0	Rigorous Implementation\n\nMahaVakya\nConsistency & coverage of routines determines rigor of implementation\n\nPanchSutras\n1. Provide role clarity & sharply define corresponding key metrics for each cadre\n2. Track & nudge (messages, calls etc.) using key metrics from the beginning\n3. Own & drive implementation at the district-level through data, calls & visits\n4. Cascaded data-backed reviews are the backbone of rigorous implementation\n5. Clear goal & its measurement helps sustain rigor of implementation\n\nProviding Role Clarity \n\nMahaVakya \nProvide role clarity & sharply define corresponding key metrics for each cadre \n\nPanchSutras \n1. Keep expectations narrow with clear call-to-actions \n2. Communicate repeatedly in the same language \n3. Pick minimum (ideally 1-2) metric(s) for each cadre \n4. Keep metrics binary & cascaded to the extent possible \n5. Expectations & metrics can evolve, but avoid vacuum\n\nTracking & Nudging \n\nMahaVakya \nTrack & nudge (messages, calls etc.) using key metrics from the beginning \n\nPanchSutras \n1. Maintain detailed internal & simple external dashboards \n2. Have a weekly routine for updating & tracking dashboards \n3. Try to set-up direct comms. channels with all system actors \n4. Nudge on key metrics using RYG / LBs on comms. channels \n5. Nudge through 1:1 mgs / calls from the Government leader\n\nOwning Districts \n\nMahaVakya \nOwn & drive implementation at the district-level through data, calls & visits \n\nPanchSutras \n1. Divide districts amongst team members for implementation ownership \n2. Constantly monitor data on your districts and drive nudges for them \n3. Call some officials in each cadre from each of your districts once a month \n4. Visit each of your districts once a quarter; 2 days in districts every month \n5. Leverage insights from districts to make micro tweaks to comms / ops\n\nDriving Reviews \n\nMahaVakya \nCascaded data-backed reviews are the backbone of rigorous implementation \n\nPanchSutras \n1. Leverage reviews to reiterate role clarity for each cadre \n2. Reviews need to be data backed on key metrics for each cadre \n3. Control agenda by centrally providing collateral for all levels of reviews \n4. Find a way to reliably track compliance, attendance & quality of reviews \n5. State and district levels reviews set the tone for the entire systems\n\nGoal Measurement \n\nMahaVakya \nClear goal & its measurement helps sustain rigor of implementation \n\nPanchSutras \n1. Anchor implementation on a worthy goal / outcome \n2. Establish a periodic way of measuring the goal \n3. Try to make measurement cascaded across levels \n4. Generate early wins to demonstrate feasibility \n5. Incentivise goal attainment in a meaningful way/nPdf_link: https://drive.google.com/file/d/1yamyc9p_hQa9_IxRpXn2TozkSTsevSs_/view?usp=drive_link \n\nVideo_link: https://youtu.be/I8Em__oklUA'
1	Share the following link when someone asks questions related to options to stay in Delhi. https://docs.google.com/spreadsheets/d/1KjyjW88QsDj9fUAHi859RY5omHrTday0foMbE5jBV2s/edit#gid=0'
2	'Important POCs \\\\nInsurance Coordinator: Samagra Coordinator: \\\\nName: Secure Now Name: Sanchita Dasgupta \\\\nContact: 9696683999 Contact: 8800664286 \\\\nEmail: support@securenow.in Email: sanchita@samagragovernance.in' /n/n Link to group health insurance link - https://docs.google.com/document/d/1ihhGBMtX870xVb8Od3FxhQn-oBIMhEO2veXRWFKW_3A/edit?usp=sharing'
3	'Please follow the below steps to subscribe: \\\\n1. Every team manager (Program Lead / Manager / Coordinator) can subscribe for the MS \\\\noffice family plan after aligning with Sanchita. It is priced at Rs. 6199/- annually for a \\\\nmaximum of 5 team members including oneself. \\\\n2. Org Development team shall maintain a record of the purchased licenses, its members and assign available licenses to team members in need of one. \\\\n3. In line with point 2, any team member who needs to renew/purchase a Microsoft Office license, should reach out to Org Development team on operations@samagragovernance.in. The MS Office licenses should primarily be purchased by PLs/PCs. \\\\n4. This expense can be reimbursed via Happay Portal. \\\\n5. Additionally, a team member will have to forego the license at the time of exit from the organisation.''
4	'2. Office Coordinator: Raju Ram is our Delhi Office Coordinator. He can be contacted on \\\\n8860091992 for arranging tea/ coffee/ lunch and any logistical requirements \\\\n3. Always remember to wipe the whiteboards after use \\\\n4. Last one in the office must ensure all electronics are turned off (lights, fans, ACs etc) and all \\\\ndoors are locked \\\\n5. The norm is to work from the office when in Delhi. Please align with your immediate \\\\nmanager in advance if you need to work from home \\\\n6. Account submission box: Ensure to drop off service bills and reimbursement papers in the \\\\ndropbox every month end \\\\n7. Stationery: All basic stationery will be available in the office. Incase of any requirement, \\\\nreach out to the Office Coordinator \\\\n8. Late Stays for team members: If meetings at Delhi office extend beyond 8 pm you can \\\\nchoose to travel back through the cab provided by the empanelled service \\\\nprovider/Uber/Ola (and avoid travelling by bus/metro in late hours) at company’s expense' /n/n Link for Basic Guidelines to Start at Samagra: https://docs.google.com/document/d/1DX4C_PFzItsg4amFk2B31gxZlGk9869dEDhGI8hxBgg/edit'
5	'GST Compliance \\\\nApplicable when purchasing goods / services for Samagra \\\\n\\\\n- All buyings/purchases/payments Online or Offline Markets have to be in the name of Samagra Development Associates Pvt. Ltd. \\\\n- If you are buying anything from amazon please use corporate account detail as follows:- \\\\nID :- admin@samagragovernance.in \\\\nPassword :- Samagra@2023 \\\\n- While buying from a GST registered person, GST number- 07AASCS5052P1ZJ of \\\\'Samagra Development Associates Private Limited” with address U-15, Green Park Main, New Delhi-110016 must be mentioned clearly. This GSTN needs to be quoted and informed to vendors while making purchases and ensure it is correctly mentioned in the bill. No manual writing of GST no. is allowed. \\\\n- For traveling tickets and hotels, please do not forget to take a GST invoice. \\\\n- Always obtain GST Invoice with the GST no. of respective vendor and correct GST no. of Samagra. Prefer GST registered person (organized shop) in Delhi or so, over purchase of packed supplies of goods or other services. Credit card snapshot, or receipts are no longer valid for bill processing.''
6	Below are the samagra ways - \n1. Creating heroes in the system \n- Identifying and nurturing leaders within the government system aligned to program/ initiative goals and working towards achieving them\n- Creating opportunities to motivate and enable them to unlock their potential\n- Identify ways of publicly recognising and appreciating them\n- These 'heroes' will further influence and inspire others to work towards the same goals and increase overall impact on the field\n\n2 Making life simple for the users \n- Designing all outputs (solution design, forms, sheets, trackers, meetings) and initiatives and executing them with the end user in mind- basis context can be\nteacher, student, farmer, ITI trainee or government stakeholder, funder\n- Attempting to constantly understand the life of the end user better through conversations/ meetings with department officials and meeting end users during\nfield visits to incorporate learnings in solutioning\n\n3. Generating momentum in the system \n- Enabling the system in converging efforts towards a common goal\n- Using interventions, events (state / division / district level) and strategies such as gamification to generate enthusiasm and momentum within the\ngovernment ecosystem\n- Generating \'\'critical mass\'\' to get the \'\'elephant\'\' i.e. government system to overcome the inertia and move quickly\n- Energizing overall system especially on-ground officials to come up with innovative initiatives based on local context to further strengthen impact\n\n4 Micro / macro tech enablement \n- Leveraging easy to use/ low cost tools such as Google Forms, WhatsApp, Excel etc to drive initiatives\n- Building good tech products/ applications or getting them built through government to solve for complex problems innovatively\n- Focusing on tech enablement to create efficiency, standardisation and transparency in the system\n\n5 Getting hands dirty \nGetting involved end-to-end and till the last level of detail\n- Experiencing on-ground situations that help come up with grounded solutions and demonstrating practicality of solutioning to stakeholders\n- Doing everything that is necessary to achieve the outcome of the engagement / initiative, while keeping the lens of sustainability on to ensure capacity\nbuilding of government stakeholders\n\n6 Taking the MVP approach \n- Prioritising implementing a simple, minimum viable product (MVP) for a use case to get to the right solution faster (based on the philosophy of fail fast)\n- Demonstrating idea using MVP, evolving it over time basis feedback, resource availability and changing requirements\n\n7 Extensive pre-work for meetings/events \n- Preparing extensively for all meetings (Senior government leader/ junior government stakeholder/ funding partner ) including taking care of:\na. Flow of the meeting\nb. Pre-alignment of key stakeholders\nc. Oral preparation for the meeting\nd. Collateral needed for different stakeholders and its timing during the meeting\ne. Key Decisions to be driven out of the meeting\n\n8 Taking things to logical conclusion\n- Controlling the journey of an initiative till its end outcome is achieved\n- Ensuring the initiative sustains over time without the requirement of an external nudge\n\n9 Leave nothing to chance \n- Planning and executing end to end for all forums (reviews, product launch, CM event etc.) accounting for all factors that can hamper the outcomes\n- Minimising assumptions and pre-empting all bottlenecks, externalities, risks\n\n10 Taking people along \n- Co-working/ co-opting government stakeholders and implementation partners at each step of the journey to leverage their expertise in designing & implementing a solution effectively\n- Building a sense of ownership in them for sustainability of the initiatives\n- Keeping government stakeholders (juniors) in loop even if they are not aligned to the program / initiative\n\n11 Not reinventing the wheel \n- Leveraging best of what exists internally across Samagra teams and externally across the governance ecosystem (government / implementing partners /funders / domain experts)\n- Avoiding duplication of effort and building on top of what exists both at the program and initiative level\n\n12 Leveraging data for driving initiatives \n- Using data to evaluate progress at program/ initiative level on a regular basis\n- Using data for program/ initiative level decision making with internal/ external/ government stakeholders/nVideo_link: https://www.youtube.com/watch?v=z83BX6C5DoQ /n /nPDF_link: https://drive.google.com/file/d/1LejR79W5kxmVjDPNIQMisvky3dBwuhh3/view /n /nSlide_link: https://drive.google.com/file/d/1aO3i7-WVVeLzToD48SI7Y2DaUIb78c1u/view?usp=sharing /n'
7	'A. Request Management Process\\\\nRequest for less than half a day work (approximately <5 hours)\\\\n1. Check the Graphic Design Calendar to assess availability\\\\n2. Fill this form (https://forms.gle/5sNhLzr4n2mG6wGD9) as soon as you become aware of the requirement\\\\n3. Get in touch with the Graphic Designer on Whatsapp for a confirmation\\\\n4. Designer shall estimate work required and block slots on the calendar accordingly\\\\n5. Designer shall deliver the output as per date of output requirement (assuming input material\\\\nis supplied as per committed timeline)\\\\n6. If there is a conflict in any of the above, the requester’s manager shall discuss with other\\\\nrelevant managers and decide how to reschedule in those cases' /n/n Link for guidelines for graphic design - https://docs.google.com/document/d/19vs33cF6b9QOt2zNMnqA071fidAWw_nSkd339fEZMMs/edit'
8	'Probation \\\\nEvery new team member will be put on probation for the first 3 months of their service in the \\\\norganization counted from the date of joining. At the end of the third month, the team member will be \\\\ninformed whether or not s/he has successfully crossed the probation period based on his/her \\\\nperformance. \\\\nThe team member can take upto 3 leaves during the probation period, the remaining leaves will be \\\\naccrued and can be availed post the probation. The 3 leaves will include planned / emergency/ sick \\\\nleaves etc but will not include wedding/maternity/paternity leaves. Leaves are to be planned in advance \\\\nin consultation with the concerned manager to the extent possible. Leave encashment is not applicable if \\\\nexit takes place within the probation period. \\\\nIncase of termination or resignation during/at the end of probation period, the applicable notice period \\\\nwill be of 1 week (5 working days). No leaves will be permitted during notice period.' /n/nLink to policy document: https://docs.google.com/document/d/1Fqa1FBqUVFJGq0uDqwFqF3rW_t7_zu4xXC9KMKY_lIM/edit#heading=h.5kumi7cfdp5o.'
