Bhavishya Alliance Feedback from the Shell Consultancy Governing Council Meeting, Mumbai, 13th March

1
Bhavishya Alliance - Feedback from the Shell
Consultancy Governing Council Meeting, Mumbai,
13th March 2007 Meeting Outcome

• Keara Robins / Joris Nuijten
• Shell Global Solutions

2
Table of contents

• Management Summary 3
• Agreed Actions 5
• Project Context 7
• Current Realities Implementation 13
• The Rural Plan
• Organisation 19
• The Partnership
• The role of the Corporates
• Change Lab Feedback 28
• Close-out of Shell Engagement 29

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Management Summary 1

• Context
• The Shell Foundation, a supporter of the
  Partnership for Child Nutrition provided a
  consultancy review of the Bhavishya Alliances
  project. The Start Team a business consultancy
  from the Shell Group has undertaken this review.
  They work closely with the Shell Foundation and
  have previously been involved supporting
  development sector projects..
• They reviewed the project in February 2007 and
  fedback at the Governing Council meeting on 13th
  March 2007. This document provides the
  presentation slides used notated with key
  discussion points.
• The focus of this review was the progress and
  feasibility of the implementation plans not the
  design and delivery of the Change Lab. Specific
  feedback on the Change Lab and design ideas have
  been captured and will be fed back directly to
  Synergos.
• Key Findings of Review
• All stakeholders recognise the potential
  significant value of the Bhavishya Alliance.
• The currently defined Rural Urban
  implementation plans will not deliver project
  objectives.
• The Initiatives are poorly defined, have
  unrealistic timelines and are not prioritised,
  phased or linked to targets. .
• Potential implementation approaches
  (geographical/theme splits) have not been
  considered.
• There has been minimum Stakeholder involvement in
  the design of the plans.
• Synergies between the Rural and the Urban Plan
  need to be identified and managed
• The Bhavishya Alliance is not currently
  functioning as an effective Partnership.
• Corporates are standing back as they are unclear
  of their potential roles the value of the
  Alliance
• It is business as usual for the Government
  players they have not been persuaded of the
  added value of the Alliance
• NGOs/CBOs are curious but cautious about the
  Corporate potential
• UNICEF Maharashtra think they are doing it
  already and are acting independently

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Management Summary 2

• Key Conclusions from General Council Meeting
• The potential of the Corporates in underutilized.
  They can play a significant role in the design
  and implementation of the Rural Urban
  implementation plans. The first task is to agree
  and communicate the role they will play.
• Both the Rural Urban plans need to be reworked.
  .
• Define optimal implementation approach (split by
  geographical/themes --- )
• Develop a matrix showing current activities
  owners to avoid duplication
• Rationalize the initiatives (prioritizing,
  phasing, linkages, responsibilities--- )
• Clarify ownership and integration of the Urban
  plan (currently prepared by UNICEF without other
  Partner involvement)
• In addition to progressing the implementation
  plans other key activities are required to ensure
  the success of the Bhavishya Alliance
• Explain and communicate the added value of the
  Bhavishya Alliance.
• Recruit a new CEO
• The Challenge
• It is almost one year since the Change Lab. The
  added value of the Bhavishya Alliance is unclear.
  There has been minimal implementation to-date.
  The Partnership is not working effectively.
• The opportunity is to define and deliver
  realistic implementation plans. Short term wins
  are required. Without these the Alliance will
  loose credibility and fail to achieve its
  objectives or retain the interest of its
  Corporate partners.
• The Bhavishya Alliance must work as a true
  partnership only a combined effort will
  deliver.
• Actions
• The action plan agreed is attached in the next
  two slides.
• All actions will be completed by end May for
  approval at the next Governing Council meeting
  13th June 2007

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Agreed Actions 1
6
Agreed Actions 2
7
Timeline Bhavishya Alliance
2008
2005
2007
2006
April June
July
Oct
Phase 1
Phase 2
Scale up
Further proposal development
Change Lab
Design
Phase 1
Phase 2

• 4 Initiatives
• Partnership
• Innovation

• 5 Pillars
• Integration

• Engage Partners
• Design Change Lab

• Develop content
• Create plans

• Rural 10 Blocks in 5 Districts
• Urban L-ward

• Rural total population in 5 Districts
• Urban 6 wards

13 June 2007 3rd Governing Council meeting
The Shell review focused mainly on definition
and delivery of implementation plans
21 Nov 2006 1st Governing Council meeting
13 March 2007 2nd Governing Council meeting
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Shell teams role

• Who are we ?
• We are from Shell International in Netherlands.
• Business strategy group
• Mainstream business experience project
  evaluation delivery, change management
• Development sector experience including in multi
  sector alliances
• Why are we here ?
• Shell Foundation is a financial supporter of the
  Partnership for Child Nutrition
• We act as advisors to the Shell Foundation
• The Foundation offered our services to the
  Bhavishya Alliance
• How can we help ?
• We provide an independent external view
• We give a business sector perspective
• We offer tools to help

