatnam, Lucknow, Pune, Bhubaneswar and Ranchi 2. A Focus Group Discussion of selected representatives from all the five cities was organized on April 11, 2016 at New Delhi to facilitate networking and development of a collective action platform. 3. ‘Conclave for Governance of Smart Cities: From Ambition to Action’ was held at Hotel Leela Palace, New Delhi on April 12, 2016 where all the stakeholders were given a platform to brainstorm and decide the future course of action for governance of smart cities.
Act as a knowledge bank on International, National and State laws and schemes for ensuring transparency; good corporate practices in country; and in other markets.
Year 1-3 March 1, 2015 – Sept 30, 2017
On Going
Website with Knowledge Bank launched on April 12, 2016
10 Mid-Term Evaluation Report – GCNI COE
Develop practical, Experience-based business ethics and compliance training programs for businesses, academia, government agencies and corporate training centers.
Year 1 March 1, 2015 – Sept 30, 2015 Year 2 Oct 1, 2015 – Sept 30, 2016
On Going
Two training modules have been developed in Year 2 (of the project) on ‘Business Case for Anti-corruption’ and ‘Governance of Smart Cities’. In Year 3 (of the project), the modules will be fine-tuned; a pilot training will be conducted to test the module and then it would be administered to different stakeholder groups.
Establish a state of the art website which will be the primary method of communication with diverse group of stakeholders Issue specific online updates for distribution to a wide range of stakeholders
Year 1 March 1, 2015 – Sept 30, 2015 Year 2 Oct 1, 2015 – Sept 30, 2016
Done Done
Website has been developed and has been constantly made more dynamic and user friendly. The web address is www.ceget.in
OBJECTIVE 2
Provide enabling platforms to businesses, policymakers, civil society organizations, industry associations,
UN agencies and academia.
ACTIVITIES TIMELINES UPDATE OUTPUT
Develop discussion forums, chat rooms, webinars on topical issues of relevance and interest to stakeholders
Year 2 Oct 1, 2015 – Sept 30, 2016
Done
Discussion Forums and chat-rooms were differed as Webinars are an expensive enterprise in the absence of a proper IT setup that COE does not have. COE observed that people to people direct interaction and discussions have been more fruitful.
Exchange good business practices with the Collective Action Hub and exchange of good practices with other National Centers of Excellence as they become part of the network nationally and regionally
Year 2-4 (Oct 1, 2015 – Feb 28, 2018) Year 2-4 (Oct 1, 2015 – Feb 28, 2018)
On Going On Going
Joint initiative developed with CII-ITC Centre of Excellence The Collective Action Hub is kept updated of initiatives and showcases them on their forum Network with other National COEs established and joint activities planned / conducted
11 Mid-Term Evaluation Report – GCNI COE
Provide training on anticorruption compliance policies and management techniques
Year 2-4 Oct 1, 2015 – Feb 28, 2018
On Going
Planned an Event in partnership with CII
Facilitate business, government and civil society to organize joint activities, develop declarations, exchange experiences of collective action examples that have a measurable impact on business standards
Year 2-4 Oct 1, 2015 – Feb 28, 2018
On Going
Formal terms of engagement developed with government and business stakeholders for e.g. the MoU with Pune Smart City Development Corporation Ltd Press statements released that were widely covered nationally and internationally National Consultation on Business Inputs in Public Procurement Bill 2012 was held on June 6 at Hotel Taj Palace, in New Delhi, wherein the working paper on the issue was discussed at length on recommendation for the proposed Procurement bill. COE developed a Policy brief based on the working report and the discussions held at the Consultation, around which advocacy is being pursued with the Legislature
12 Mid-Term Evaluation Report – GCNI COE
MONITORING & EVALUATION SYSTEM
The Monitoring and Evaluation (M&E) System developed for the Centre of Excellence (COE) comprises of
Seven (7) sets of binary indicators each of which focus on a different activity being implemented by the
COE. This was conducted by an external consultant, appointed by Siemens, after consultation with
Siemens local PRM. This system was then expanded and 2 more levels were included to make this a
comprehensive M&E tool. The indicators were finalized upon to evaluate the functioning of COE:
The following activities have been evaluated:
ACTIVITIES INDICATORS
Benchmarking Survey Methodology
Preparation of survey questionnaire
Data Collection
Data Entry and Analysis
Report writing and dissemination of findings
Training Toolkit (For Anti – corruption practices)
Structure of the training tool kit
Content of the training tool kit
Information for the Trainer as provided in the tool kits
B2B Meetings Preparation for the Business to Business (B2B) meetings
Conducting and response to the B2B Meetings