9	'Leaves during Probation Period\\\\n? Maximum of 3 leaves can be availed during probation period; the remaining leaves will be\\\\naccrued and can be availed post the probation.\\\\n? These will include planned / emergency/ sick leaves etc.\\\\n? These leaves are to be planned in advance in consultation with the concerned manager to the\\\\nextent possible.' /n/n Link to policy document of Samagra leave policy:https://docs.google.com/document/d/1aurQqBtPUpgv3p7058SE8I0GpbipwZrw4TG8KJFVIMo/edit#heading=h.90v33vad28wf'
10	Build Samagra's thought leadership in the governance domain on the back of 12 case studies and high quality long-term assets, while driving the total subscriber base across direct and owned social media channels to over 2 lakhs.
11	'1. Holidays: Rather than compulsorily following the Government holiday calendar, you can align \\\\nwith your team for shifting leaves to get more long weekends. Please refer to Samagra \\\\nholiday calendar and leave policy for further details \\\\n2. Expense Management: Save all original bills for reimbursement. Rules for Happay \\\\nreimbursements and Expense management can be accessed here \\\\n3. Accommodation: Accommodation at Government site will be provided by Samagra. It will be \\\\na bachelor accommodation at the pre-assigned Samagra guesthouses \\\\n4. Travel to government locations will be provided by the company. Please refer to Air Travel \\\\nGuidelines, Train Guidelines and Cab Guidelines for details regarding travel bookings' /n/n Link for Basic Guidelines to Start at Samagra: https://docs.google.com/document/d/1DX4C_PFzItsg4amFk2B31gxZlGk9869dEDhGI8hxBgg/edit'
12	'Eligibility for Year-end Appraisal\\\\nIn case of self-initiated exit, team members who resign on or before 31st March will not be eligible for\\\\nyear-end appraisal & bonus (profit sharing in case of Sr Consultant & above).\\\\nFor those availing the Vidya program, team members whose date of leaving is before 1st March will not\\\\nbe eligible for year-end appraisal & bonus (profit sharing in case of Sr Consultant & above).\\\\n\\\\nEligibility for Mid-year Appraisal\\\\nIn case of self-initiated exit, team members who resign on or before 30th September will not be eligible \\\\nfor mid-point appraisal. \\\\nFor those availing the Vidya program, team members whose date of leaving is before 1st September will \\\\nnot be eligible for year-end appraisal & bonus (profit sharing in case of Sr Consultant & above).' /n/nLink to policy document: https://docs.google.com/document/d/1Fqa1FBqUVFJGq0uDqwFqF3rW_t7_zu4xXC9KMKY_lIM/edit#heading=h.5kumi7cfdp5o.'
13	'G-suite provides a feature to create mailing groups which assists in smooth email\\\\ncommunication within engagement teams or teams created for a specific vertical within the\\\\norganisation. The list of current groups can be accessed here.\\\\n\\\\nFor creation of new groups or addition/deletion of a member from existing groups, please reach\\\\nout to org@samagragovernance.in.\\\\nSupport\\\\nFor any support/queries regarding the above, please reach out at org@samagragovernance.in''
14	Flight Rescheduling and Cancellation Policy\n1) Clearly state the reason for rescheduling; it's mandatory\n2) Ensure Program Lead(PL) and operations are included in your communication.\n3) Tickets will only be rescheduled upon operations' approval.\n4) Send mail to travelwarriors1@in.fcm.travel CC: operations@samagragovernance.in, your Program Lead(PL), prashant.sharma@in.fcm.travel, and sunita.bisht@in.fcm.travel\n5) You can directly reach Prashant at +919729974074 on Mon - Fri between 9:30 to18:00hrs. Outside of the above timings reach out to ETS at ets@in.fcm.travel. ETS (Emergency Ticketing service) will be working between 18:00 Hours to 09:30 hours from Monday to Saturday and 24 Hours on Sunday or public holiday Helpline no: 1800 266 1312\n\nRef. to this link to get sample email templates: https://docs.google.com/document/d/1Ua9yorXmQDhxOL4aCBHvnc_Js-lBChuO_Rpi_8CMpsw/edit\n\nKindly adhere to these guidelines when submitting a rescheduling or cancellation request. \n \nLogin to FCM portal for booking flights - https://ct.fcmonline.in/nav/corporate_login?fwd=https%3A%2F%2Fct.fcmonline.in%2Fnav%2Ftrip_modify_cl%2FTRS00YW6GMR''
15	'Samagra dress code-  Formals (for Men)  \\\\nWhere to wear:\\\\n- Program locations (9:50 AM onwards) \\\\n- External meetings in Delhi office (including video calls) \\\\n- District visits\\\\n\\\\nWhat to wear : \\\\n- Front button collared shirt \\\\n- Trouser (not necessarily pleated) \\\\n- Blazer/Nehru jacket/Long coat/Muffler \\\\n- Polo neck sweater/Pullover/Cardigan \\\\n- Loafer/Oxford/Chalsea boot \\\\n\\\\n What not to wear : \\\\n- Bold prints/Flashy colours\\\\n- Accessories /Piercing\\\\n- Tight or ill-fitted garment\\\\n- T-shirt/Kurta/Jeans\\\\n- Denim or leather jacket''
16	MahaVakya\nTesting hypothesis and getting convinced is the key to input gathering\n\nPanchSutras\n1. Be clear on the hypothesis you want to test\n2. Build rapport and make the person feel comfortable\n3. Ask questions in a manner that is easy to respond to\n4. See evidence / corroborate response in more ways than one\n5. Triangulate by speaking to functionaries in diverse districts/nPdf_link: https://drive.google.com/file/d/1xwAspyTx4-6IJd05Rpp3Uu4snozO_W51/view?usp=drive_link \n\nVideo_link:  https://youtu.be/0eKQ-0pmrDQ'
17	'Request for more than half a day work \\\\n1. Please plan such requests keeping a gap of 7 days between date of material supply \\\\nand date of output requirement \\\\n2. Fill this form (https://forms.gle/5sNhLzr4n2mG6wGD9) as soon as you become aware of the requirement \\\\n3. Get in touch with the Graphic Designer on Whatsapp to schedule a call \\\\n4. Designer will discuss and confirm the date-time of completion for these requests over call \\\\n5. Designer shall deliver the output at max within 7 days of the date of material supply - he will \\\\nblock his own calendar in chunks (not more than 2 hours in a given day) spread over a span \\\\nof days to complete such requests instead of spending a continuous block of time on such \\\\nrequests'  /n/n Link for guidelines for graphic design - https://docs.google.com/document/d/19vs33cF6b9QOt2zNMnqA071fidAWw_nSkd339fEZMMs/edit'
18	Accomodation and stay in Delhi - NCR in the guesthouse\t\t\t\t\t\t\t\t\t\t\t\t\t\nThe Delhi office is the base office for everyone at Samagra. Post joining, you are required to spend the first week in the Delhi office for the orientation program. Subsequently, depending on the allocated program, you will spend either a full or varying amount of time during weekdays in the Delhi office. Working in the Delhi office includes monthly townhall, meetings with Program Owner, meetings with funding partners, implementation partners based in Delhi amongst others, or working on a program in Delhi.\t\t\t\t\t\t\t\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\t\t\t\t\t\nWhile working in Delhi office you are required to take care of your accommodation.\t\t\t\t\t\t\t\t\t\t\t\t\t\nThere are two guestrooms or guesthouse available in the office that any team member can reserve on first come first basis. Rooms can be reserved for maximum upto a week at one go.\t\t\t\t\t\t\t\t\t\t\t\t\t\n-\tTo book, check availability of room in office@samagragovernance.com ID calendar and write to vijeet@samagragovernance.in, If the guestroom is available, he will block the same and inform you.\t\t\t\t\t\t\t\t\t\t\t\t\n-\tThe guestrooms have basic amenties: bed, blanket, pillow, study table, functional bathrooms (toiletries to be arranged on your own).\t\t\n\nLink to Samagra expense policy - https://docs.google.com/spreadsheets/d/1kXGRiKX5rG6l2KUXL6sAWpPpHxLrY2CjBmevgLo4cvA/edit#gid=0\t\t\t\t\t\t\t\t\t\t'
19	Field Visits at Samagra can be monthly and quarterly, driven and planned by the program coordinator and to be implemented along with the full time team and PL. The objective of field visits are:\n- Assessment of quality of workstream implementation\n- Increased understanding of stakeholder context & their perceptions of the program initiatives\n\nOutputs to refer to:\n1. Goal + ToC doc\n2. Goal + ToC audio note\n3. Mission-Critical Milestones\n\nOutputs to be created:\n1. List of hypothesis\n2. Visit agenda\n3. Observations sheet\n\nImportant links:\nPanchsutra for District Visits: https://drive.google.com/file/d/1jChSYZ3BXRFMGcZoAp03nb7FcxWe1GiN/view\nSample DV template: https://docs.google.com/spreadsheets/d/1JBvJBb2VFeDGHIP4XN352uKXzzUr0Q750hh1FbrRucE/edit#gid=359029502'
20	'3. While Exiting the organisation: \\\\na. Must transfer the ownership of all confidential files and collaterals to the new \\\\nmanager. \\\\nb. Must hand over complete access of the engagement shared drive to the new \\\\nmanager. \\\\nc. In case unassigned data related to old/inactive engagements remain in the drive; \\\\nthen the ownership of such key documents must be transferred to \\\\narchive1@samagragovernance.in. \\\\nd. Must ensure that their official G-drive is empty and does not have any personal \\\\nor unassigned official data. Any data left unassigned in the drive will be deleted \\\\nafter 2 months of their last day. \\\\ne. Must not delete any official data from samagra id or google drive. \\\\nf. Must ensure that their local machines do not have any official data stored before \\\\nleaving.''
21	Manager **Track:**- VP, X - Senior Manager, X - Manager, X - Senior Consultant, X - Consultant, X - Senior Associate, X - Associate, X Individual Contributor Track:
22	'Planned/Emergency Leaves: Every team member is entitled to 22 days of planned/ emergency \\\\nleaves in a calendar year, which can be availed at any point in the calendar year. These leaves are \\\\nto be planned in advance in consultation with the co ncerned manager to the extent \\\\npossible. \\\\n? At the end of every calendar year, out of 22 only 15 leaves are encashable and can be \\\\ncarried forward. \\\\n? Carry forward balance at the end of the year will be calculated as follows: \\\\n? 15 - x (x = no. of leaves taken from January to December and the number '15' will be calculated on pro rata basis) \\\\n? Team members can avail a full / half day leave as per their requirement. \\\\n? Maximum unavailability in one go (on account of leaves) can not be more than 2 weeks. \\\\nThese 2 weeks are inclusive of weekends / public holidays / leaves. \\\\n? Leaves would be allocated on a pro-rata basis if one joins in the middle of the calendar \\\\nyear. \\\\n? Leaves can be accumulated and carried forward upto a total of 45 days. Leaves \\\\naccumulated in excess of 45 days will be encashed in the next applicable payment cycle. \\\\n? In case a team member’s leave balance at the end of the calendar year runs in the \\\\nnegative, adjustments will be made in the salary of the team member at the end of the \\\\ncalendar year, if not earlier. \\\\n? In case a team member leaves in the middle of the calendar year, leaves availed will be \\\\nadjusted against leave quota calculated on a pro rata basis till that point in the year. If at \\\\nthe time of exit, the leave balance runs in the negative, adjustments will be made in the \\\\nlast due salary pay-out of the team member. \\\\n? In case a team member exits the firm before completing 3 months from the day of \\\\njoining, they will not be eligible for leave encashment.'/n/n Link to policy document of Samagra leave policy:https://docs.google.com/document/d/1aurQqBtPUpgv3p7058SE8I0GpbipwZrw4TG8KJFVIMo/edit#heading=h.90v33vad28wf'
23	Defines the mindset that any team member should have to thrive at Samagra. \nEntrepreneurial mindset is the overarching mindset needed to excel at Samagra; it entails 5 primary aspects - \nGrowth Mindset, Boldness, Outcome Focus, Solution Focus, and Professionalism.\n\nGrowth Mindset\n- Willingness to get out of comfort zone, without any self-imposed constraints\n- Ability to mentally move on from undesirable situations without getting stuck\n- Openness to feedback from seniors / peers / juniors, without feeling insecure\n\nBoldness\n- As a default, always shooting for transformational impact as opposed to incrementalism\n- Speaking up in external forums and internal meetings if it can lead to better outcomes\n- Not shying away from difficult 1:1 conversations with stakeholders or seniors / peers / juniors\n\nOutcome Focus\n- Not being married to one approach only; actively course correcting in pursuit of outcomes\n- Not mistaking inputs (effort) and outputs (milestones like launches and roll-outs) for outcomes\n- Willing to go above and beyond in order to achieve outcomes, without being asked to do so\n\nSolution Focus\n- Always focusing on potential solutions rather than on evident problems / constraints\n- Raising issues timely and proactively with the intent of pre-empting and finding solutions\n- Always trying to understand the why of things (in org / program) as opposed to complaining\n\nProfessionalism\n- Being cautious in conduct with Govt. officials - not seeking favors, not being over friendly etc.\n- Being true to commitments and proactively reporting on actions items without follow-ups\n- Demonstrating basics at all times - following dress code, being punctual, being responsive etc.\nVideo_link: https://www.youtube.com/watch?v=YrG5_Gsg7z4 \nPDF_link: https://drive.google.com/file/d/1mpP4pEfdfE5-JI9Dw5OeWi5Q6_apuTU_/view \nSlide_link: https://drive.google.com/file/d/1CZfwYoHHFpBOuq2jRkmlH2fh31Svnxrq/view?usp=drive_link'
24	Sushasan The objective is to *Inspire* the audience, position Sushasan as the "Go-to Governance Podcast", with a subscriber base between 50k-100k across Instagram and Youtube. This will be possible through campus activation for Season 2 and a well-planned creation & dissemination strategy for Season 3. Governance Frameworks The objective is to *Educate* the audience, position Governance Frameworks as the "Go-to resource for user-generated view points on policies and programs", with a subscriber base of 40k on the LinkedIn newsletter and 10+ offline sessions. This will be possible by consistently innovating our engagement approach, involving polls, crosswords and crowdsourcing content topics from the ecosystem. Amrit Series The objective is to *Convince* the audience on the back of 12 case studies that there is real large-scale impact being achieved through Samagra's work. This will be possible by closing co-working with the Program team to leverage the base content (one-pager, PPT, voice note and blog) to build out and disseminate human-centric and story style infographic, impact video and webpage. Further we will publish a mainline Op-ed, organize a webinar and participate in relevant forums.
