Corporate Social Responsibility (CSR): My exposure to the term

The write up highlights my experiences during my stay in different organizations and the understanding I developed about different types of CSR during my stay in these organizations.
While I started my journey in the social development sector, I knew nothing about the word CSR, but by now the term has unfolded many times to give me understanding of different terminologies.
Internal CSR:
My first job taught me about CSR from a distance, I worked in a different unit and there were colleagues working on CSR. The first observation or understanding was that of CSR being a lucrative field where one can have all the best facilities as a job. You stay in good hotels, entertain all the facilities and have fun while on job. This led me to approach my bosses and I shared my eagerness to work on at least one assignment of CSR, to which they agreed and gave me a chance to work on the same. The very next day the team leader gave me a huge bundle of interview schedule and other reading stuff and asked me to come prepared by the next day. Which very painfully I did and the driving force was all the lucrative facilities I am going to get while on assignment. I did the reading and then there was training for me and other beginners around the issue of CSR and the processes of the assignment and my responsibilities during the same. It seemed more work than I was doing while I did training but the driving force was there!
The day came and we boarded a morning 6:15 flight to Bangalore where the assignment was to be done. We reached the city by 8:30 in the morning and the pick-up was at 9:45. We spent 10-15 minutes in the hotel room which as expected was a great hotel in Bangalore. We spent three days in this hotel and the time spent in the hotel was less than 24 hours that means we only came to the hotel to sleep and the remaining time was work!
The process begun with an orientation of the manufacturing unit and then several interactions with the staff, workers on the machines, the management of the company, accounts department and HR department, enquiring several components such as: all legal compliances, Health and Safety, employment roll, payment systems etc. I started getting relaxed with the feeling of the day being over. The moment we moved out of the company the team leader announced that we will be going for offsite interviews in the evening. Hardly after two hours break we were working again, this time not at the company but the places where the workers lived. The process was an eye opener as we spent time in finding the addresses of the workers, got hold of some and interviewed them about the company and their work. By the time we were back to the hotel, it 11:00 in the night and then happened the de-briefing of the day. We went to bed at 1:00 and again by 8:30 AM we were at breakfast lounge to plan for the day.
By the time we completed the assignment I had realized that not everything is as green as I had thought in the beginning of the assignment. It had been the most hectic assignment I had taken up by that time. The pressure to complete the work in a stipulated time was immense without a chance of error.
This was what many of us know as SOCIAL AUDIT process in any company. I realized by this time that it’s not about staying in good hotels and having fun but it is actually a well planned chain of activities that leads to an expected set of results, which indeed is very intense. This is what I realized as Internal CSR where the company makes sure that it is following all the legal as well as social compliances, engages and empathizes with its employees and makes sure that the business is socially responsible by paying attention to the needs of internal stakeholders.
Socially & Environmentally Responsible Business:
Time passed and I moved to a new organization. By this time I had developed a decent understanding of the word CSR and other related terminologies. The term Socially Responsible Business is what I came across while worked in one of the leading social development organization in India. This organization had a different take on CSR, where it believed that technologies and innovation in technologies are one of the most important tools for eradicate poverty. This organization believed in innovating new technologies for livelihood and enterprise development. The term Innovation, Incubation and Implementation were the driving factors for this organization. Where one part of the organization spent time in innovating new technologies, the other incubated it and then a team worked dedicatedly to market it and identify new entrepreneurs to spinoff the enterprises. Major focus was made to ensure that the technologies are compatible with nature and does not cause harm to nature at the same time are low cost and has the ability to attract more and more small and medium entrepreneurs. As we all know by now that in India around 80% jobs are created in the small and medium enterprises, keeping this in mind this organization worked towards business models that are low cost, socially and environmentally responsible. This organization exposed me to a lot of good participatory approaches that leads to identification of these technologies and several analysis techniques to ensure that we remain focused and create socially & environmentally responsible businesses.
External CSR:
The recent experience of working for a leading infrastructure development company in India brought me a chance to work on the component of external CSR. This company had formed a foundation that work on the agenda of external CSR and works across the country. The guiding principle is to extend a hand of help to the people staying in the neighborhood and to the people who have been affected by the infrastructure development. There are many views some good and some against the whole agenda of external CSR. Many of us believe that external CSR is nothing but an act of advertising for the company. When I joined this group, I too had the similar kind of pre-conceived notion. But, while I stayed in the organization for sometime things started unfolding and I realized the reason of my pre-conceived notion and of many others. One needs to understand the very fact that today CSR is a part of mainstream business. For an infrastructure development company, if it is only CSR that is functional then I am sure there will be many eyes trying to find out the fault. I found that while working in the field of infrastructure development it is very much essential that one makes a crystal clear difference between two terminologies i.e. R&R and CSR. Once there is a dedicated team that works on all the legal issues related to R&R such as: Land acquisition, Making sure the disbursement of compensation as per the R&R policy of the country, it becomes easier to segregate the CSR from the whole process. The same has been the case in terms of the company I worked. They have a dedicated team that works on the R&R and there is a separate foundation that works on social development. The driving principle for R&R is ensure the infrastructure development and work towards company’s benefit whereas the agenda for CSR is non-business, to work on the social development agenda in these communities without bringing business or company’s profit in between. At this point it is also very important to mention that how important is it for the leader of the organization to remain dedicated to the cause he/she believes in to make sure the R&R and CSR are working on separate agenda and not mixed to confuse the employees as well as the outsiders.