Report writing and sharing of findings
Resource Center Resource Center Infrastructure
User Friendliness of the online resource center
Introduction to the available resources
Specific support provided to the users
Website User Friendliness of the website
Information on the COE on the website
Details of the specific activities of the project
Peer to Peer Roundtables Preparation of the Peer to Peer (P2P) meetings
Conducting and reviewing the responses to the P2P meetings
Report writing and sharing of findings
13 Mid-Term Evaluation Report – GCNI COE
Training Module Introduction to the Training Modules
Content of the Training Modules
Information for the Trainer in the training modules
The indicators for the level 2 of the M&E system have been defined by the stakeholders. These
Indicators are focused on assessing the opinions of end line users or stakeholders of services provided.
These quantitative indicators were developed for three activities of the COE. These activities are:
ACTIVITIES INDICATORS
Indicators for Consultation Sessions for Promoting Transparency in Smart Cities
Planning of the consultation
Content of session
Indicators for the Online Resource Centre
Design of the Online Resource Centre
Content of the Online Resource Centre
Feedback of the Online Resource Centre
Indicators for the Training Modules
Design of the module
Content of the module
Effectiveness of the Training component
The level 3 of the M&E study is aimed to conduct an internal evaluation of the COE at the end of the first
year with a view to assist in course correction. Two sets of quantitative indicators were developed for
this purpose and these indicators were as under:
Set 1: Indicators for examining the status of the planned and on-going activities of the COE.
Set 2: Indicators for the comparison of the activities i.e. planned vs. achieved outputs of the
activities
Rating Scale:
3 – Project activities progressed according to the plan
2 – Project activities progressed on an average, as per the plan
1 – No progress in Project activities, as per the plan
14 Mid-Term Evaluation Report – GCNI COE
ACTIVITY ANALYSIS CHART
A 3 Point system is used for analysis purpose for Implementation & timeline of various project
deliverables. The allocation of points are done as follows:
If Project is 20% complete, as per timelines & implemented – 1
If Project is 40% complete, as per timelines & implemented – 1.5
If Project is 60% complete, as per timelines & implemented – 2
If Project is 80% complete, as per timelines & implemented – 2.5
If Project is 100% complete, as per timelines & implemented – 3
Activities Outputs Timelines
Update Points
Start End Implementation Timeline
Benchmarking survey to map & assess the specific needs, both at national & international level from Center of Excellence for Business in India
Benchmarking survey released regarding need of Knowledge Hub
01-03-2015
30-09-2016
Done 3 3
Developing training toolkit according to specific identified needs1
01-10-2015
30-09-2016
To be done
1.5 2
Peer to peer & business to business meeting for Knowledge sharing
5 stakeholder consultations, 1 focus group discussion and 1 national level conclave organized
01-03-2015
30-09-2017
On Going
3 3
Act as Knowledge bank on International, National, State law & schemes for transparency
A Resource Centre acting as a knowledge hub for strengthening transparency & ethics in business operational
01-03-2015
30-09-2017
On Going
3 2.5
Develop practical, experience based business ethics & compliance training program for business, Govt., academia
2 Training Modules developed2
01-03-2015
30-09-2016
On Going
2 2
Establish state of art website which will act as primary method of communication with stakeholders
Content, design & preparatory work for website completed; Website launched
01-10-2015
30-09-2016
Done 3 3
15 Mid-Term Evaluation Report – GCNI COE
Develop discussion forum, chat rooms, webinar on topical issues of relevance & interest to stakeholders
Webinars are expensive & direct interactions have been more fruitful, hence not acted upon
01-10-2015
30-09-2016
Done 0 0
Exchange good business practices with Collective action hub & Exchange of good practices with other National centers of excellence
A network with Collective action hub established& joint event planned for Year 3
01-10-2015
28-02-2018
On Going
2.5 3
Network with other National COEs established and joint activities planned / conducted3
01-10-2015
28-02-2018
On Going
2.5 2
Provide training on anti-corruption compliance policies & management techniques
Event Planned with CII4 01-10-2015
28-02-2018
On Going
1 1.5
Facilitate business, Govt., civil society to join activities, develop declarations, exchange experiences
Joint Collective Action Statements issued in media from specific sectors such as health, energy, infrastructure, among others
01-10-2015
28-02-2018
On Going
3 3
Average Score 2.23 2.27
1 Training tool kits are still in the draft mode, they are behind timeline & implementation of these
training tools is yet to start.