25	'3. “Sexual Harassment” would mean such unwelcome sexually determined behavior by any \\\\nperson either individually or in association with other persons or by any person in authority \\\\nwhether directly or by implication such as – \\\\na. Sexual heckling, forced and/or abusive proposition; \\\\nb. Unwelcome sexual overtures over electronic media \\\\nc. Groping or brushing or unwelcome physical conduct against any part of the body and \\\\nthe like; \\\\nd. Displaying pornographic or other offensive or sexually colored derogatory pictures, \\\\ncartoons, pamphlets, or sayings in public places; \\\\ne. Exposure of genitalia in public/workspaces; \\\\nf. Forcible physical touch or molestation; \\\\ng. Physical confinement against one's will and any other act violating one's privacy, \\\\nsuch as stalking and voyeurism' /n/n Link to policy document of Prevention of Sexual Harassment at Workplace : https://docs.google.com/document/d/1-pFkmGHrZWC5qLo7BUHYEFoIGLoZw0mMwiwwbQ8Eb_E/edit'
26	## - Ensure Ecosystem Initiatives Reach And Engage Audience Groups **Effectively**The objective is to establish a suitable presence for ecosystem initiatives (C4GT, TGC) by reimagining media partnerships (such as industry story inclusions, Op-eds) and ensuring active engagement on social media. The aim is to achieve a combined reach of 16k on LinkedIn for both initiatives.
27	'Engagement Drive Structure\\\\nAll engagement folders will have the following drive structure.\\\\n1. Stakeholder Engagement\\\\n1.1. Government\\\\n1.1.1. Cast of Characters\\\\n1.1.2. Review meetings\\\\n1.1.2.1. Divisional review meetings\\\\n1.1.2.2. Department review meetings\\\\n1.1.2.3. VCs\\\\n1.1.3. CM\\\\n1.1.4. Govt leader 1 (Eg: Dr Garg for ADAPT, Dr Gupta for SH Emp)\\\\n1.1.5. Govt leader 2\\\\n1.2. Funding partners\\\\n1.2.1. Funding partner 1\\\\n1.2.2. Funding partner 2\\\\n1.3. Implementation Partners\\\\n1.3.1. Partner organisation 1\\\\n1.3.2. Partner organisation 2\\\\n\\\\n2. Team Processes\\\\n2.1. Step back\\\\n2.2. Weekly Planning (This can just be a document/excel in place of the folder)\\\\n2.3. Monthly Planning (This can just be a document/excel in place of the folder)\\\\n2.4. Weekly Review (This can just be a document/excel in place of the folder)\\\\n2.5. Onboarding\\\\n2.6. Handover\\\\n3. Workstreams\\\\n3.1. Workstream 1\\\\n3.2. Workstream 2\\\\n4. District visits\\\\n5. Townhall & Sanskar\\\\n6. Outreach\\\\n6.1. Engagement Overview\\\\n6.2. Awards\\\\n6.3. News articles & press conference\\\\n6.4. Pictures & videos\\\\n\\\\nClarifications- \\\\n1. Please changes folder names to relevant names for your programme \\\\n\\\\n2. Only the main folder is mandatory \\\\n3. Teams may further create sub-folders \\\\n4. If certain folders are not relevant to the team, please remove them \\\\n5. Only the latest versions of collateral should go on the new folder structure. WIP \\\\ncollaterals can be left in the old folder \\\\n6. Design, diagnosis and research related documents for a workstream can be part of \\\\nrespective workstream folder (#3) \\\\n7. Please ensure the file name has an intuitive ‘keyword’ which is easily searchable''
28	Culture at Samagra\n\nThe culture at Samagra can be captured through the acronym MISSION (Meritocracy, Indian-ness,\nSelf-Improvement, Selfless-support, Impact-orientation, Ownership, Nurturing). This document captures the\nessence and nuances of every word in the acronym to describe the prevailing culture at Samagra. A few key\ndimensions of how the culture manifests itself in the firm are also documented.\n\nDescription of culture acronym - MISSION\n\n● Meritocracy: Meritocracy is the basis of promotions, appraisals, incentives & responsibilities in the firm\n- Rewards and recognition of individuals are linked only to merit and no other criteria / condition\n- The firm does not support politics, favoritism or groupism in any matter concerning its people\n● Indian-ness: The firm’s theory of change, approach, knowledge and operations are rooted in India\n- The ways and model of working are organic & home-grown; not copied from western-consulting\n- The experiences, conduct as well as vocabulary reflect the firm’s roots in the Indian context\n● Self-improvement: Emphasis is on everyone becoming a better version of themselves; no comparisons\n- Processes have been defined and efforts are made to encourage & promote self-improvement\n- Everyone is benchmarked to an absolute competence/performance level; not relative to others\n● Selfless-Support: Everyone receives genuine support upon reaching out to anyone else in the firm\n- Everyone goes above and beyond to lend a helping hand; without a doubt on intent\n- No one thinks that helping others could be detrimental to their own growth in the firm\n● Impact-orientation: Macro and micro decision making in the firm is driven by impact; not financials\n- Passion for impact is the common thread in every individual at the firm; tying us together\n- Impact forms the basis of all discussions in the firm, including leadership meets\n● Ownership: Everyone, across levels, demonstrates end-to-end ownership of targeted outcomes\n- Everyone has responsibility of certain outcomes even new joinees; it is not limited to tasks\n- In pursuit of outcomes as a firm / program / workstream, anyone can speak up across level\n● Nurturing: The firm is invested in every team member; committed to nurturing strong leaders\n- The journey of self-improvement is supported actively through structured hand-holding\n- There is a focus on PD through 1:1 coaching, trainings, role-modeling, opportunity creation/nVideo_link: https://youtu.be/OaNN1kb7Dss /n /nPDF_link: https://drive.google.com/file/d/1J_d9wq_tXYurMPqAWgxrZRQ4ZAPxJlqL/view /n /nSlide_link: https://drive.google.com/file/d/12d2wXLRfdboBM8yGJIPbYIPKmLnQX2Vt/view?usp=sharing /n'
29	MahaVakya\nNoise is best minimised by consistently getting the basics rights\n\nPanchSutras\n1. Set expectations on transparency & keep a handle on pulse of all team members\n2. Leverage weekly revies & content 1:1s to reiterate clarity on “why”, “what” & “how”\n3. Quality meetings & thoughtful heads-up are best pre-emption of stakeholder noise\n4. Thought partnership with stakeholders helps contain frivolous ideas & support work\n5. Don’t hesitate to take on new ideas or additional work that help achieve the goals/nPdf_link: https://drive.google.com/file/d/1TYGzYbT6aUFnh4xVXuEhdWTRJi_Ul_J1/view?usp=drive_link \n\nVideo_link: https://youtu.be/Mv1C7dQPWm4'
30	Here is the process for hotel booking as per the 'Hotel booking process and budget/ Hotel booking during district visits/ Stay and accommodation during district visits':\n- Hotel accommodation and related expenses are not covered where Samagra guest house facility is available, unless approved by the PL over email and marked to Accounts.\n- In case you are required to stay for work in a city where Samagra guest house facility is not available, you can fill the hotel booking form after taking approval from PC over mail marking operations@samagragovernance.in in CC, and send the same details to Vijeet over WhatsApp for booking. You can find the hotel booking form [here](https://docs.google.com/forms/d/1rhK33OHqSeYB1rvQYHkgquVN2eAuGIVI0di5AwLEmLM/edit)\n- Hotel bookings and budget are managed centrally. For any booking, reach out to Vijeet on operations@samagragovernance.in. Add the screenshot of approval mail for hotel bookings in a city with Samagra guest house facility.\n\nFor hotel booking during district visits,\n- Check for availability of government guest house for stay during the district visits. In case of unavailability or safety issues, you can request the hotel as per the steps given above. \n\nFor more details, you can refer to the [Samagra expense policy](https://docs.google.com/spreadsheets/d/1kXGRiKX5rG6l2KUXL6sAWpPpHxLrY2CjBmevgLo4cvA/edit#gid=0).\n \nDo note that as of September 23, No hotel room bookings at program locations; temporary situations are to be managed by room sharing amongst team members till further notice.'
31	## Lay Of The **Land**Samagra's work in the governance domain involves multiple stakeholders. In order to ensure that we are able to build the thought leadership of Samagra with the relevant audience, at Outreach, we classify our primary audience groups into 5 categories: Students, Young Professionals, Government Leaders, Funding Partners and Impact Ecosystem organizations / Implementation partners. This enables us to think through effective channels and content that can reach the right audience group.