Convergence @ Work

Very recently while working for TARA Livelihood Academy, the organization which is involved in facilitating value chain development process in partnership with ILO for Dairy sector in Jabalpur, we had an excellent experience about how convergence if facilitated well can actually work. The process began in September 2009 and is in the stage of implementation and follow ups. A team from ILO and TLA visited Jabalpur for follow ups of the ongoing activities. One such green intervention has been production of green fodder in Jabalpur. As it was evident from the VCD report that the demand for green fodder in Jabalpur is much more than it is produced within the location which ultimately affects the quality of milk and milk products.
Interactions with Agricultural University opened the door of possibilities as the dean shared the willingness of the university to provide technical support to individuals or groups taking up production of the green fodder. Next in line the team met dairy association and explored the possibility of entrepreneur’s willingness to take up this activity. The dairy association felt that the activity if taken at the village farmers level would be more effective and possibility of creating jobs will be higher. The association gave commitment to buy the produced green fodder from the village farmers. A farm visit was organized by the agricultural university where representatives of dairy association and TLA-ILO team visited and got inputs from the agricultural scientists.
An interaction with the NREGS officer in District Rural Development Authority opened the glare of opportunities. The NREGS officer informed the team that there are watershed groups in the countryside locations in Jabalpur where groups of farmers are willing to take up production of fodder. For this purpose the NREGS department agreed to link this activity under the waste land development programme of the district authorities. He raised the issue of technical support to which the team shared the commitment of the dean agricultural university.
Followed was a meeting involving NREGS officer, Agriculture University and the TLA-ILO team. It was agreed by all the stakeholders to take up this activity. A field visit was agreed upon and visit to the villages with watershed groups were made. The NREGS officer made a presentation to these farmers and a detailed process of production of green fodder was made.
Process on production included:
- Identification of willing farmer’s group
- Identification of waste land
- Identification of irrigation facility
- Costing and look out for funds
- Soil testing
- Land cleaning and plaughing
- Seed identification and production
- Market linkage and sale of fodder
The present status of this initiative is as follows:
Two farmer’s groups are taking up the production of green fodder under waste land development programme. Farmers identification, land identification and soil testing has taken place. The NREGS officer has sanctioned an amount of 10 lakhs for two locations. Agricultural scientists have completed soil testing and are to suggest the farmers about the kinds of fodder.
The TLA-ILO team further worked on the market linkage aspect and met several buyers of the fodder nearby these villages. Several options for selling the produced fodder has been made and shared with the farmers as well as the dairy owners.
The crux of this intervention is that the initiative towards bringing more than one government offices and departments has worked excellently in this situation and it has opened door for many such interventions. Simple interactive sessions with the presence of all related government departments has brought significant results and we hope to achieve many more such results in future.