2 As per the timeline, training module should have been completed and implementation should have
been started. Recent COE update indicates that implementation is still pending as training module is in
final draft stage.
3&4 Timeline for this project started from 1st Oct 2015 & to some extent it has not made significant
progress as per the timeline & implementation strategy.
16 Mid-Term Evaluation Report – GCNI COE
The intended start & end of activities in the graphical form:
Points awarded to activities:
06-05-201322-11-201310-06-201427-12-201415-07-201531-01-201618-08-201606-03-201722-09-201710-04-201827-10-2018
Start End
0
0.5
1
1.5
2
2.5
3
3.5
PO
INTS
ACTIVITIES
Implementation Timelines
17 Mid-Term Evaluation Report – GCNI COE
OVERALL PROJECT IMPLEMENTATION TIMELINES
Output Implementation Timeline
Benchmarking survey released regarding need of Knowledge Hub 3 3
Developing training toolkit according to specific identified needs 1.5 2
Peer to peer & business to business meeting for Knowledge sharing 3 3
Act as Knowledge bank on International, National, State law & schemes for transparency
3 2.5
Develop practical, experience based business ethics & compliance training program for business, Govt., academia
3 3
Establish state of art website which will act as primary method of communication with stakeholders
3 3
Develop discussion forum, chat rooms, webinar on topical issues of relevance & interest to stakeholders
0 0
A network with Collective action hub established & joint event planned for Year 3
2.5 3
Network with other National COEs established and joint activities planned / conducted
2.5 2
Providing training on anti-corruption compliance policies & management techniques
1 1.5
Facilitate businesses, Govt., civil society organizations to join activities, develop declarations, exchange experiences
3 3
Total 24.5 25
% of Total Pointers 74.24 % 75.76 %
Up to Sep 2016, 75.76% of the Project work schedule was completed on time
75.76%
24.24%
Timeline
Timeline Adherence Timeline Non Adherence
18 Mid-Term Evaluation Report – GCNI COE
Up to Sept 2016, 74.24 % of the Project work was implemented as Intended.
74.24%
25.76%
Implementation
Implementation Adherence Implementation Non Adherence
19 Mid-Term Evaluation Report – GCNI COE
ACTIVITY CHART
Benchmarking
Survey to access
need both at
National & Regional
level
Peer to Peer & B2B
meetings for open
exchange of
knowledge &
experience in
policies
Knowledge bank on
International,
National, State
laws; good
corporate practices
in country &
worldwide
Business Ethics &
Compliance training
program for
business, academia,
Govt. agencies,
corporate training
centers
Website which will
be primary method
of communication
with stakeholders,
issue specific online
updates
Benchmarking
Survey released &
shared with
stakeholders
Training toolkit
developed
according to
specific needs
5 stakeholder
consultations for
promoting
transparency in
Smart cities
Focused group
discussions to
facilitate networking
& development of
collective action
platform
Conclave for
Governance of
Smart Cities: From
Ambition to Action’
in April 2016
Website with
Knowledge bank
launched in April
2016
Training modules
‘Business Case for
Anti-corruption’
and ‘Governance of
Smart Cities’
Website has been
launched in April
2016 & it’s
constantly made
more user friendly
made
OBJECTIVE - 1
Develop pragmatic approaches around 10th UNGC
principle to challenging business decisions through
creation of a Knowledge Hub
OUTPUT OUTPUT
ACTIVITIES ACTIVITIES
20 Mid-Term Evaluation Report – GCNI COE
Webinars are
expensive & direct
interactions have
been more fruitful.