We acknowledged that we are neither content
experts or Indian context experts, but we bring
both business and development sector experience,
and we offer a frank and honest view
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The process that the Shell team followed
ANALYSIS
INTERVIEWS
FEEDBACK
BRIEF
Agree scope contacts
Mumbai Aurangabad Holland Week 12 February
onward (28 interviews in total)
Follow up discussions
Governing Council meeting, 13 March 2007
Lots of interaction with the State Mission team
as they worked their implementation plan they
used some of the structures and tools Shell
offered.
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The Opportunity is ------

• All agree in the significant potential in a
  tri-sector partnership
• You have some really motivated and energetic
  people
• Your Partners include major Corporations with
  huge capability and sensitivity to the social
  issues
• The NGOs are cautious but keen to have the
  Corporates involved
• The knowledge and central role of the State
  Mission
• All of this needs to be translated into actions
  on the ground.

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The Bhavishya Alliance activities can be
considered in terms of a hierarchy
What do you want ?
GOAL
What do you need to achieve the goal
OBJECTIVE
How do you plan to meet each objective
STRATEGY
TARGETS
What do you need to do deliver each year towards
each objective
PLANS
What are you doing to reach these targets ?
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The scope of the Bhavishya Alliance has been
defined
Focus of review was on strategies / targets
/activities, in particular in relation to
delivery of the Rural pilot
A concern was that not all activities are clearly
linked to delivery of objectives.
To half the rate of child undernutrition in India
by 2015 ( 0-3 years children)
GOAL
Create a muti-sector partnership To prove in
Maharashtra To scale-up nationally
OBJECTIVES
The Change Lab The Rural Urban Pilots To
identify systemic, sustainable, scaleable
interventions
STRATEGIES
2007 Reduce severe malnutrition by 90 Reduce
moderate malnutrition by 50 Increase by 10
normal weight
TARGETS ( The Rural Pilot- quantitative targets)
The Plan 5 pillars, initiatives
ACTIVITIES
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Review of the Rural Implementation Plan
Learning
Organisation
Rural Plan
Actions
Review
Stakeholders Role of Corporates
Observations
Forward plan
14
The approach

• We focused on implementation
• how realistic are the plans ?
• will they deliver the project objectives?
• We selected the Rural Pilot as the Urban Pilot
  was in the process of redesign
• what has been achieved
• the plan forward
• the structure
• the content
• We worked with the State Mission, PM and the
  Alliance
• We have provided some tools
• planning reporting structures
• issues matrix
• a prioritisation approach

Focus on implementation -gt to look forward and
challenge the practicality of delivering the
overall project objectives.
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What is needed to deliver a complex project.

• Definition
• An overview of the initiatives, their linkages
  key milestones
• Clarity in initiative definition - scope,
  timelines, resources
• Prioritized initiatives linked to targets
• Roles
• Clear roles and responsibilities
• Alignment among the various stakeholders
• Ownership
• An actively used and owned plan
• We would have expected to see this type of
  structure in the Rural Plan. This is not what we
  found.

Bhavishya Alliance has a major challenge the
problem of malnutrition is complex, the proposed
solutions involve approximately 15 different
initiatives, numerous stakeholders, and will
require re-allocation of resources to deliver.
This will require very clear and structured
project management.
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The initial Rural Plan recommended improvements

• Structure
• Responsibilities to be agreed
• Milestones to be defined
• Approval process to be established
• Content
• Initiatives require realistic activity
  description timelines
• Initiatives need to be prioritised
• Initiatives to be linked and integrated
• Scope to be clarified (proposal, plan,
  conversations all indicate different dimensions)
• All initiatives to be included (ICICI Amravati,
  HLL/ ICDS Supply chain)
• Ownership
• The State Mission is the plan owner and driver.
• Plan to be shared with and used by all
  stakeholders
• Project Management (PM) structure to be agreed
  and put in place
• The Governing Council to access, support and
  challenge the plans

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The Rural Plan initial conclusions

• The initial Rural Plan is unlikely to deliver the
  Project objectives.
• To succeed a major rework of the plan is
  required.
• Without rework and re-launch of the initial plans
  the Governing Council may wish to consider the
  value of the pilot.

There was agreement that the current plan was
unrealistic and would not deliver project
objectives. It was agreed that the focus should
be on substantially reworking this, in line with
the recommendations provided (on previous slide).
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The Rural Plan Rework

• The State Mission has significantly reworked the
  Rural Plan
• This reflects a major effort by the State Mission
  Team
• It now has the potential to deliver
• This is an essential first step but much more
  needs to happen to ensure delivery
• Todays objective is to review and agree actions
  to support its delivery
• Mr. Ramani/Mr. Menon presented the reworked Rural
  Plan.