Value Chain Development: Reinstating faith among facilitators

In the recent times the development sector has been flooded with a non-ending list of participatory exercises. Many of them reach to a certain level of analysis, some of them end with a mere data collection and many of them done for the sake of filling the blank space. Over the last seven years of my experience of facilitating participatory methodologies of assessments and appraisals, the faith on participatory methodologies had started shaking, to the level that I started taking it as one off event than a process. It happened as I felt that many of these exercises are done to meet the demands of a certain development project.
My recent experience with an exercise called “Value Chain Development” has certainly helped me overcome my perception about participatory exercises. I took up this project in October 09 and carried out the process till November 09. These two months, while I spent the maximum time in the field, helped me understand the process in a comprehensive manner, overcome a lot of my inhibitions about participatory methodologies, brought to me a sense of achievement and more importantly re-established my faith in participatory methodologies. Below are the excerpts of my encounter with VALUE CHAIN DEVELOPMENT.

There are 220 sheds (SME) at Jabalpur; possessing approximately 35000 animals; 95% of which are buffaloes. The daily milk output is estimated to be in the 125,000 to 150,000 litre range. The annual buffalo sale for slaughter is in 30,000 to 40,000 ton range. The annual buffalo dung output is 2.5 to 3.0 lakh tons. The sale of young calf is estimated at around 20,000 per year. There are dedicated villages involved in rearing of the buffallows during the dry period. Large number of small dairy farms at village level, 440 Dairy co-operatives (22,000 members) produce 35 -40,000 litres of milk / day.
There exists a strong Business Association comprising of 171 members under the banner of Jabalpur Pashupalak Evan Dugdh Utpadak Kisan Mahasangh. Jabalpur city has a very reputed Agriculture University; Jawaharlal Nehru Krishi Vishwavidyalaya (JNKVV) and a Veterinary College. Department of Animal Husbandry and Veterinary Services conduct special animal health camps and Artificial Insemination services, pregnancy diagnosis services etc.
Value chain development is described by ILO as under: A value chain is a sequence of target-oriented combinations of production factors that create a marketable product or service from conception to the final consumption. This includes activities such as design, production, marketing, distribution and support services to the final consumer. The activities that comprise the value chain can be contained within a single firm or divided among different firms, as well as within a single geographical location or spread over wider areas. The term Value Chain refers to the fact that value is added to preliminary products through the combination of other resources. (ILO, 2006)
The process was divided in small phases, such as: Understanding the dairy sector, Hypothesis Workshop, Initial Assessment, Start-up workshop (Validating the findings), Detailed discussions with stakeholders & Analysis, Result presentation and proposals, Formation of steering group, Facilitation to develop action plans by the stakeholders and Steering group meetings (Update and future plans).
In the beginning, an in depth research of Jabalpur dairy sector was carried out by the representatives from TLA. It resulted in a well documented report that gave a lot of clarity about the sector.
This workshop began with sharing the objectives and results expected out of this process. The process of value chain development began with a workshop where different stakeholders of dairy sector were present. The facilitators shared their understanding about the sector based on the secondary information and encouraged the stakeholders to share about the dairy sector in Jabalpur. A comprehensive first hand information was available by the end of this workshop.
The initial assessment phase was to meet the important stakeholders who are related to the sector in a direct manner. This process was carried out where the facilitator got involved in discussion with the stakeholders in an informal way to understand each of their perspective separately. This phase helped the facilitators to develop a value chain map on the basis of the information gathered.
The start-up workshop was the platform where the maximum numbers of stakeholders representing almost all the sub-sectors were present. The findings of the previous phase were shared with them and they were encouraged to validate the findings. Many addition and deletion took place in terms of the value chain of dairy cluster of Jabalpur. Many corrections were made by the participants that got included in the findings at the end of this phase.
Detailed stakeholders level discussions across the sub-sector took place. A series of one to one discussions, group discussions took place to understand the sector. Various new information and addition to the value chain came across that gave a new shape to the exercise. Interactions with different stakeholders helped to have a comprehensive understanding about the sector.
Before organizing a result presentation workshop the VCD team along with representatives from the sector analyzed the information and came out with different proposals at each of the value chain level. The proposals were shared with the stakeholders and validation and finalization of these proposals were done. The catch in this phase was to ensure that the proposals are stakeholders driven and not facilitating agency driven.
Very carefully the selection of the word steering group was made, to ensure that the group remains as a working group and not act as any other committees or platform. Concept of the steering group was shared to the stakeholders and many of the representatives volunteered to be a member of the steering group. The steering group is a group of individuals/organizations to push the proposals forward and ensure that the proposals are implemented.
The VCD team further met the agencies/individuals entrepreneurs to facilitate develop an action plan based on the proposals they shown interest in.
Two steering group meetings have been organized and preparatory works such as identification of a chairman and secretariat has been done. The steering group has also discussed the agenda related to implementation of the proposals.
The catch here is that a journey through all these phases has helped the team learn the importance of a participatory exercise in true sense. Responses and initiatives from the stakeholders in phases where proposals were discussed and steering group was formed have been immense. As the response of the stakeholders was very positive it ultimately was very encouraging for the team to see that the whole process reached to a level that looked un-certain in the beginning of the process. To make it a part of my write-up and it is also worthy to mention that out of the thirteen proposals that were proposed as many as eight have already begun and are in different phases of implementation. The interesting part is that, all the proposals that are being implemented have been done solely on the expenditures of the stakeholders and no funding has been pumped in.
Value Chain Development has fetched for me and for the whole team an immense sense of pride and has surely restored the belief that if any exercise which is based on the principles of Participatory Learning and Action and is carefully facilitated, the results are going to be much more than what was expected in the beginning of the process.

