BALASORE ALLOYS LIMITED CSR (2016-19)

PRE-IMPLEMENTATION EVALUATION

Sustainable

Intervention

Need Based

Perspective

Implementation

On merits of

Priority

Periodic

Appraisal of

Activity

Impact Assessment

Post-Implementation

Monitoring

A comprehensive pre-

implementation assessment of

all plans and programmes

pertaining to social supportive

practices (2016-2019) in the

peripheral areas of Plants and

Mines. Mr. Surajit Dhar an FTII

Pune alumnus specializing in

Corporate and Social

Documentation, envisaged this

all exhaustive survey with his

team. The field visits

comprised of an evolved

process of evaluation which

included spontaneous

reactions from stakeholders

indicative of acceptance–

hesitance pattern to future CSR

Programmes and Policies of

the company in this regard.

AIMED AT AMELIORATION

SALIENT FEATURES OF THE APPROACH

The measuring yardstick and approach to the evaluation process

comprise of interactive and sensitive assessment tools, reflecting

economic, environmental, social impact and governance

performance vis-a-vis programme application and

appropriateness of the CSR policy.

Photographic and audio visual documentation will reassert the

authenticity of each progressive activity, determine the scope of

branding, and create a niche archive of materials for publicity in

various exposure outlets.

To focus on the true nature of requirements and magnitude of new

community development work that may feasibly be supported by

BALASORE ALLOYS LTD. in contextual areas and demanding

situations.

WE DRAW OUR

INSPIRATION….

THROUGH

FULFILLING

THEIR

ASPIRATION.

Valued comments by

Prof. Asish.K.Bhattacharyya

At the onset it should be clear

whether the BAL will

implement the project itself or

jointly with other or through an

external agency.

Outcome should be clear and

measurable as far as possible.

Outcome measures the impact

and not the output.

The report should include a

section on stakeholder

consultation report.

The project report should also

indicate how the location is

identified.

Targets should have both

financial and physical targets -

preferably six-monthly targets.

Period of each programme: Short term

/ Long term.

Achievement per programme along

with clear target of progress.

Outlay details and allocations

Identified coordinators, Field worker

and other involved groups.

Audio visual documentation for

authenticity & archive of activities.

Identifying any corollary activity that

may complement or supplement the

prime activity enhancing the outcome.

Purpose of each beneficiary scheme.

Identification of core targeted beneficiary segment.

Role of other participatory & influencer group/individual, if any.

Orientation workshop for field workers and service providers to comprehend translation of objective into

activity.

Study of socio economic profile, demographic composition of the area- to set a contextual perspective

in which each programme is being contemplated.

POST

IMPLEMENTATION

MONITORING

METHODOLOGY AND PROCEDURAL APPROACH TO

MONITOR BENEFITTED TARGET SEGMENT, RESOURCE

ENRICHED AREAS OF DEVELOPMENT, SO THAT THEY ARE

ABLE TO HOLD ON TO THE NEWLY ATTAINED BENEFITS

DERIVED FROM THE SCHEMES.

PROGRESSIVE MEASURES AS BACKUP PLAN FOR EACH

SCHEME AT THE PROVIDERS END TO CONSOLIDATE OR

THWART ANY IMPEDIMENT THAT THREATENS TO EAT AWAY

THE FRUITS OF SUCH BENEFICIARY PROGRAMMES OR

WEAKEN STAKEHOLDERS’ – CONNECT.

PROCESS OF CONDUCTING COUNSELLING SESSION

AMONGST THE BENEFICIARIES SO THAT THEY FEEL

CONFIDENT IN CARRYING FORWARD SUCCESSFUL

REVENUE GENERATION MODELS, UPHOLDING THE SPIRIT

OF DIGNITY AND SELF-RELIANCE AND BE FREE OF THEIR

INITIAL DEPENDENCE ON CHARITABLE FUNDS; THIS WILL

CREATE ROOM FOR OTHER UNDER PRIVILEGED MEMBERS

IN THEIR COMMUNITY TO COME UNDER THE COVER OF THE

SCHEMES.

CORRECTIVE STEPS

Progressive inculcation on the basis of findings at

periodic appraisal. Such incorporation provide

necessary adjustment in the course of implementation,

bring necessary changes in the magnitude of resource

allocation and sculpt effectiveness in the Modus

Operandi of conducting the activity.