32	MahaVakya\nDistrict visit is a team / program level exercise, not individual / workstream level\n\nPanchSutras\n1. TBD by the full team, back-to-back, over 1-5 days, in a representative set of districts\n2. List hypotheses, plan associated agenda & create observation templates in advance\n3. Have a pre-visit team session to discuss each hypothesis, the agenda & the templates\n4. Plan logistics efficiently & double confirm interactions; sticking to agenda is very imp.\n5. Have a post-visit team session to discuss findings on hypotheses & additional insights/nPdf_link: https://drive.google.com/file/d/1jChSYZ3BXRFMGcZoAp03nb7FcxWe1GiN/view?usp=drive_link /n /n /nSupporting_Collateral: https://docs.google.com/spreadsheets/d/1JBvJBb2VFeDGHIP4XN352uKXzzUr0Q750hh1FbrRucE/edit\n\nVideo_link:  https://youtu.be/ATkuRjub6Po'
33	The Governance Matrix / Governance Framework determines the readiness of a government system (national, state or local) to drive outcomes as a function of level of political salience (political will on a given agenda) and system capacity (people, processes and infrastructure). The system can move from one quadrant to another by change in either political salience (intentionally through advocacy or unintentionally through change in political environment) or in system capacity through investment in people, processes and infrastructure. The readiness of the system to drive outcomes in each of the four quadrants is described below:\n1. Comatose (Low political salience & low system capacity)\n2. Sleeping Giant (Low political salience & high system capacity)\n3. Shooting Star (High political salience & low system capacity)\n4. Battle-ready (High political salience & high system capacity)\n\nFor further details refer to the link: https://drive.google.com/drive/u/0/search?q=governance%20matrix\n'
34	'Profit-Sharing in case of new joinees\\\\nFor the first year of applicability of the Profit Sharing Policy for an individual:\\\\n? As a safeguard, team members would receive the maximum between the performance bonus\\\\n(awarded as 1x, 2x, 3x monthly compensation based on annual performance rating) and the\\\\nprofit share as per Samagra Points\\\\n? In case of lateral hiring, at Senior Consultant level and above, the firm may choose to allocate\\\\nsome starting Samagra Points to a recruit at the time of joining'  /n/n Link to profit sharing policy - https://docs.google.com/document/d/1sL7i3XqTUgCs7KNZMX0GS4loi6E57-gk3x1U4HfXFUM/edit'
35	MahaVakya\nProactiveness and content depth is the key to thought partnership\n\nPanchSutras\n1. Always stay ahead in thinking than your stakeholders; this is key\n2. Regularly provide visibility on the depth & quality of the team's work\n3. Think through and discuss forward looking topics from time to time\n4. Pick cues and address them proactively without being explicitly asked\n5. Do Speak-up! Be assertive yet polite and tactful/nPdf_link: https://drive.google.com/file/d/1n0p1JgmgtvV4zzV5vYlmNPN-OyyZM7Ez/view?usp=drive_link /n /n /nSupporting_Collateral: https://drive.google.com/file/d/18EpdWBNrPNzurpR9KAiOdlTCGiSzBbTr/view\n\nVideo_link:  https://youtu.be/7lPyhl0GsU4'
36	'Leave Application Process\\\\nThe following process should be followed for leave application-\\\\n? Align with your manager (in person or on phone) on leave dates as per the prescribed timelines.\\\\n? Apply for leaves on Zoho people portal (https://accounts.zoho.in/) as per the available leave category. Only incase of\\\\nTransition and Sabbatical Leaves raise a ‘Leave Grant’ request for it to be available as an\\\\nadditional leave category whenever applicable.\\\\n? Follow the User guide to navigate through the application\\\\n\\\\nAttendance :\\\\n? An employee attendance record will be maintained to keep track of leaves availed by employees each month. ? There will be a reminder to log all leaves by 23rd of the month on Zoho. Any remaining unrecorded leaves must be filled in by the 23rd of each month.' /n/n Link to policy document of Samagra leave policy:https://docs.google.com/document/d/1aurQqBtPUpgv3p7058SE8I0GpbipwZrw4TG8KJFVIMo/edit#heading=h.90v33vad28wf'
37	'Types of leaves 3.Transition Leave: A team member, who transitions to another program in a given year after spending at least 9 months full-time on the previous program, is eligible for upto 5 days of transition leaves (paid leaves). ? It can be availed only either before joining the next program or sometime within 3 months of joining the next program. ? It should be availed in one go and cannot be spread out during the eligible period. ? It must be availed independently and cannot be clubbed with any other leave. ? Transition leaves lapse in case not utilized within the prescribed time period.\\\\nTypes of leaves 7.Sabbatical (Unpaid): Any long leave more than 2 weeks (including weekends/public holidays) excluding wedding, maternity, and paternity leaves, will be considered as sabbatical. Sabbatical is a long time to be away from your job. The management will need to plan for your absence and your return to work accordingly. ? A team member who has completed atleast 1 year of continuous service in the organization is eligible for a Sabbatical. ? Maximum 6 weeks of Sabbatical can be availed. ? Sabbatical cannot be clubbed with any other type of leave. ? It must be planned and approved by the respective Program Lead and CoS (Chief of Staff) atleast 90 days in advance over email. Upon approval, the team member can apply for Sabbatical via Zoho. ? A sabbatical must be taken in one continuous period. It cannot be split into several shorter periods or encashed at the time of exit. ? During the sabbatical period, your leaves will not accrue.' /n/n Link to policy document of Samagra leave policy:https://docs.google.com/document/d/1aurQqBtPUpgv3p7058SE8I0GpbipwZrw4TG8KJFVIMo/edit#heading=h.90v33vad28wf'
38	## Journey So FarWe have segmented our audience groups, our available channels of communication with them and identified original content assets that can help us build our authentic voice with our audience. To this effect, we have created four original content assets: Governance Frameworks, Sushasan, Governance Decluttered and Amrit Series, while continuing to support ecosystem initiatives such as TGC and C4GT. We also create short form social media focused content as well as long form thought leadership OpEds for mainstream media.
39	MahaVakya\nTake complete ownership of team members; you are shaping their experience\n\nPanchSutras\n1. Set 2-way expectations explicitly with the team member\n2. Regularity and specificity of coaching process is critical\n3. Role modelling is important; practice what you preach\n4. Be very clear while sharing performance feedback\n5. Call-out deviations; do not avoid difficult conversations/nPdf_link: https://drive.google.com/file/d/1YMSyXJmzFODWesjApW_c4H_jbDYcV1NA/view?usp=drive_link \n\nVideo_link:  https://youtu.be/wsM90Px8vtg'
40	Please consider the photography style that aligns with our brand's aesthetic when selecting images. We recommend utilizing the following source for finding stock images: Envato Elements , Unsplash , Freepik. Refer to https://drive.google.com/file/d/1AHJen9q5ME5ecSUmbSukLDBPn5xLrJJs/view?usp=drive_link'
41	MahaVakya\nPresentation making is a 6-step process that needs advance planning\n\nPanchSutras\n1. Storyline > Layout & Content > GD work > Completion > GD edits > Fine-tuning\n2. Storyline is a self-contained narrative as one line action titles, with slides in mind\n3. Layout hand-drawn or as sample slide; 'full' content on paper or slide or in excel\n4. Send action titles & well-organized layout + content for each slide as per (3) to GD\n5. Time split - 10% : 40% : NA : 30% : 20% ; ideally align with manager at every step/nPdf_link: https://drive.google.com/file/d/1Gm2PzzjaGUYKCQmlso0nFzPh3OpEEDky/view?usp=drive_link /n /n /nSupporting_Collateral: https://drive.google.com/drive/folders/1LE3PjNn_9Q2zJUcLMZQ8l7Y3nRTsGaAe?usp=sharing\n\nVideo_link:  https://youtu.be/ZKZQ5cvOF1U'
42	'Steps to follow to update your email signature\\\\n1. Download and save the signature logo - https://drive.google.com/file/d/1pHK6PTeH5Zf5QgL95yMTzdSbxsmkRXBN/view?usp=sharing\\\\n2. In your Samagra inbox, go to Settings >> General >> Signature\\\\n3. Paste the following template (https://docs.google.com/document/d/1SSDeZYusVrH_KmSsFvjFl4dRLUbR84pP_3X98JZWCyk/edit) in the text box. Enter relevant details within <> only in the “Name”,\\\\n“Designation” and “Mobile number” fields. Do not alter anything else in the template\\\\n4. Press enter after \\\\'Instagram\\\\'\\\\n5. Click on \\\\'Insert Image\\\\' and upload the logo\\\\n6. The logo may appear enlarged, click on it and select the size as \\\\'Medium\\\\'\\\\n7. Save changes\\\\nThis is how your email signature should look like:\\\\nGarima Sood \\\\nOutreach Associate | +91 9910068723 \\\\nSamagra | Transforming Governance \\\\nAddress: 9/5 Sarvapriya Vihar, New Delhi-16 \\\\nWebsite: www.samagragovernance.in \\\\nFollow Us: LinkedIn | YouTube | Instagram \\\\n\\\\nNOTE: The email signature should be replicated exactly as indicated above and should not be \\\\ntweaked/edited for any internal/external email communications.' /n/n Link for Basic Guidelines to Start at Samagra: https://docs.google.com/document/d/1DX4C_PFzItsg4amFk2B31gxZlGk9869dEDhGI8hxBgg/edit'
43	Design services can be availed or the design team can be reached out for the below-mentioned things -\n\n1. Video Production\n2. Guidance on User Research & Workshop Facilitation\n3. UI/UX Design\n\n/n/n Link to design services guidelines and templates - https://drive.google.com/file/d/1Cu9u3j8DlUrJIA3GKAGCmIDW7UL7bOhE/view\n\nDIY Resouces/Coworking Template: https://docs.google.com/spreadsheets/d/1dY4cTLxmkBqWxUzQdcMsG2q5hOaJWK5utzEBXPratsw/edit#gid=0\n\nVideo Coworking Template: https://docs.google.com/spreadsheets/d/1fRQo1MstDYo4o3x0Y48aU-4iB4q4cdYRKYJNl2mdsaQ/edit#gid=0'
44	The Samagra Compendium is a spreadsheet that consolidates links related to Samagra Core, Constructs, PD Competencies, and policies in one place. It provides easy access to these resources. You can access the Samagra Compendium using the following link: https://docs.google.com/spreadsheets/d/1Stl4s70ek0-K9ASkXq-NPMJTqaBsB-iJq_dA71BtJaE/edit#gid=358042998'
45	MahaVakya\nAll diagnosis / design needs to be anchored in issue / solution tree\n\nPanchSutras\n1. Can be created for any workstream at any stage of the program\n2. Difficult to go wrong in problem solving with a tree as an anchor\n3. Hypothesis driven problem solving is in-built in tree creation\n4. Helps in communication – we communicate the way we think\n5. Helps connect activities / tasks to the larger objective/nPdf_link: https://drive.google.com/file/d/1M5M6W0yNFJe4tbldecR9mN8-hEPkjRia/view?usp=drive_link /n \n\nVideo_link:  https://youtu.be/1ts-x1W2mNg'
46	MahaVakya\nWeekly step-back is an investment with high return; not an expense\n\nPanchSutras\n1. Do in one sitting of 2-3 hours before start of week; in addition to weekly planning prep\n2. Follow a fixed framework – workstreams, stakeholders, partners, org, PD, personal\n3. Stay with each topic for some time & do not rush; it takes time & practice to think deep\n4. Culminate in a set of actions items (immediate or for later) & a schedule for the week\n5. Depth & time horizon of thinking and variety of action items should increase over time/nPdf_link: https://drive.google.com/file/d/10FD0eQmA_wOPgTpTdUWPI9bKLfAHQTHz/view?usp=drive_link \n\nVideo_link: https://youtu.be/En-auaCq63Q'
47	MahaVakya\nQuality of step-backs determines overall effectiveness\n\nPanchSutras\n1. Make it a non-negotiable weekly routine of 3-5 hours; do it in one sitting\n2. Have a comprehensive framework for step-back; revise every quarter\n3. Stay with each topic and don’t rush; select relevant topics for deep-dive\n4. Culminate in a set of action items as well as a schedule for the week\n5. Depth of thinking and variety of action items should increase over time/nPdf_link: https://drive.google.com/file/d/1LsoL1GYKM-xkJwJQqie3e5D6ugyE4mT7/view \n\nVideo_link:  https://www.youtube.com/watch?v=tzDB1w9_Y_A&feature=youtu.be'
48	## - Broaden Samagra'S Reach In The **Ecosystem**Op-eds, influential forums and awards serve as platforms to showcase Samagra's thought leadership within the ecosystem. To achieve this, monthly opinion pieces will be published in leading national dailies, connected to Samagra's Case Studies and Ecosystem Initiatives (C4GT, TGC). An inbound approach will be adopted for forums and awards. Additionally, there will be an assessment of the feasibility of hosting the inaugural Annual Governance Conclave in 2024.