Guidelines for the Facilitators workign with different types of groups...

Hi friends....

The below write up is for the professionals working with the different kinds of groups and federations. It happens so that we generally find it difficult to facilitate the groups. Sometimes consciously or unconsciously we start blaming the group and people from the community for less or no progress in their status. But, the fact is that very often we as professionals do not reflect on our style of facilitation and do not try alternative routes to deal with such situations.
This write up is a result of a lot of collection done by me from internet from different sources and is combined with my experiences from the field and similar experiences of other colleagues from the sector.

This might be a helpful document for the facilitators and for the coordinators and managers of the development projects who are workign with different kinds of group:

Guidelines for the Group Facilitators

Facilitating Groups (Different situations and guidelines)
A group cannot automatically function effectively, it needs to be facilitated. Facilitation can be described as a conscious process of assisting a group to successfully achieve its task while functioning as a group. Facilitation can be performed by members themselves, or with the help of an outsider.
In order to facilitate, it is important to understand what is it that needs to be facilitated. We need to facilitate:

1. The effective performance of task and maintenance functions
2. The processes like participation, communication, decision making and leadership
3. The effective resolution of issues like inclusion, influence and intimacy
4. The smooth transition of the group from one stage to another
5. The accomplishment of the task
   
   To facilitate effectively the facilitator needs to (I) understand what is happening within the group
   be aware of his/her own personality and how s/he comes across
   and know how to facilitate
   DIAGNOSING A GROUP
   The process of finding out what is going on in a group may be called diagnosing. It is an essential skill of a facilitator. He can only proceed further to help remove the problem once s/he is able to diagnose what it is that is going wrong. Diagnosis involves understanding the causes after looking for clues within the group (eg. Communication pattern, unconscious acts) and outside the group (eg. History of past relationship between members). Some examples follow to illustrate the point.
   