Mr. Ramani attended the meeting virtually (by
telephone from Aurangabad). Mr. Menon presented
the rural plan (see separate attachment to
meeting minutes).
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Feedback on the Organisation
Learning
Organisation
Rural Plan
Actions
Review
Stakeholders Role of Corporates
Observations
Forward plan
During the interviews, there was a lot of
feedback on the organisational structure and how
the various Partners work together. The next
slide shows this pictorially.
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Stakeholders Shells impressions
For context of the comments made see next slides
INTERNATIONAL
WB, World Food Programme /NGOs
Social technology
GOVERNMENT
Generon
Partnership for Child Nutrition
Synergos
District Agencies
Want a success scale-up International agenda
Bhavishya Alliance
Departments ICDS/Health
National Government
Mission
PMs
State Government
Core Team
We are doing it already ?
Mostly business as usual
Unicef in State
Trying very hard
Unicef India
CBOs
Corporates
NGOs
Others local NGO/CBOs
Like the concept Huge potential Watching
Other Indian Corporates
Cautious but interested
COMMUNITY /NGOs
BUSINESS
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The Corporate Partners

• Corporates are currently mainly standing back and
  watching.
• They have the potential to contribute
  significantly more.
• Reasons for them standing back are
• the lack of clear implementation plan so that
  they are unsure of their possible roles
• concerned that volunteering their involvement
  maybe taken as appropriation of the initiative.
• In addition, Corporates are unlikely to wish to
  be fully involved, until they are persuaded that
  they are dealing with an initiative that is
  likely to deliver value and success.

Bhavishya Alliance
Corporates
Like the concept Huge potential Watching
Other Indian Corporates
BUSINESS
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The Governmental Partners
GOVERNMENT
District Agencies
Departments ICDS/Health
Bhavishya Alliance
National Government
Mission
PMs
State Government
Mostly business as usual
It is business as usual for the Government
agencies. They recognise the urgency of the
problem hence the establishment of the State
Mission in 2005. They think that the Corporates
can potentially introduce different thinking and
increased efficiency, and are keen to see them
involved. However, they do not yet fully
understand how the Bhavishya Alliance can be part
of their solution.
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The Community / NGOs / Unicef Partners
Unicef Maharashtra challenge the value that the
Bhavishya Alliance brings. They feel that they
are already coordinating partnerships and see
micro-planning as a major part of the solution.
As an example, the Urban Plan was totally
reworked by Unicef without the involvement of
other Partners or the Urban Project Manager.
Bhavishya Alliance
We are doing it already ?
Unicef in State
Unicef India
CBOs
In general, the NGOs are largely keen to explore
the potential of the Corporates, but cautious
about potentially conflicting business agendas.
NGOs
Others local NGO/CBOs
Cautious but interested
COMMUNITY /NGOs
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External Stakeholders
INTERNATIONAL
WB, World Food Programme /NGOs
Social technology
Generon
Partnership for Child Nutrition
Synergos
Want a success scale-up International agenda
Bhavishya Alliance
The focus for the external players is mainly
about scaling up and rolling out the Bhavishya
Alliance concept internationally. They are
looking for the Alliance to deliver success.
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The Partnership what needs to be achieved
The schematic currently shows several of the key
players not fully engaged in the Partnership. The
task is to fully understand each players
perspective, and to ensure that all are actively
participating. Ideally if this was to be tested
again in one year, we would expect all key
players to be fully aligned (inside the circle).
INTERNATIONAL
Like the concept Huge potential Watching
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The role of the Corporates is not understood.

• Feedback
• The sense is the potential Corporate contribution
  is under utilised
• Some are expecting Corporate involvement to be
  the differentiator
• There is little understanding of the Corporate
  involvement or potential
• There needs to be a two way conversation
• Opportunity
• To jointly work how the Corporates can be
  involved
• Review all aspects of potential involvement
• business skills/structure -- capacity
• building ----- direct business
• Clarify any no go areas
• Communicate the agreed roles

It was agreed by all, that the Corporates were
currently underutilized, and that they could
potentially impact significantly in designing and
delivery of implementation plans. It was
recognized that all aspects of Corporate
involvement - including direct business - need to
be considered to ensure sustainability and
scale-up potential.
27
More Learning
Learning
Organisation
Rural Plan
Actions
Review
Stakeholders Role of Corporates
Observations
Forward plan
28
The Change Lab - Feedback
The Change Lab had already been the subject of
evaluation it was not the intent to duplicate
this effort. However, a number of points were
made frequently during the interviews that relate
to the impact of the Change Lab on the
implementation plans.

• Process not content driven
• Failed to set the context
• current initiatives/gaps/opportunities
• the Mission role
• the role of the Corporates
• The wrong mix people attended of whom only ca.
  25 still involved
• An investment in the individual not the
  organisation
• Significant investment in Change Lab but limited
  effort supporting implementation
• Impact on Implementation
• Resulted in poorly defined initiatives
• Need to rework the pilot plans
• Need to re-engage Stakeholders
• Targets timelines may prove unrealistic
• Potentially re-launch plans

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Close-Out of Shell Engagement

• Working Session 14th March 2004
• The Start Team will work with the core Bhavishya
  Alliance Team and Project Managers to scope out
  the two key actions
• Design of the Corporate engagement
• Rework of the Rural and Urban implementation
  plans.
• The Shell Foundation will feedback directly to
  Synergos on how the learnings from this project
  may be applied elsewhere.