Hence not taken up
Joint initiative
being developed
with CII – ITC Center
of Excellence
Event planned in
partnership with CII
Exchange of good
business practices
with collective
action hub,
National Center of
Excellence
Providing training in
anti – corruption
compliance policies
& management
techniques
MoU with Pune
Smart City done
followed by National
& International
Media Coverage
Facilitate business,
Govt. & civil society
to organize joint
activities, exchange
experiences, and
develop
declarations
Collective action
hub kept updated
of initiatives &
showcased them on
their forum
National consultation
on Business Inputs in
Public Procurement
Bill 2012
OBJECTIVE - 2
Provide enabling platforms to businesses, policymakers, civil society, industry associations, UN agencies and academia
Develop discussion
forum, chat rooms,
webinars on typical
issues of relevance
& interest to
stakeholders
Network with other
National COEs
established & joint
activities
planned/conducted
OUTPUT OUTPUT
ACTIVITIES ACTIVITIES
21 Mid-Term Evaluation Report – GCNI COE
ACTIVITY COMPLETION TIMELINE
Activity Timeline
Agreement between Siemens &COE was signed November- 2014
Project started with some changes in Project Work Plan March – 2015
Benchmarking Survey report submitted October - 2015
Business case for transparency in Smart cities February - 2016
Focus group discussion to facilitate networking April - 2016
Website for communication & idea sharing April - 2016
National Consultation on business inputs on Public Procurement bill 2012 June - 2016
MoU with Pune Smart City Development Corporation Ltd June - 2016
Detailed scope of work for Pune Smart City Development Corporation Ltd finalized September - 2016
Released press statement were widely covered nationally & internationally September - 2016
Act as knowledge bank on International, National & State law March - 2017
Training module - ' Business case in anti - corruption' & 'Governance of Smart Cities' March - 2017
Exchange Good business practices with Collective action hub & National Center of Excellence March - 2017
Note: All ongoing activities timeline is considered as March, 2017, as they will get completed in due
course of time.
22 Mid-Term Evaluation Report – GCNI COE
Various activity completion timelines can be represented as follows:
May-13
Nov-13
Jun-14
Dec-14
Jul-15
Jan-16
Aug-16
Mar-17
Sep-17
Timeline
23 Mid-Term Evaluation Report – GCNI COE
FINDINGS & CONCLUSION
24 Mid-Term Evaluation Report – GCNI COE
DEVIATIONS IN PROJECT EXECUTION
1. Expansion of the scope for the M&E system, the project was expanded to be in 3 levels instead
of the originally planned 2 levels. The benchmarking survey was split into 2 parts.
2. In the first year, the activity that was to be done by COE was to facilitate 5 events (peer-to-peer
roundtables and business to business meetings) for an open exchange of knowledge and
experience in anti-corruption and specific compliance policies. Based on national developments
in the country, these five events were clubbed together under one banner, and a focused
initiative was planned and executed.
3. In the second year, none of the activities that were undertaken during the period deviated from
their work plan. However, with the progress of the ongoing activities, mid-way changes were
made to the plans, and the activities were realigned with the goals of UNGC. These mid-way
corrections were:
a. Publications: The project was to publish white papers and other informative resources
in publications. However it was realized that the shelf life of publications is low and in
the current information technology savvy era, e-publications are the most environment
friendly alternative of sharing works and ideas. So a conscious decision was taken by
COE for exploring cloud platforms for sharing work.