   Problem:
   Every one does not participate or show interest and a few remain silent.
   Possible causes:
   The goal or task is not relevant for everyone
   Some members are insecure
   some members are dominating on the basis of caste, class, education or sex.
   Problem:
   Subgroups occur within the group and they get involved in their own conflicts
   Possible causes:
   members of the subgroups are loyal to some outside group of conflicting interests
   existence of hidden agenda
   Problem:
   People stick their conflicting points of view, stalling progress or decision-making
   Possible causes:
   existence of differing value systems which are more important than the task of the group
   existence of differences/conflicts between individuals which were there before the existence of the group
   Problem:
   Some members ignore or disregard contributions from other members
   Possible causes:
   members are insensitive to others, needs
   members are too full of their own self importance
   Problem:
   The group is not able to make a decision, or even if a decision is made members are not willing to implement it
   Possible causes:
   Group lacks adequate information, skills and know how to solve the problem
   the decision is threatening to members
   fear of failure
   (Note: The list of possible causes is by no means complete and is given to provoke further thought)
   AN APPROPRIATE INTERVENTION
   Having diagnosed the possible causes of the problem, the facilitator needs to decide upon how s/he will help the group go forward. This conscious act is called facilitating.
   Simple means of facilitating include :
   encouraging
   bringing the conversation to the point
   mediating and peace keeping
   maintaining order
   requesting
   But then in some cases, these alone are not enough. It is then that the facilitator needs to look deeper and understand clearly the unconscious processes and the levels of awareness within the members of the group, and the group as a whole. Depending upon the facilitator’s grasp of the situation, different styles of facilitation can be used.
   

SKILLS OF A FACILITATOR

Listening :
The ability to listen carefully and creatively; picking out both positive aspects and problems, difficulties and tensions.
Observation :
The ability to see what is happening; to understand non-verbal clues, to monitor the group’s work objectively.
Sensitivity / empathy:
the ability to pick up implicit messages; to see problems through the eyes of the members; to understand their feelings, ideas and values, to focus on structures and roles rather than personalities or competence.
Diagnosing :
the ability to define the problem to synthesize diverse data and form a working hypothesis to choose intervention and action
Supporting / encouraging :
- the ability to provide verbal and nonverbal indicators of encouragement, affirmation, appreciation and caring – to assist in a joint search for solutions
Challenging :
The ability to confront, to disagree, to stop a process without being rude.
Openness :
The ability to invite dialogue, to receive feedback, and to be prepared to examine ones’s own attitudes values and ideas and to change them, if necessary.
Modeling :
The ability to include oneself as a model in the group. Responding spontaneously, without being idealistic, or posing as an expert

OBSERVING LEADERSHIP PROCESS IN GROUPS
1.Which members are high on influence? That is, when they talk, do others listen?
2.Which members are low on influence?
3.Do you see any rivalry in the group? Is there a struggle for leadership?
4.Who are the members trying to assume leadership? Do they rely on coercion, expertise, formal authority, personal qualities?
5.How is the designated leader behaving? Is the style autocratic, democratic or lassez-faire?
6.How are people reacting to the leadership?

OBSERVING DECISION-MAKING PROCESS IN THE GROUP:
Does anyone make any contributions which do not receive any kind of response or recognition? What effect does this have on the member?
Does any one make a decision and carry it out without checking with other group members? For example, he decides on the topic to be discussed and immediately begins to talk about it. What effect does this have on other group members?
Who supports other member’s suggestions or decisions? Does this support result in the two members deciding the topic or activity for the group? How does this affect other group members?
Is there any evidence of a majority pushing a decision through over other members objections? Do they call for a vote?
Is there any attempt to get all members participating in a decision? What effect does this seem to have on the group?
Is the decision made by consensus? Are differences fully explored? Is there unanimity or full agreement?

OBSERVING COMMUNICATION IN THE GROUP
Who talks? For how long? How often?
How are silent people treated?
Who talks to whom? To the group as a whole or to some people in the group?
Who talks after whom> Is it for encouraging or for challenging?
Who interrupts whom? Are some people interrupted all the time?
Do the members listen to each other?
What non-verbal messages are being transmitted?