49	'Types of leaves 7.Sabbatical (Unpaid): Any long leave more than 2 weeks (including weekends/public holidays) excluding wedding, maternity, and paternity leaves, will be considered as sabbatical. Sabbatical is a long time to be away from your job. The management will need to plan for your absence and your return to work accordingly. ? A team member who has completed atleast 1 year of continuous service in the organization is eligible for a Sabbatical. ? Maximum 6 weeks of Sabbatical can be availed. ? Sabbatical cannot be clubbed with any other type of leave. ? It must be planned and approved by the respective Program Lead and CoS (Chief of Staff) atleast 90 days in advance over email. Upon approval, the team member can apply for Sabbatical via Zoho. ? A sabbatical must be taken in one continuous period. It cannot be split into several shorter periods or encashed at the time of exit. ? During the sabbatical period, your leaves will not accrue.' /n/n Link to policy document of Samagra leave policy:https://docs.google.com/document/d/1aurQqBtPUpgv3p7058SE8I0GpbipwZrw4TG8KJFVIMo/edit#heading=h.90v33vad28wf'
50	MahaVakya\nIt is critical to be in complete sync with your PL on all fronts\n\nPanchSutras\n1. Ensure PL has no blind spot; create active visibility\n2. Ensure you have strategic / macro clarity at all times\n3. Operate with full ownership; demonstrate high reliability\n4. Leverage PL actively for stakeholders, team & content\n5. Establish an open relationship; give and take feedback/nPdf_link: https://drive.google.com/file/d/1OjilITpf0hdpCXQh9kZYRqSEttkkkcF0/view?usp=drive_link \n\nVideo_link:  https://youtu.be/GKf30MzfpyU'
51	'5. Flight (Booking Self through FCM Portal) \\\\n\\\\n5.2 Booking process \\\\nBooking maximum 5 days before departure\\\\n- Self Booking Tool on FCM\\\\n\\\\nCancellation/Reschedule\\\\n- Offline through email to FCM Desk (cc operations@samagragovernance.in and travelwarriors1@in.fcm.travel\n), details given below:\\\\n\\\\nPhone - +91 97299-74074\\\\nEmail - travelwarriors1@in.fcm.travel\\\\n\\\\nFor after office hours (6pm - 9:30 am on weekdays and Sat, Sun, Public holiday)\\\\nPhone- 18002661312 \\\\nEmail - ets@in.fcm.travel\\\\n\\\\nVideo guide (https://drive.google.com/file/d/1brpJR7xL7KuTg7H5PHwOGx6LfZ_Q9UQc/view) for booking on FCM\\\\n\\\\n5.3 Approval\\\\nAdmin - Vijeet (in case of 1 and 2), PL (in case of 3 and 4), Both (in case both 1/2 and 3/4 are true) - \\\\n1. Selected a more expensive flight (>=INR 250) within +/- 2 hour of travel \\\\n\\\\n2. Late booking (less than 5 days before travel)\\\\n\\\\n3. Any sector beyond program location (Lucknow, Bhubaneswar, Shimla, Bangalore)\\\\n\\\\n4. If cost for one side is greater than INR 10,000\\\\n\\\\n' /n/n Link to Samagra expense policy - https://docs.google.com/spreadsheets/d/1kXGRiKX5rG6l2KUXL6sAWpPpHxLrY2CjBmevgLo4cvA/edit#gid=0\nLink to FCM - https://ct.fcmonline.in/nav/home\'\n\nThe PoC for flight management at Samagra is Vijeet Shivhare.'
52	MahaVakya\nProblem Solving is a 5-Step Process\n\nPanchSutras\n1. Tree Creation: Create a tree along with hypotheses for all leaves\n2. Hypothesis Validation: Validate hypothesis, for both ticked and crossed leaves\n3. Solution Design: Think through interventions for all leaves with validated ticks\n4. Prioritisation: Prioritise interventions for implementation based on impact and feasibility\n5. Sanity Check: Check if the prioritised interventions are indeed solving the problem/nPdf_link: https://drive.google.com/file/d/1lkhtg3Cz4t1hQvvZbPkYzpvbgFlYmr-r/view /n /n /n\n\nVideo_link:  https://www.youtube.com/watch?v=uU0gfPWZaDA'
53	'Guesthouse Expenses \\\\n\\\\nGrocery \\\\nGuesthouse grocery budget (edibles+ toiletries etc.) capped to Rs. 3500 per month per team member; +Rs. 3500 for cook if he alone stays full time in the house; +Rs. 1700 for PLs who stay in multiple GHs  + Rs. 2000 for Process Associates.\\\\n- Each guesthouse manager will receive 25k in advance as a fixed deposit to manage day to day case expenses; this will be retracted only when the Guest House manager changes or exits the firm\\\\n- Each guesthouse manager is encouraged to use a separate credit card to manage GH expenses; Accounts will facilitate the same if needed.\\\\n- Any excess amount left at the end of quarter will not be carried forward to next quarter. \\\\n- Any excess amount spent will be deducted from the salary of the team members present at the end of quarter in the Guest House. \\\\n- Link (https://docs.google.com/presentation/d/1D-BLX0s348lrVnhv4VoSh8XiCd8WVbCj/edit) to Guest House  Manager Orientation deck\\n\\nSamagra Expense Policy - Guest house Expenses [Here](https://docs.google.com/spreadsheets/d/1kXGRiKX5rG6l2KUXL6sAWpPpHxLrY2CjBmevgLo4cvA/edit#gid=0)\\n' /n/n Link to Samagra expense policy - https://docs.google.com/spreadsheets/d/1kXGRiKX5rG6l2KUXL6sAWpPpHxLrY2CjBmevgLo4cvA/edit#gid=0'
54	'5. “Respondent” refers to those who have been accused of perpetrating any of the above, \\\\nirrespective of sex, gender, age, designation, marital status, or class. This includes anyone \\\\nassociated with Samagra in a full-time/part-time capacity as a permanent or temporary \\\\nemployee, contractor, client, partner, consultant, vendor, intern or volunteer. The \\\\nrespondent can also be an ex-employee, \\\\n(i) Often employees come in connection with third parties like vendors, consultants, \\\\ncustomers, and such other non-employees who have a work-related association with \\\\nthe workplace/organization. If any such third party becomes the respondent, then \\\\nthe Respondent’s Employer must launch an inquiry upon receipt of a complaint or \\\\nreport to the police as appropriate. When such a third party constitutes the \\\\nRespondent, the Complainant can either approach their Employer with a complaint \\\\nor file a report with the police / the local committee / the respondent's IC committee \\\\nwith reasonable assistance from their employer.' /n/n Link to policy document of Prevention of Sexual Harassment at Workplace : https://docs.google.com/document/d/1-pFkmGHrZWC5qLo7BUHYEFoIGLoZw0mMwiwwbQ8Eb_E/edit'
55	'3. Local Cab (only empaneled vendors) (Booking POC – Office Coordinator)\\\\n3.1 Delhi\\\\n- Travel between odd hours (9pm to 6am)\\\\n3.2 Program Location/ Non Program Location\\\\n- Travel between odd hours (9pm to 6am) \\\\n- Travel to and fro Airport (only for Bangalore)\\\\n3.3 Booking Process\\\\nBooking/Cancellation/Reschedule\\\\n- Raise a request on the google form (https://docs.google.com/forms/d/1rhK33OHqSeYB1rvQYHkgquVN2eAuGIVI0di5AwLEmLM/edit) between 9:30 am - 7 pm\\\\n- Inform Office Coord., Raju over W/A (8860091992) and PL along with office@samagragovernance.in cc over email\\\\n- Subject line of email – ‘Cab Approval for <Reason for Travel>’ \\\\n- Office Coord. will do the booking/cancellation/rescheduling\\\\n- Office Coord. will share details of the trip (car number, driver’s name and phone number) on WhatsApp by evening/4 hours before travel\\\\n\\\\nAt the start/end of trip\\\\n- Team member should note down location, time and metre reading\\\\n\\\\nCab bookings will be made only via empaneled vendors. Link to List (https://docs.google.com/spreadsheets/d/1kXGRiKX5rG6l2KUXL6sAWpPpHxLrY2CjBmevgLo4cvA/edit#gid=189146543) . In case the Office Coord. is not available you can reach out to operations@samagragovernance.in for the booking.\\\\n3.4 Approval\\\\nPL approval required for - \\\\n- Inter-district travel within program-linked state\\\\n- Anything beyond standard protocol\\\\n' /n/n Link to Samagra expense policy - https://docs.google.com/spreadsheets/d/1kXGRiKX5rG6l2KUXL6sAWpPpHxLrY2CjBmevgLo4cvA/edit#gid=0'
56	'1. Zoho Guidelines - https://drive.google.com/file/d/1WMwENiyAu4HqKf4y_Ye_CFqV4jW95lYn/view?usp=drive_link\\\\n and Zoho portal - https://accounts.zoho.in/signin?servicename=zohopeople&signupurl=https://www.zoho.com/people/signup.html\\n\\n2. Hotel Booking Link-  https://forms.gle/oB5bSNGgR3BueUFF9\\\\n3. Vendor Cab/Train  Link - https://forms.gle/oB5bSNGgR3BueUFF9\\\\n3. Samagra expense policy guide - https://docs.google.com/spreadsheets/d/1kXGRiKX5rG6l2KUXL6sAWpPpHxLrY2CjBmevgLo4cvA/edit?usp=drive_link\\\\n4. Guest house master sheet - https://docs.google.com/spreadsheets/d/1o-UQ9RPm7c0DU3yAtnskVLUTvql79Q_gmJ2oiWvSmnE/edit?usp=drive_link\\\\n5. Performance appraisal parameters sheet - https://docs.google.com/spreadsheets/d/1jjWmXbAXz4r4i8kWXmsG542CvPZMAiooXLhAytZz7nA/edit#gid=1030820718\\\\n6. CultFit guidelines - https://drive.google.com/file/d/12wW1zL0dcnyfMzCI-K0c4VVJ_pWBbwCd/view?usp=drive_link\\\\n\\n7. Amaha (mental well being/EAP platform) - https://drive.google.com/file/d/1casB4eQC_RYAGeFmWkJengt2KNuC5SIR/view?usp=drive_link\\\\n8. Samagra Vocabulary - https://drive.google.com/file/d/1Vp-fQ7ouLYoj1E7sRQVYehXOXU9JQGX4/view?usp=drive_link\\\\n\\\\n\\n9. Program Onboarding Templates - https://docs.google.com/spreadsheets/d/1V8qlqW-v25WUgumWRpmI8Othe_fCXrU2zW_WOn2B0pw/edit#gid=1873305999''
57	- Principal X - Senior Expert, X - Expert, X - Senior Consultant, X - Consultant, X - Senior Associate, X - Associate, X Note: X = Data Science, Design, Outreach, Org Development, Recruitment & SI, *Graphics*