b. Travel & Events: Initially the project was centered on the metro cities. The budget for
travel and related events was allocated accordingly. But the focus shifted from the
metro cities to the tier-2 cities, as they are more economical than the metro cities. This
budget imbalance would be corrected in the year 3 & 4 of the project when many more
national and international events are expected to be organized.
c. Team Attrition: This has been a major area of concern for the COE as transparency and
anticorruption is one of the most lucrative fields for young professionals. The attrition
rate among the younger members of the team has been particularly high as many team
members have moved onto higher roles in other organizations or moved abroad for
further studies. To counter this exodus, COE continues to advertise for many existing
and new roles to bring in new team members, as well as to have some on standby as a
part of its talent repository. Out of Seven (7) team members, there were 4 research
officers who left mid-way owing to various reasons.
25 Mid-Term Evaluation Report – GCNI COE
FINANCIAL IMPLICATIONS
In the year 1 of SII/ COE the expenditure was lesser than planned. This was due to:
Year 1 was planned to comprise of two reporting periods. However, the Project started late and
no expense was done in the first half of the year.
The Project team was developed from scratch and the entire team did not come on board all at
the same time.
Travel budget of the team was also not fully utilized. This was due to the shift of focus from the
Tier 1 cities to the Tier 2 cities.
The development of web based discussion forums for online webinars and communication
between different partners and stake holders was deferred to year 3 due to lack of a technical
setup at COE.
26 Mid-Term Evaluation Report – GCNI COE
KEY ACHIEVEMENTS
1. Baseline Assessment was done to explore gaps in existing knowledge base on the issue of
transparency and ethics in business and assess the needs of stakeholders from a Centre of
Excellence in India.
2. Benchmarking survey was piloted to access the specific needs and requirements from COE.
Public and private sector businesses, MSMEs at the National and Regional level, Vendors and
Civil Society Organizations were engaged in this pilot survey.
3. COE Website
Website, a platform for interaction and networking for all stakeholders to share ideas
and collaborate for strengthening transparency and ethics in businesses, was designed.
The website will reach out to a larger audience; facilitate dialogue, share anti-corruption
initiatives, events, and publications.
It has a collection of all the state, national and international laws applicable for
promoting transparency and accountability. It also contains policies, guidelines, bills and
policy solutions on the issue.
In addition the website has a provision for sharing good corporate governance practices
amongst all the stakeholders.
4. Transparency in Procurement:
As part of its objective of providing an enabling platform to businesses, policymakers,
civil society organizations, industry associations, UN agencies and academia, COE is
advocating the introduction of a Public Procurement Act in India that would effectively
strengthen transparency and ethics thereby ensuring a level playing field in business.
For the advocacy part of the activity, key stakeholders in the Ministry of Finance,
Ministry of Commerce, and Niti Aayog (policy making body of the Government of India)
were identified and approached. The business recommendations were appreciated by
bureaucracy and should be included in the new set of rules and regulations that the
Ministry of Finance will be laying out.
The recommendations have also been shared in media, with in-depth articles written
around it, and requests have been received from academic journals of the
administration to contribute our work on procurement with them.
5. Smart Cities:
A total of five stakeholder consultations were held in different cities with the theme of
promoting a business case for transparency in Smart cities. The city meetings were held
in different regions of India viz. Visakhapatnam (South India), Lucknow (North India),
Pune (West India), Bhubaneswar (East India) and Ranchi (Central India).
27 Mid-Term Evaluation Report – GCNI COE
COE developed tools for compliance and Model Public Private Partnership’s framework,
which were launched at the event. These tools have been developed in response to the
city specific needs, based on recommendations received from each city event.
In the second phase of the Governance for Smart cities initiative, COE was in
consultation with three city Special Purpose Vehicles (SPV) to implement the tools that
were showcased at the Conclave. The first major breakthrough successfully transpired in
Pune, with the Pune Smart City Development Corporation Limited (PSCDCL) entering
into a five-year Memorandum of Understanding with GCNI for providing advisory
service on Governance and Compliance to the SPV created for the purpose of the
Project. The MoU is effective from July 2016 to June 2021. This non-commercial MoU
will ensure that PSCDCL operates in an effective and efficient manner, and attracts best
investment to realize its mission.