TO ENSURE EFFECTIVE COMMUNICATION IN GROUPS THE POINT NEED TO BE KEPT IN MIND IS TO ANSWER A QUESTION: Are we listening?
Guidelines for Effective Listening
1.Concentrate on hearing – we think about 4 times faster than the other person can speak, so our thoughts tend to stray.
2.We must listen with an open mind – we often stop listening when we hear some key words – “red flags” – which touch our personal biases or preferences.
3.Pay attention and try to understand what is being said – listen beyond the words, try to understand the feelings, the emotions, what is being implied. Be alert to the various non-verbal messages.
4.Do not predict what the speaker is trying to say – do not jump to conclusion and stop listening, find out for sure whether what you think is true or not.
5.Do not pretend to have understood when you have not – clarify your doubts, requests the speaker to re-explain, ask relevant questions.
6.Do not become defensive and do not argue or interrupt – when the speaker challenges some of our favourite ideas our immediate reaction is to either stop listening or to interrupt and argue.
To ensure that we are listening attentively we should from time to time restate, repeat and summarize what we think is being said

PARTICIPATION IN THE GROUPS

Factors which affect member’s participation
The content or task of the group – is it of interest, importance and relevance
The physical atmosphere – is it comfortable physically, socially and psychologically
The psychological atmosphere – is it accepting, non-threatening
Members’ personal preoccupations – are there any distracting thoughts on their mind?
The level of interaction and discussions – is adequate information provided for everyone to understand? – is it at a level everyone understands?
Familiarity between group members – do members know each other from before

OBSERVING PARTICIPATION IN GROUP:

How much talking is done by the leader, how much is done by the others?
To whom are questions usually addressed – the group as a whole or to particular members?
Do members appear interested, bored, apathetic or self-conscious?
Are patrings and subgroups taking place and are they discussing issues other than those addressing the group task?
Are quiet members being encouraged to speak?

Hope this is useful.....

Ziya

Who am I!!!!!!!

Hey Friends,

I am Ziaul Hoda..........
I have been serving the development sector since the year 2003, in all these years till now I have been responsible for several actions. Some of these are stated below:
Managing Programs and Projects:
I have been responsible for managing several projects that dealt to build the capacities of different set of organizations throughout the country (India). The management as understood by me is nothing but making optimal utilization of the resources available with the organization. I being no different have been able to make the best utilization of all the resources i.e. (Human, Infrastructure, Finance and Time) in order to make sure the achievement of the results, targets and the planned Activities. The nature of funding agencies I have worked for involve a good mix of international funding agencies and the government agencies in India. A list of the same can be found in my detailed resume that is attached along with this document.
Playing the Advisor's role:
I have been facilitating all the kinds of organizations in the development sector, from grass root implementing organizations to the funding agencies in order to help them take a decision in order to finalize the area of operation as per the need of the communities. This has been done by analysing the local context and the comparing it with the state and country's context. I have over the period of six years helped many such organizations across the country to identify the actual need of their client group and design the programmes and projects as per the identified need.
Monitoring and Evaluation:
I have also been responsible for conducting monitoring and evaluation of all these projects. Besides that, I have also led the evaluations and monitoring as external monitor and evaluator for several organizations in the country. The responsibilities under this were: to develop the ToR, Tools, Facilitate the process, Share the findings, Draft the report and make the final presentation before the organizations.
Facilitating Training and Workshops:
Facilitating Training Programmes throughout the country for different kinds of organizations have been another area of expertise. I have led as many as 200 plus training programmes and workshops in almost all the states on India. I have conducted training and workshops on various subjects such as: Training of Trainers, Result Based management, Human Resource management, Advocacy and Networking, Social Audit, Right to Information. Gender and Development, Income Generation Activity, Participatory Development Situational Assessment, Micro Planning, Problem Tree Analysis. The resume gives a detailed information about the same.
Besides these, serving in the sector has been a life time experience so far as it provided me with the opportunity to meet almost all the kinds of people living in the sub continent. I have touched almost all the states of the sub continent and have been able to learn immensely from all the people I have met during my travel to these places.

It has been a great experience so far in this sector and I sincerely believe there are many more things to touch before the life says "THTS IT"

Keep smiling :)

Ziya