58	All vendor bills have to be GST bills. There is no lower limit for submitting non GST bills.'
59	MahaVakya\nBe user centric and get basics right in v1, while keeping time for iterations\n\nPanchSutras\n1. Ensure clear / easy to understand call-to-action(s) in the infographic\n2. Keep the content crisp (and therefore catchy) yet self explanatory\n3. Keep it neat, de-cluttered and aesthetically appealing; RoI is high\n4. Ensure consistency of messaging and visuals with rest of the program\n5. Establish recall – use the same IG across WA, reviews, forums, products/nPdf_link: https://drive.google.com/file/d/1990UePvxiuR669oA_1eRrAppyVhVgCbA/view?usp=drive_link \n\nVideo_link:  https://youtu.be/ukp0pvbW1M8'
60	'Overview \\\\nThe purpose of this document is to enlist all the types of leaves Samagra team members (permanent / \\\\ncontractual) across designations are eligible for and detailing out the process of availing appropriate \\\\nleaves whenever required.' /n/n Link to policy document of Samagra leave policy:https://docs.google.com/document/d/1aurQqBtPUpgv3p7058SE8I0GpbipwZrw4TG8KJFVIMo/edit#heading=h.90v33vad28wf'
61	'Reimbursement through Happay - Happay \\\\nHappay is Samagra's reimbursement portal \\\\nNote: All payments except for Guesthouse/Delhi Office to be made from personal account and reimbursed through Happay \\\\n\\\\nHappay registration \\\\nYour Happay Account will be activated by Accounts team in the first week of your joining. Install the Happay App on your mobile (Google Play and iOS). Refer to this document to know about the Happay App and Portal. \\\\n\\\\nHappay compliances \\\\n- The bills shall be uploaded only by the person who incurs an expense. (payment can not be claimed on behalf of another person). Screenshots that don’t have a date of expense, your/samagra name and amount are not acceptable. If Local dhaba no bill available - attach a voucher (available in Delhi office) mentioning name of vendor, mobile no./address, nature of payment, period/quantity and amount, counter sign by 2nd team mate with legible name. \\\\n- Upload the bills for reimbursement on Happay on a weekly or fortnightly basis. Ensure that the bills of the current month are uploaded for reimbursement in the same month itself (try and avoid payments on the last day of the month; make it one/two day early so that you have enough time to upload). \\\\n- Please note while uploading the bill in Happay for group/team meals, do mention the number of persons with the project wise split in “Description” column i.e. DHC 2/SHC 2. Also, the person who has paid the bill should upload the expense in Happay and not any other team mate. \\\\n- Upload your bill for the exact amount that you want to get reimbursed (if part of it is reimbursable then put that specific eligible amount instead of putting the entire bill amount else it shall be declined). (Paytm/online receipts shall not be reimbursed as the accounts team would need a bill or invoice mentioning company name, date and particulars of expenses.) \\\\n- While uploading the bill, select the correct Category of expenses and sub-category of expenses in Happay as applicable. \\\\n- While uploading the bill, select the correct company/team tags in Happay i.e. project to which the expenditure pertains to (eg: DPG, CMGGA etc). \\\\n- Image/pdf of bills should have good readability. Give remarks on nature,month and number of persons and initial name (if paid for multiple people) to get approval of your bill from the Manager and Accounts team. Mention the number of persons project-wise if you are uploading expenses for multiple people for ex. IRCTC tickets booked for 4 people, mention \\\\'DHC 2, Samarth 2\\\\' and name in remarks. \\\\n- Managers should check the eligibility of expenses and approve the bills weekly/fortnightly at the earliest to make sure approval is completed within the relevant expense month. Such approved expenses shall be taken up for reimbursement. Manager should push their team members to upload expense of their team by end of of month and avoid payments on the last day of the month; encourage planned payments one/two day early so that you have enough time to upload pre-avoid last day spent (Manager should avoid delays). \\\\n- Bills submitted or approved by manager post 3rd day after the end of the month- 50% deduction (card)/disallow(cash) straight away upto 30 days from the end of the respective month when expenditure was incurred. Post 30 days- 100% deduction/disallow. \\\\n- Expenses for previous months shall be declined for payment straight away i.e. shall not be paid or accepted and if paid by card, shall be deducted from monthly payouts. \\\\n- View your happay account regularly and see expense status where pending (if unpaid). Accounts shall make payments for all approved expenses 18th of next month. Say if you uploaded an expense of March by 1st April and if approved by manager by 2nd April, then it shall be paid by finance by 18th April. \\\\n- Bills for Equipment/Assets purchased amounting to Rs. 2,000 and above have to be submitted to accounts after taking an approval from Gaurav. \\\\n- Any unsubmitted/saved but unsubmitted expenses for the month or any previously declined expenses (by either manager or accounts team) shall be liable for salary deduction in case bills submission doesn’t happen on time. \\\\n- Any bills that are claimed in duplicate or any personal expenses claimed due to any reason shall be liable for 150% deduction of the excess amount in the first instance and 200% in the subsequent instances from the salary. (Marking the expense when claimed and filing it in your folder is a best practices to avoid such duplicate claims). Link to the Happay guide: https://drive.google.com/file/d/1RpKMW2eRla8wvVp6za8d_Idg_8t9QMj1/view''
62	## - Establish Samagra'S Brand **Strategy**In order to establish a cohesive brand identity for Samagra that resonates across various programs & initiatives, it is essential to implement a robust brand strategy. This entails conducting surveys, interviews & brand persona workshops with both internal & external stakeholders as key input sources. The output will include development of a comprehensive brand book and website updation.
63	'10. “Guest House” refers to any place provided by Samagra Development Associates for the \\\\nboarding or lodging of one or more of its Samagra team members (legally an employee or \\\\nindependent consultant at Samagra). \\\\n11. “Internal Complaints Committee (ICC)” refers to any committee constituted by Samagra \\\\nDevelopment Associates under Section 4 of the Sexual Harassment of Women at Workplace \\\\n(Prevention, Prohibition and Redressal) Act 2013. \\\\n12. “Crisis Situation” refers to any case of sexual harassment where the complainant has been \\\\nsubjected to physical harm (rape/assault/attacks of any kind) or has reasonable grounds to \\\\nexpect imminent physical harm from a harasser with sexual intent, and/or is unable to access \\\\nsuch places/spaces as demanded by the organization for fear of their safety from such a \\\\nharasser.' /n/n Link to policy document of Prevention of Sexual Harassment at Workplace : https://docs.google.com/document/d/1-pFkmGHrZWC5qLo7BUHYEFoIGLoZw0mMwiwwbQ8Eb_E/edit'
64	MahaVakya\nThe buck stops at PLs on impact, stakeholder and team\n\nPanchSutras\n1. Deciding ‘what’ is to be done and ensuring progress against the same\n2. Pushing the thinking of the team on ‘depth’ and on ‘aspects to consider’\n3. Quality control of outputs, meetings, forums, etc. on an ongoing basis\n4. Thought leadership with Government leaders and funding partners\n5. Building future Samagra leaders in a conscious and focused manner/nPdf_link: https://drive.google.com/file/d/131lsRF5YHaK8eghvm5R-743UdCOpFhod/view \n\nVideo_link:  https://www.youtube.com/watch?v=PDfQIZJTGfk'
65	'Meals - Program Location (excluding Delhi - NCR) \\\\n- There is a cook in every Samagra guest house. Breakfast and dinner at the program location are provided at the guest house. Lunch is also provided and can be packed & carried from the guest house.\\\\n- Reimbursement of upto Rs.300/- per head is permissible in case of the following: Meal at airport/railway station at any location, Meal at any other non-Delhi/non-program location where you are travelling for work and Meals incase GH cook is on leave. \n\\n- Any other meal expenses will be considered personal i.e. no other meals are covered.\\\\n- Meal expenses covered by policy are to be reimbursed via the Happay portal\\\\nRolled out in Sept 23 - No reimbursement for outside food at Program locations; food at the time of travel to continue to be reimbursed (untill further notice) \\\\n\\\\nProcess Associates \\\\n- While working at Program Location you are required to take care of your meals.\\\\n\\\\nTeam Meals \\\\n- Every team can get one Team Dinner reimbursed every month. \\\\n- Reimbursement upto an amount of Rs. 1000/- is permissible per team member (Alcohol not covered). This can neither be transferred nor carried forward. \\\\n- Preferably the manager or one of the team members can pay and get it reimbursed on the Happay portal' /n/n Link to Samagra expense policy - https://docs.google.com/spreadsheets/d/1kXGRiKX5rG6l2KUXL6sAWpPpHxLrY2CjBmevgLo4cvA/edit#gid=0'
66	For accessing all Townhall presentation refer to this link: https://drive.google.com/drive/folders/1ohdTDQZ9mq_rzU36oOmKwb02Bb0b4gnc?usp=drive_link\nRefer to the Org Calendar to note the important events for the quarter including townhalls: https://docs.google.com/spreadsheets/d/1vFbU1REG9NtrEofxhbRx5g7KxwskmOSyoAlDKgX5P_0/edit#gid=1004365091'
67	'Meals -Delhi - NCR \\\\n- While working in Delhi office you are required to take care of your meals\\\\n- If meetings at Delhi office extend beyond 8 pm, dinner may be ordered and will be reimbursable upto an amount of Rs. 300/- per team member' /n/n Link to Samagra expense policy - https://docs.google.com/spreadsheets/d/1kXGRiKX5rG6l2KUXL6sAWpPpHxLrY2CjBmevgLo4cvA/edit#gid=0'
68	'Qualifying requirements \\\\n? All Samagra team members who have undergone at least two appraisal cycles at the firm \\\\n? All Samagra team members whose rating was 3 or above in each of the last two appraisal cycles \\\\nFinancial support \\\\n? Team member would receive monthly support for the complete program duration \\\\n? Monthly support would be the same as the last drawn monthly compensation \\\\n? Time off before or after the graduate program would be treated as sabbatical (unpaid leave) \\\\n? No other financial component (including but not limited to performance bonus, profit-sharing) \\\\nbesides the monthly compensation would be applicable during the program duration \\\\n? Those having Samagra Points from before would retain their points during their program and \\\\ncontinue accumulating more after joining the firm back' /n/n Link for vidya policy document - https://docs.google.com/document/d/1jiP3H-G2ixlquyRJ1XvuZNFLbu5SbJ_3jD3ZNE_CPxg/edit'
69	Engineering Designations at samagra: - Principal Architect - Senior Staff Engineer - Staff Engineer - Senior Software Engineer 2 - Senior Software Engineer 1 - Software Engineer 2 - Software Engineer 1
70	'Contact the accounts team at 9910906249 / accounts@samagragovernance.in for all queries related to:\\n1. Any guest house budget related concern\\n2. All Salary or Payslip related concerns\\n3. Taxation related issues \\n4. Investments declaration \\n5. Expenses and Reimbursements related doubts\\n6. To know your remaining entertainment budget for your guesthouse. The payment cycle of the accounts team is as follows:\n- 18th of every month for reimbursement and vendor payments\n- 30th of every month for salary and vendor payments\''
71	Relevance of these values in Samagra context\n\n1. Impact-first - Improvement in the quality of lives of citizens; impact core to Samagra's mission\nActions\n- Give maximum weightage to this parameter when making any decision\n- Always shoot for impact rather than working in maintainance mode\n- Don't get impatient if impact is not visible in short term\n\n\n2. Excellence - Excellence required to solve the complex problems of governance; passion is not sufficient\nActions\n- Do everything (internal / external, big / small) with the lens of excellence\n- Demonstrate excellence consistently such that it becomes your brand\n- Remember: \'\'When excellence becomes a casualty, mediocrity becomes the norm\n\n3. Speed - The government system is dynamic and lacks patience for long-term change; important to move fast\nActions\n- Move at a certain pace to minimise risk of not getting to the outcomes in time\n- Keep creating wins for stakeholders to maintain their focus through the transformation journey\n- Move fast but don't be too disruptive in driving change as the system may collapse\n\n4. Perseverance - Sustained efforts over time required to drive state-wide transformation programs\nActions\n- Don't let set-backs deter your commitment\n- Keep trying new things - pick up one battle at a time\n- Acknowledge that transformation takes patience and time\n\n5. Humility - Not the only good-doers in the impact ecosystem; multiple entities doing their bit\nActions\n- Be grounded and speak to government stakeholders / implementation partners / beneficiaries\n- Acknowledge the multiple factors that play a role in creating impact\n- Keep government stakeholders and implementation partners at the forefront of the transformation\n\n6. Sustainability - Enable the government to make long-term impact on citizens' lives and not a short-lived success story\nActions\n- Keep long term sustainability of initiatives in mind while designing / implementing an initiative\n- Build ownership of government stakeholders right from the beginning\n- Have a well-defined plan for smooth handover of program / initiatives to the government\'/nPdf_link: https://drive.google.com/file/d/1W20xA3eHOXjHIchKl82c7jZKXh7HJbeI/view /n /n Video_link: https://youtu.be/gGFtfxC-ZUE /n /nSlide_link: https://drive.google.com/file/d/1F756NZBNm13HuCzI15ZCoYF-IU6_0PC9/view?usp=sharing /n'