28 Mid-Term Evaluation Report – GCNI COE
IMPACT CREATED
COE was successful in organizing nationwide interactive platforms in major cities, at regular intervals
involving corporate executives at key positions, government officials and members from the civil society
for knowledge sharing. It also initiated direct dialogue with relevant stakeholders and awareness
programs as one to one activity.
1. Knowledge hub acting as neutral platform for diverse group of stakeholders from multiple
sectors has been established for regular dialogue
Partnerships with business houses to lead the events and with think tanks for
Knowledge generation was explored through networking meetings which were held in
Bengaluru, Chennai and Mumbai.
As an ongoing activity of the knowledge bank, info graphics of Indian Laws were
prepared comprising of Statutory Laws, Policies & Guideline, Pending Bills and Policies &
good corporate governance practices.
2. COE Website
The Website will facilitate interactive interface for the stakeholders to discuss their
ideas, share experiences and brainstorm solutions for transparency bottlenecks.
Ideas & experience sharing to support and promote thriving, transparent and
accountable businesses in India.
3. Collective Action Project’s publications have been utilized as a learning resource in the
development of training modules.
4. Reflective reports & statements have made their way out from roundtables & B2B meetings,
thereby engaging government effectively.
Synergy of efforts developed with other COEs in India, as well as with Collective Action
Hub has resulted in effective knowledge sharing.
Compendium of positive anticorruption policies and practices is being collated and
released.
5. Transparency in Procurement
The recommendations made in the Working Paper on Procurement have been highly
appreciated by the Ministry of Finance. These recommendations have been made
observing the current business practices and challenges, so that they might become a
part of the business-sensitive policy being drafted by the Ministry of Finance, the
Ministry of Commence and Niti Aayog.
6. Smart City
While assisting Pune Smart City in the development of effective transparent governance
mechanism, transparent procurement has been ensured as GCNI continues to advise
and guide PSCDCL in initial bids
29 Mid-Term Evaluation Report – GCNI COE
The immediate impact has been the increase in number of bidders, especially from
clean businesses, as they see the possibility of a level playing field in Pune.
Policies recommended by COE to the Central Government are concurrently being
followed for implementation at the Smart City level.
The MoU with Pune Smart city has received wider media coverage, which shall ensure
that other cities are encouraged too, to adopt such a mechanism. This effort shall
ultimately bring in more transparency in Smart City Governance. Few of them are listed
below:
PSCDCL, GCNI sign MoU to develop Pune under 'Smart City Plan ...
www.financialexpress.com › Companies PSCDCL, GCNI sign MoU to develop Pune under 'Smart City Plan ...
www.business-standard.com › News-ANI › Business Agreement Signed To Develop Pune Under 'Smart City Plan'
www.ndtv.com › Pune
PSCDCL, GCNI sign MoU to develop Pune under 'Smart City Plan ...
www.punediary.com › Companies PSCDCL, GCNI sign MoU to develop Pune under 'Smart City Plan' - ANI
www.aninews.in/.../pscdcl-gcni-sign-mou-to-develop-pune-under-039-smart-
city-pla...
Agreement Signed To Develop Pune Under 'Smart City Plan' news
www.headlines-news.com › News PSCDCL, GCNI sign MoU to develop Pune under 'Smart City Plan ...
www.newkerala.com › News › Business India News
PSCDCL, GCNI sign MoU to develop Pune under 'Smart City Plan'
news.webindia123.com/news/Articles/Business/20160912/2938899.html PSCDCL, GCNI sign MoU to develop Pune under 'Smart City Plan ...
www.india4u.com/pscdcl-gcni-sign-mou-to-develop-pune-under-smart-city-
plan/
PSCDCL, GCNI sign MoU to develop Pune under 'Smart City Plan'
newsdog.today/a/article/57d675c576f3df24236e85a5/ PSCDCL, GCNI sign MoU to develop Pune under 'Smart City Plan ...
www.estrade.in/pscdcl-gcni-sign-mou-to-develop-pune-under-smart-city-plan/
30 Mid-Term Evaluation Report – GCNI COE
PSCDCL & GCNI signed MoU to Develop Pune as a Smart City
www.smartcitiesprojects.com › Smart Cities News
PSCDCL, GCNI sign MoU to develop Pune under 'Smart City Plan'
https://in.news.yahoo.com/pscdcl-gcni-sign-mou-develop-pune-under-smart-
0829390...