Periodic analysis of each activity on the basis of data

collection by sensitometric tools. Identifying

impediments, improper area of focus. Point out sub-

optimal application at functional area. Addressing clarity

in contribution of BAL Rep. and external agency.

Make accomplishment more fulfilling. Significant part of

the programme outlay should be allocated to address

the cost involved at a certain stage.

Securing better impact.

Trust bonding and association with peripheral habitants

stronger.

Rewarding recognition of BAL Rep. or external agency.

IMPACT

ASSESSMENT

Impact assessment has a wider

connotation than mere outputs or

outcome evaluation. This is

generally like a multiplier effect,

associated with accomplishment of

set targets and goals at various

stages of progress in

implementation. Herein, Impact is

the cumulative effect of outcome(s)

in the development process –

affecting society, economy and

environment.

The ultimate test of the success of any CSR and Sustainability activity / project is the

social, economic or environmental impact thereof. Every such activity is planned and

implemented with some anticipated impact on society or environment. It is against

such perception and expectation of impact that the completed activity / project should

be measured to ascertain the degree of its success, or failure. In fact, it is at the time

of impact assessment that a well-documented and detailed baseline survey or need

assessment study done at the commencement of the activity, comes in handy for

comparison of data. Conversely, the absence of a baseline survey or a need

assessment study sorely missed at the stage of impact assessment.

EVOLVED PARAMETERS OF

THE PROPOSED PROJECT

Modified CSR Database

Management for a

Transparent Feed Back

System

PILLERS OF THE PROGRAMME

CLASSIFIED DETAILS OF EACH PROGRAMME

Classified chart reveals different activity under each

functional as well as identifying groups of

Stakeholders including representatives of BAL

overseeing it, as also 3rd party if any.

PILLERS :

CLASSIFIED DETAILS

OF EACH ACTION

AREA

PLATFORMS OF OUTPUT

ASSESSMENT

Half Yearly Field Visit for Data Collection

& Interpretation

Positive achievements/ sub optimal attainment will be clearly

indicative of success/failure of Personnel, Modus Operendi,

Coordination of Resources, and Poor Time Frame

Management.

Corrective measures can be progressively incorporated;

rectifications made and reallocation if any, may be

considered, on six month basis of Output assessment.

PLATFORMS

OF OUTPUT

ASSESSMENT

PATHWAY TO PROGRESSIVE

OUTCOME EVALUATION

Analysis and Corrective Measures

(Both Modus Operandi and Financial

disbursement etc.)

Revelations are analysed

to infer what best can be

done to make the

programme more fulfilling,

enriching to beneficiaries,

as long term social

investment.

PATHWAY

TO PROGRESSIVE

OUTCOME

EVALUATION

Point of Concern

The report on “Evaluation of Social Supportive Practices; BAL

(2016-19) is an understanding and assessment of need for

formulating their CSR activities on proper purposive direction.

Like any other company of the industry BAL has it’s

commitment to social responsibility spelt in blending

multifaceted financial assistance with constant sustainable

intervention.

Often this mission is found to become myopic, restricting the

objective to a dutiful and dispassionate function of the

company, considering development of the community in the

periphery of its operational areas as an unavoidable

compulsion. Evolving a sense of more fulfilling corporate

growth, through determined and committed social supportive

practices, thus needs to be conceived as a comprehensive

progress, in a more meaningful manner;-- offering fundamental

essence of corporate social responsibility a holistic Pillar,

Platform and Pathway

SOME RECOMANDED PRACTICES

COLOUR CODING

BAL should always maintain a colour code for their every

constructions/set-ups under CSR Programme. That helps

to create a better brand recognition amongst the habitants

of the peripheral areas.

It is recognised that small scale activities /

projects under CSR and Sustainability

agenda cannot be expected to have any

significant social or economic or

environmental impact, which can be easily

measurable. BAL should focus larger

projects, even if fewer in number, for greater

social, economic or environmental impact.

While engaging or partnering with external agencies, care should

be exercised in selecting only such specialised agencies which

have the necessary capabilities and expertise to implement the

CSR projects. The credentials of reliability, integrity and

professional competence of such agencies should also be verified.