72	'2. Ola/Uber (Booking POC – Self)\\\\n\\\\n2.1 Delhi (applicable to everyone working from Delhi Office) – \\\\nNo Uber/Ola bookings from corporate accont on weekends; travel for work on weekends to be reimbursed on Happay\\\\n\\\\n- Local travel for official purposes covered except daily commute from your place of stay to Delhi office\\\\n- Travel during odd hours ex: if meetings in the Delhi office extend beyond 9 pm\\\\n- To & fro travel between the airport/railway station <> Delhi office/your place, when travelling for work\\\\n- Travel together in cabs as much as possible as opposed to traveling separately\\\\n2.2 Program Location/ Non Program Location – \\\\nNo Uber/Ola bookings from corporate accont on weekends; travel for work on weekends to be reimbursed on Happay\\\\n\\\\n- All local travel for official purposes\\\\n- To & fro travel between the airport/railway station & guest house/govt office\\\\n\\\\nProcess Associates can book Ola/Uver for official travel during the day but not for daily commute from their place of stay to guest house/dept/office\\\\n\\\\nTravel together in cabs as much as possible as opposed to traveling separately\\\\n2.3 Booking Process\\\\nBase category Ola/Uber are to be used for official trips within city travel and outstation travel, wherever available\\\\n\\\\nWhile booking your trip, use the drop down list to mark your trip as “Corporate/Business\\\\'; Payments for “Corporate/Business” trips will be done automatically through the Samagra account\\\\n\\\\nIn case of outstation rides, you will have to bear the cost of all tolls and taxes at the time of expense. Subsequently, reimbursement can be applied through a single happay entry for all tolls/taxes for that particular journey by uploading all relevant bills.\\\\n2.4 Approval required - None\\\\n\\\\n\\n\\nSamagra Expense Policy - Ola/Uber/conveyance [Here](https://docs.google.com/spreadsheets/d/1kXGRiKX5rG6l2KUXL6sAWpPpHxLrY2CjBmevgLo4cvA/edit#gid=0)\\n''
73	Performance Ratings\nEveryone is given a Rating out of 5. The Rating shall be a whole number 1/2/3/4/5. This is what the ratings stand for:\n5 - Outstanding\n4 - Exceeds Expectations\n3 - Meets Expectations\n2 - Below Expectations\n1 - Look for other Opportunities\n\nPerformance Appraisal Parameters  - Performance appraisal will be conducted based on the track and role of an individual. The tracks and corresponding roles that exist in the firm have been defined here - Consulting Track, Product Management Track, Engineering Track, Specialized Track, Specialized Track. \nFor every track and role, performance parameters have been laid out. To access performance evaluation for relevant roles, please use the below sheet to understand the evaluation parameters:\n/n/n Link to Performance Appraisal tracks and roles - https://docs.google.com/spreadsheets/d/1aG5ZoeFLaciCh6wwuixoNSLaH11jU24FXtgNI002wv0/edit#gid=1309232449\n\nPerformance Appraisal Process and Timelines:\n1. T = Performance Appraisal Process Kickstarts \n2. T+7 = Completion of Self-Assessment by every Samagra Team Member\n3. T+14 = Completion of Assessment by Program Coordinator (Qualitative)/Program Lead\n4. T+28 = Completion of Assessment and Normalisation by all Program Leads/Program Owners\n5. T+35 = 1:1 Appraisal Conversation with Program Lead/Program Owner\n\n/n/n Link to performance appraisal process - https://docs.google.com/document/d/1JTy53dH6IAuGTnY2gJc-qd3XKgoGinoQeTp29al9J10/edit\n/n/n Here is the link on how to do Self Appraisal on zoho portal - Self appraisal Guide: https://drive.google.com/file/d/17l-eJxof2aN2xdwqPVzdzs6IcSx2zL4J/view?usp=drive_link'
74	'Profit-Sharing in case of exit from the firm\\\\n? If the team member is eligible for a rating in the March cycle as per the exit policy, (s)he shall\\\\nalso be eligible for Profit-Sharing as per the above policy\\\\n? All Samagra Points will lapse when a team member exits the firm'  /n/n Link to profit sharing policy - https://docs.google.com/document/d/1sL7i3XqTUgCs7KNZMX0GS4loi6E57-gk3x1U4HfXFUM/edit'
75	Mission: Articulates Samagra’s goal, the reason for its existence and what drives us. \nOur mission is to improve the quality of life of citizens through better governance./nVideo_link: https://youtu.be/epWlxI9e0LI /n /nSlide_link: https://drive.google.com/file/d/1tkPIOx1KkfvGQlexpQUel0SkmC8AZhX2/view?usp=sharing /n'
76	Mahavakya for KYC:\nDeep understanding of users to form the basis of all our design & implementation thinking\n\nPanchSutras for KYC\n1. All PLs to spend min. 1 day in districts per quarter for each of their programs\n2. All PAs and PCs to spend min. 2 days in districts per month concentrated in one week\n3. All PMs to spend min. 1 day in districts per month to interact with users of their products\n4. Any new PA / PC on a program to spend min. 2 days in districts within his/her first 2 weeks\n5. PT to sweep all districts (or equivalent) in the state within first 2 months of a new program\n\nPDF link: https://drive.google.com/file/d/1qUjmSGJccLKVv-PH9TvECSYFm8AYEOUW/view?usp=drive_link\nVideo link: https://www.youtube.com/watch?v=mUPMO8r5Sjs'
77	Stakeholder Benchmarking Framework for Govt. Leader\n1. Champion\nWants the team for mission-critical mandates in future postings\n- Backs the team in front of other senior stakeholders as her/his team\n- Expresses unprompted appreciation for the team\n- Consults the team for key decisions beyond the program\n2. Trust\nDoes ‘whatever it takes’ to achieve program goals\n- Goes above-and-beyond to drive program delivery\n- Sometimes takes a leap-of-faith based on team’s suggestions\n- Navigates tricky / sensitive situations on the program together with the team\n3. Alignment\nMaintains a good working rapport that allows progress on the program\n- Ensures dedicated time for team discussions and Govt. reviews\n- Moves ahead with logical initiatives that do not involve major risks\n- Enables department support for the team\n\nStakeholder Benchmarking Framework for Junior Govt. Stakeholder\n1. Champion\nIs a supporter of the team within the department\n- Appreciates the team in front of peers / seniors\n- Helps the team navigate the department beyond own workstreams\n- Consults the team for key decisions beyond the workstream\n2. Trust\nDoes ‘whatever it takes’ to achieve workstream goals\n- Goes above-and-beyond to drive workstream delivery\n- Sometimes takes a leap-of-faith based on team’s suggestions\n- Appreciates the team for the support it provides for the workstream\n3. Alignment\nMaintains a good working rapport that allows progress on the workstream\n- Ensures dedicated time for team discussions\n- Proceeds with logical next steps that do not involve major risks\n- Actively seeks inputs from the team to drive the workstream\n\nStakeholder Benchmarking Framework for Funding Partner\n1. Champion\nChampions Samagra as an organization internally and in the ecosystem\n- Reaches out to us for new opportunities\n- Calls out our contribution to programs / strengths internally and externally\n- Supports us in positioning / navigating ourselves through her/his internal system\n2. Trust\nTrusts our judgement on the program and seeks inputs as thought partners\n- Leans on our judgement in tricky situations on the program\n- Supports our bold initiatives on the program even if not fully aligned\n- Takes our opinion in expanding / contracting / renewing the program\n3. Alignment\nAllows for smooth functioning of the program\n- Maintains a cadence of interaction to take stock of progress and align priorities\n- Does not seek micro visibility on workstream / team member / day-on-day work\n- Provides the leverage / support we may sometimes seek\n\nLink to pdf for Stakeholder Benchmarking framework to understand definitions for alignment, trust and champion: https://drive.google.com/file/d/13XjDbFW8q3_mNM4AdvR-WCbqWoUs034L/view?usp=sharing'
78	## - Expand The Reach Of Samagra'S Direct Social Media **Channels**Samagra's Direct Media Channels consist of social media handles (namely LinkedIn, Instagram and YouTube) and the Website. The objective is to expand the user base to 86k followers on LinkedIn, 3k followers on Instagram, 3k followers on YouTube and 10k Monthly Active Users (MAU) on the Website. This will be accomplished through three strategies. Firstly, by capitalizing on our original content assets. Secondly, by showcasing the diversity and depth of our programmatic work and ecosystem initiatives (C4GT, TGC) on an ongoing basis. Lastly, by featuring updates on the organization side with a specific focus on people and their journeys.
79	'4. “Complainant” The Complainant refers to the individual filing the complaint. This includes \\\\nanyone associated with Samagra in a full-time/part-time capacity as a permanent or \\\\ntemporary employee, contractor, client, partner, consultant, vendor, intern or volunteer who \\\\nhas experienced any of the above, irrespective of sex, gender, age, designation, marital \\\\nstatus, or class.' /n/n Link to policy document of Prevention of Sexual Harassment at Workplace : https://docs.google.com/document/d/1-pFkmGHrZWC5qLo7BUHYEFoIGLoZw0mMwiwwbQ8Eb_E/edit'
80	'3) This is an internal policy for the organization and has been drafted as per the provisions of \\\\nthe Act. However, Policy has been extended to include an Independent consultant raising the \\\\nbill to the company. As such, this policy is to be read in conjunction with the Act, and where \\\\nthere is a discrepancy, the Act shall prevail. \\\\n4) The jurisdiction of this policy extends to the following: \\\\na) The organization’s Internal Complaints Committees; \\\\nb) The organization’s team members (Legally Employees or Independent Consultants) \\\\nand employers insofar as they are in the organization’s workplace or Guest Houses.' /n/n Link to policy document of Prevention of Sexual Harassment at Workplace : https://docs.google.com/document/d/1-pFkmGHrZWC5qLo7BUHYEFoIGLoZw0mMwiwwbQ8Eb_E/edit'
81	Our primary archetype is Hero & secondary archetype is Creator. To understand what the two archetypes are and what they mean for us, refer to: https://drive.google.com/file/d/1WJu14ja0DX008mD_eYEXd1dI3TQ0Tvlu/view?usp=drive_link'
82	- PT to reach out to design team for important videos that need to be produced - PC (with PL in loop) to raise request >= 5 weeks in advance - PT & DT to co-own the effort irrespective of who is doing the production - Production can be done in-house or by a DT vendor or by a Govt. vendor - PT & DT to use the Co-working Template for Video Production to collaborate
83	airport food expense while travelling/ reimbursement for snacks if the cook is on leave/ ordering food in train/flight\n\nReimbursement of upto Rs.300/- per head is permissible in case of the following:                                         \n- Meal at airport/railway station at any location                                \n- Meal at any other non-Delhi/non-program location where you are travelling for work                                \n- Meals incase GH cook is on leave                                 \nAny other meal expenses will be considered personal i.e. no other meals are covered.                                        \nMeal expenses covered by policy are to be reimbursed via the Happay portal.                                       \''
84	Overview - It is known to each one of us that our well-being is critical to be in the best of ourselves in our personal and professional lives. As a growing firm, our constant endeavour has been to support every team member's physical and mental well-being efforts. Towards that, we have introduced various initiatives around the wellness from time to time. This document brings together all the well-being initiatives available to every team member at Samagra.\n\n1. Transition breaks: A team member, who transitions to another program in a given year after spending at least 9 months full-time on the previous program, is eligible for upto 5 days of transition leaves (paid leaves). \na. It can be availed only either before joining the next program or sometime within 3 months of joining the next program.\nb. It should be availed in one go and cannot be spread out during the eligible period.\nc. It must be availed independently and cannot be clubbed with any other leave.\nd. Transition leaves lapse in case not utilized within the prescribed time period.\n\n2. Health Insurance coverage: All employees, upon joining the firm, are enrolled under the group health insurance policy of the company. Below are some key features of the Health Insurance Policy.  Refer to Health Insurance Guidelines (https://docs.google.com/document/d/1ihhGBMtX870xVb8Od3FxhQn-oBIMhEO2veXRWFKW_3A/edit)  for more details.\na. The policy covers only team members and not dependents\nb. The total coverage amount is INR3,00,000/-\nc. COVID19-related hospitalisation expenses are also included under the policy (with specific exclusions such as home / institutional quarantine etc.)\nd. Pre-existing diseases will be covered (with few exclusions as per the policy document)\ne. No capping on room rent (Single private room)\nf. No waiting period\ng. The policy will expire on the termination of team members' engagement with Samagra\nh. Cashless treatment facility is available at empanelled hospitals across locations.\n\nLink for Samagra’s Wellbeing Initiatives document - https://docs.google.com/document/d/1mzHZQMwcat4XCn9S0ogpcfRe6DoImE3rdWBl-dYwZZ0/edit'
85	# Outreach Team- Goal & Theory Of **Change**## 2024 **Goal**## 2024 **Goal**## 2024 **Goal**## 2024 **Goal**
86	Here is the link to the Samagra Brand Manual: https://drive.google.com/file/d/1nrtFwZ5P_8ULr77lStrfYxREUyN8gFYO/view?usp=drive_link'
87	'16) All employees of the Company have a personal responsibility to ensure that their behavior is \\\\nnot contrary to this Policy. All employees are encouraged to reinforce the maintenance of a \\\\nwork environment free from sexual harassment. \\\\n1. Management & Team Managers’ responsibilities \\\\n? Create and maintain a working environment in which all employees feel respected \\\\n? Be alert to observe any inappropriate conduct or comments \\\\n? Refer to the Internal Complaints Committee by this Policy, when instances of sexual \\\\nharassment which occur within the workplace are brought to their attention' /n/n Link to policy document of Prevention of Sexual Harassment at Workplace : https://docs.google.com/document/d/1-pFkmGHrZWC5qLo7BUHYEFoIGLoZw0mMwiwwbQ8Eb_E/edit'
88	- UI/UX to be DIY for PTs for most scenarios (simple flows, edits in existing flows) - PTs to leverage DIY resources and get imp. ones reviewed by the Design Lead - DT to take up select UI/UX requests based on criticality and complexity - PC (with PL in loop) to raise request >= 3 weeks in advance - PT & DT to use the Co-working Template for UI/UX Design to collaborate Fill the design request form for the above types of requests (link: https://docs.google.com/forms/d/e/1FAIpQLSffW9Pj9dmv76r-X06dSlAPMAuXN4DRwwkFKyJyMRGs5s9FGg/viewfo rm) and be as descriptive as possible, it helps the design team to scope and estimate the effort.