PSCDCL, GCNI sign MoU to develop Pune under 'Smart City Plan ...
www.irishsun.com/index.php/sid/247591125 Smart City Pune Municipal Corporation -
www.punesmartcity.in/
Agreement Signed To Develop Pune Under 'Smart City Plan' - Newsvala
www.newsvala.com/agreement-signed-to-develop-pune-under-smart-city-plan/
Smart Pune | Facebook
https://www.facebook.com/smartpunecity/
Agreement Signed To Develop Pune Under 'Smart City Plan' - Spatial ...
spatialindia.com/2016/09/14/agreement-signed-develop-pune-smart-city-plan/
Global Compact Network India | Estrade | Corporate India News
www.estrade.in/tag/global-compact-network-india/ Legasis Services Pvt. Ltd | Estrade | Corporate India News
www.estrade.in/tag/legasis-services-pvt-ltd/ PSCDCL signs MoU with GCNI for smart Pune - Smart City ...
www.smartcitybhubaneswar.com/UpdateDescription.aspx?NewsID=2447Updat Latest Smart City news in India: Rediff Localnews
localnews.rediff.com/location#!smart-city-location-india Agreement Signed To Develop Pune Under 'Smart City Plan'-39451 ...
newsmarg.com/.../agreement-signed-to-develop-pune-under-smart-city-plan-
39451
Smart Cities To Drive Infra Sector Growth - Scenes
www.toscenes.com/news/Smart-Cities-to-Drive-Infra-Sector-Growth
31 Mid-Term Evaluation Report – GCNI COE
LESSONS LEARNT
32 Mid-Term Evaluation Report – GCNI COE
CHALLENGES IN IMPLEMENTATION OF THE PROJECT
1. Personnel
‘Transparency & Anticorruption Sector’ is one of the most lucrative professional fields for young
professionals. The attrition rate at COE has been high as individuals have moved onto higher roles in
other organizations or moved abroad for further studies.
2. Publications
The Project has planned multiple publications in the proposal. However, realizing that the shelf life of
publications is low and it is not the most environment friendly option for dissemination of work and
ideas, COE is exploring other virtual avenues of sharing work.
3. Travel & Events
While the Project had envisaged events to be more centered around metro cities, and had budgeted for
related travel and events, the localization of the project meant that focus moved to Tier 2 cities in India
that are more economical.
33 Mid-Term Evaluation Report – GCNI COE
SWOT ANALYSIS
`
STRENGTHS
Overall 76 % of the project is implemented on time.
COE website will work as a handle for various
activities at the same time like knowledge bank,
stakeholder communications, chat forums etc.
COE has made significant contribution to bring
transparency & compliance in Smart City program.
Toolkit has been developed for anti – corruption
training.
Working paper on Procurement has been
appreciated by Ministry of Finance.
Brought many businesses on single platform to
discuss & bring out new ideas regarding compliance
implementation.
WEAKNESS
High attrition rate as anti-corruption & transparency
is one of the lucrative fields for young professionals.
Professionals moved to higher roles in other
organizations or went for higher studies.
Under-spent budget indicating much more activities
can be planned. As around 52 % of the budget was
available for spending, even after spending 48 % of
the budget on various activities.
SWOT
THREATS
Implementing anti – corruption practices strictly is a
cultural shift in India. It may be a difficult task going
ahead.
OPPORTUNITIES
Organizing more events to facilitate interactions
between businesses.
Knowledge bank can become one of its kinds to
provide all national, international & state laws for
reference. This can be achieved only via regular
updation of website database.
Once anti-corruption training module is fully
developed COE can tie up with training institutes to
provide training to various businesses as well as
Govt. bodies.
34 Mid-Term Evaluation Report – GCNI COE
RECOMMENDATIONS
35 Mid-Term Evaluation Report – GCNI COE
KEY RECOMMENDATIONS
1. COE website was launched in April, 2016. This website needs to become a common platform for
all stakeholders to communicate, share ideas & collaborate on different projects. However, as
of now Website is not being thoroughly used for communication with stakeholders.
Different stakeholders can communicate for sharing ideas & collaborate through this
website.
Website needs more visibility on Social media. Website needs to be made popular to
have impact by creating awareness amongst potential stakeholders.
Focused branding for the website may also be done at major business forums & through
publications to increase awareness about it and the projects undertaken under SII.
More number of people on website would lead to more innovative ideas, collaborations,
discussion forums, blogs & webinars etc. These along with rigorous branding (both
online and offline) would be helpful in enhanced traffic for the website.
As the website traffic increases, there would arise an immediate need of a website
moderator, to moderate traffic and for updating the content on the website.
2. Developing Tool kit for Anti-corruption Measures
Training tool kits are in final stages of development & behind the pre-defined schedule.
Complete development of training tool kit will give all the Corporate a tool to apply for
anti-corruption practices without any difficulties or much confusion.
It is also recommended that the modification and updation of these tool kits be a
continuous activity to incorporate the changes in policies & legislatures and newer case
studies.
3. Cost Sheet
Only 48 % of budgeted cost has been used. This shows an underutilization of funds,
even if the projects are in the initial stages.
Personal cost, travel cost, printing & stationary are inter-related. An Increase in number
of personnel working in the project will increase travel cost, printing & stationary cost of
the project.
COE should hire more people (if required) to work on the projects. Need Assessment
may be done for the same.
COE should bring out more publications. COE should also consider e-publishing on its
own website as well as should reach out to businesses and other stakeholders through
various social media platforms & business forums.
COE may also consider hiring more consultants to have few more subject matter experts
for concerned project areas.
36 Mid-Term Evaluation Report – GCNI COE
4. Talent Attrition
COE should look towards recruitment in a sustainable manner.
Looking out and recruiting suitable professionals, who are looking for long term
engagement would boost the talent reserves of COE as well as lower the risk of projects
being stuck due to exodus of key team members.
COE can also look for recruitment on a short term project mode.
COE can also look towards recruitment of high caliber student interns from reputed
institutes to fill gaps for short terms in research based projects.
37 Mid-Term Evaluation Report – GCNI COE
RECOMMENDATIONS FOR THE NEXT YEAR
1. One of the concerns in Mid-Term Evaluation report is under spent budget
Detailed forecasting & budgeting must be done to use budget allotted in an efficient
manner.
Around 70 % of the budget must be allotted to pre-planned activities; remaining 30 % of
the budget should be allotted for changes in prices and/or for any unplanned events.
2. Once training toolkit is fully developed, COE can partner with Training Institutes to provide anti
– corruption training to businesses & different Government bodies.
3. For Publications
COE may decide a topic every month, followed by inviting articles from various
businesses and then share them across for the benefit of business community and other
stakeholders.
COE may also tie up with various education institutions for their contribution by way of
various articles and/or research papers on the areas of concern. COE can also reach out
to various institutes to create awareness amongst students through various information
thus shared by experienced professionals.
4. COE Website
With data base of National, International & State laws; COE website can become a major
knowledge base for students, professionals & businesses across the country.
For this to happen, COE website should reach out to more and more professionals &
students. COE may undertake various branding activities to create awareness about the
website as a “Knowledge Repository” through various magazines & publications for
students & professionals.
COE website should be updated regularly so that its database is always up-to-date.
As the website reaches out to more and more students, professionals & Business
holders, COE may consider creating Question and Answer forums on the website where
stakeholders can raise questions which can be suitably answered to create more impact
for fulfilment of objectives of this project.
38 Mid-Term Evaluation Report – GCNI COE