89	'4. Train\\\\n4.1 To and fro Program Location to Delhi (not applicable to Process Associates) and Program Location/ Non Program Location (District Visits)\\\\nMandatory to choose train if \\\\n- Journey is less than 6 hours and train is available during the morning/evening\\\\n- Train is available for overnight journey\\\\n\\\\nTravel every weekend is covered by the firm from Program Locations like Chandigarh\\\\n4.2 Booking Process\\\\nBooking/Cancellation/Reschedule\\\\n- Raise a request on the google form (https://docs.google.com/forms/d/1rhK33OHqSeYB1rvQYHkgquVN2eAuGIVI0di5AwLEmLM/viewform?edit_requested=true) between 9:30 am - 7 pm\\\\n- Inform Office Coord., Raju over Whatsapp (8860091992)\\\\n- Office Coord. will do the booking/cancellation/rescheduling\\\\n- Office Coord. will share ticket details over WhatsApp as soon as the booking is done\\\\n\\\\nNo EC (Executive Chair) car booking allowed in case of tatkal booking\\\\n\\\\nIt is mandatory to inform the Office Coord. whenever a train is missed\\\\n\\\\nIn case the Office Coord. is not available you can reach out to Dharamveer (7982574293) for the booking.\\\\n4.3 Approval required – None\\\\n\\\\n' /n/n Link to Samagra expense policy - https://docs.google.com/spreadsheets/d/1kXGRiKX5rG6l2KUXL6sAWpPpHxLrY2CjBmevgLo4cvA/edit#gid=0'
90	## Theory Of **Change**In order to develop & disseminate creative & impactful content, we created a custom framework using the principles of persuasion (ethos: credibility, pathos: emotional connect, logos: logic) and storytelling with content (content that creates buzz and impact, both). This results in a 2x2 matrix which we have termed as Impact & Buzz vs Ethos-Pathos matrix. The x-axis i.e. Impact & Buzz axis, underscores the need for a balance between both for content to perform optimally. The y-axis i.e. Ethos-Pathos axis represents the importance of credibility and emotional appeal in communication. The matrix thus leads to four communication action quadrants: Engage, Inspire, Educate & Convince. Through assets across these 4 quadrants, the objective is to Engage, Inspire, Educate and Convince our audience groups so as to build thought leadership and an authentic brand for Samagra.
91	MahaVakya\nPC is the CCO of the team constantly providing micro clarity on ‘what’ & ‘how’\n\nPanchSutras\n1. It is critical to have clarity (step-backs!) before providing\n2. Compliance and quality of team processes drives clarity\n3. Take decisions; be explicit if there is need to postpone\n4. Sharing the ‘why’ behind the ‘what’ and the ‘how’ helps\n5. Frequent touch points are useful, even if they are short/nPdf_link: https://drive.google.com/file/d/1omHYMlxCzD_uHJedY6iDwVIpeUBvh4jI/view?usp=drive_link\n\nVideo_link:  https://youtu.be/QZIcrQ87B-k'
92	'For Urgent Requests \\\\nThis section is for urgent work (unplanned/critical/urgent) that can be completed within at max 1 \\\\nhour. Please take note of the following instructions for such requests: \\\\n1. If expecting such new incoming urgent work, get in touch with the Graphic Designer on \\\\nWhatsapp to schedule a call before 7:00 pm \\\\n2. Communicate the time of sending inputs and the time by which it is needed \\\\n3. The Graphic Designer shall confirm the time by which output can be completed; he shall take \\\\nit up immediately or later in the day depending on its implication on other scheduled outputs \\\\nIn case the urgent work requires >=1 hour work (eg: 20 fresh slides/4-5 infographics), Graphic \\\\nDesigner will try to accommodate such requests and communicate time of completion. But be \\\\nprepared that the team may need to do it on their own in case the Graphic Designer is unable to \\\\naccommodate the request due to other commitments.'  /n/n Link for guidelines for graphic design - https://docs.google.com/document/d/19vs33cF6b9QOt2zNMnqA071fidAWw_nSkd339fEZMMs/edit'
93	'Vidya is designed to financially support graduate level study that Samagra team members decide to \\\\nundertake. This document lays out the policy details. \\\\nDate of effect \\\\nVidya will come into effect from Apr 1, 2022 . \\\\nPrograms covered \\\\n? All graduate programs, including, but not limited to MBA, MPA, MPP, MS, MA across disciplines \\\\n? Graduate programs provided by both Indian and foreign universities are covered \\\\n? Duration of the graduate program may vary between 10 to 24 months' /n/n Link for vidya policy document - https://docs.google.com/document/d/1jiP3H-G2ixlquyRJ1XvuZNFLbu5SbJ_3jD3ZNE_CPxg/edit'
94	'1 Personal Conveyance (Booking POC – Self)\\\\n1.1 Delhi -\\\\n- Daily commute to and fro from your place of stay to office is not covered by the firm. Commute in Delhi office for Townhall is not covered by the firm.\\\\n1.2 Program Location (applicable only to Process Associates) – \\\\n- Daily commute to and fro from your place of stay to guest house/dept/office is not covered by the firm\\\\n- Travel during the day for official purposes can be reimbursed\\\\n- Record (https://docs.google.com/spreadsheets/d/1kXGRiKX5rG6l2KUXL6sAWpPpHxLrY2CjBmevgLo4cvA/edit#gid=1095930513) day, date, start & end meter reading at GH/Dept and submit to Accounts at the end of month\\\\n- Reimbursement will be made at Rs 8/km for car and Rs 4/km for bike against the submitted template\\\\n1.3 Approval required - None\\\\n\\n\\nSamagra Expense Policy - Happay Guidelines - [Here](https://docs.google.com/spreadsheets/d/1kXGRiKX5rG6l2KUXL6sAWpPpHxLrY2CjBmevgLo4cvA/edit#gid=0)''
95	List of Holidays for 2024\tare below - \t\t\n#\tDate\t-       Day\t     -  Holiday\n1\tJan 1, 2024 -\tMonday-\tNew Year's Day\n2\tJan 26, 2024 -\tFriday-\tRepublic Day\n3\tMar 25, 2024 -Monday-\tHoli\n4\tJun 17, 2024 -Monday- Bakrid/Eid al-Adha\n5      Aug 15, 2024*-\tThursday-\tIndependence Day\n6\tAug 16, 2024-\tFriday- Independence Day\t\n7\tOct 2, 2024-\tWednesday-\tGandhi Jayanti\n8\tOct 31, 2024*-\tThursday-\tDiwali\n9\tNov 1, 2024-\tFriday-\tDiwali\n10\tDec 25, 2024-\tWednesday-\tChristmas\n*Date of actual festival/ day\t\t\t\n\nOptional: Any two out of the five can be availed as optional leaves\t\t\t\t\n1\tMar 29, 2024\tFriday\tGood Friday\n2\tApr 11, 2024\tThursday Eid-ul-Fitr\n3\tAug 19, 2024\tMonday\tRaksha Bandhan\n4      Oct 11, 2024 Friday Durga Puja/Ram Navami\n5\tNov 15, 2024\tFriday\tGuru Nanak Jayanti\n\t\t\t\n/n/n Link to holiday calendar for 2024 - https://docs.google.com/spreadsheets/d/1SGKMrVSUvYwivOmmO4OjGiXEn9lF_N4UwrZYUk67zvc/edit#gid=950549472\t\t'
96	MahaVakya\nBe user-centric and get basics right in v1, while keeping time for iterations\n\nPanchSutras\n1. Be clear on the objective of the one-pager\n2. Dots alone should make the case completely\n3. Each dash to support the corresponding dot\n4. Quantify dots and dashes to the extent possible\n5. Stick to one page and to single lines for dots & dashes/nPdf_link: https://drive.google.com/file/d/1kCfsqs1o1HMu2-OgZhVRJ9JFdw-jybkT/view?usp=drive_link \n\nVideo_link:  https://www.youtube.com/watch?v=hFe58fFGH3I'
97	'Process applicability \\\\n? Team members will not undergo any performance appraisal while pursuing their program \\\\n? Team members will continue to retain their Samagra Points (if any) while pursuing their program \\\\n? No addition will be made to Samagra Points while they are pursuing their program \\\\n? Upon returning from their program, team members would start with the same Samagra Points \\\\nFor any queries, please feel free to contact the CEO’s office.' /n/n Link for vidya policy document - https://docs.google.com/document/d/1jiP3H-G2ixlquyRJ1XvuZNFLbu5SbJ_3jD3ZNE_CPxg/edit'
98	MahaVakya\nBe very conscious of how you spend your time; never drift\n\nPanchSutras\n1. Plan ahead for the month; edit the plan weekly as required\n2. Do not enter a new week without full clarity on schedule\n3. Build 30% white-space in schedule for new developments\n4. Cut down on most wastage; know when to really stretch\n5. Build capacity around yourself and delegate systematically/nPdf_link: https://drive.google.com/file/d/1WvcUkMaFG-O1uN4u62vt9H2d5UP2SLw2/view \nVideo_link:  https://www.youtube.com/watch?v=2a9Qb5YCixs'
99	'h. Virtual online harassment;\\\\ni. Implied or explicit promise of preferential treatment in employment if connected\\\\nwith any sexual behavior\\\\nj. The implied or explicit threat of detrimental treatment in employment (if connected\\\\nwith any sexual behavior)\\\\nk. The implied or explicit threat about their present or future employment status (if\\\\nconnected with any sexual behavior)\\\\nl. Interference with the complainant’s work or creating an intimidating, hostile, or\\\\noffensive work environment (if connected with any sexual behavior)\\\\nm. Humiliating treatment likely to affect the complainant’s health or safety (if\\\\nconnected with any sexual behavior)\\\\nn. Any other unwelcome physical, verbal or nonverbal conduct of a sexual nature, as \\\\nthe case may be;' /n/n Link to policy document of Prevention of Sexual Harassment at Workplace : https://docs.google.com/document/d/1-pFkmGHrZWC5qLo7BUHYEFoIGLoZw0mMwiwwbQ8Eb_E/edit'
100	ToC Slide | Voice NoteIn order to establish a cohesive brand identity for Samagra that resonates across various programs & initiatives, it is essential to implement a robust brand strategy. This entails conducting surveys, interviews & brand persona workshops with both internal & external stakeholders as key input sources. The output will include development of a comprehensive brand book and website updation.
101	MahaVakya\nPlay-out the meeting in micro detail in your head multiple times beforehand\n\nPanchSutras\n1. Do the needful to make logistics favourable, or plan around them\n2. Set expectations (beforehand), provide context (at start), share flow\n3. Control attention – pace, no openings for distraction, pre-empt questions\n4. Align the content, form, and timing of collaterals to the oral narrative\n5. Practice repeatedly! Keep 3x the time for oral prep other than collaterals/nPdf_link: https://drive.google.com/file/d/1u9SrAWO8qkL1mgy2p5Hv2ICBc6cgsoIJ/view?usp=drive_link \n\nVideo_link:  https://youtu.be/d7bQg4SlH8c'
102	'Samagra Points calculation\\\\n? Profit-Sharing has been devised as a function of 3 parameters:\\\\n? Tenure in the firm\\\\n? Annual performance rating\\\\n? Designation of the individual\\\\n? Samagra Points will be awarded to team members during the March appraisal cycles every year\\\\n? Samagra Points will be accumulated over the years as per the following formula:\\\\n? Total Samagra Points = Samagra Points (up to previous FY) + (Rating*Rating Multiplier)\\\\n? ‘Rating’ will be the annual performance rating calculated as avg. of Sept, Mar ratings in that FY\\\\n? ‘Rating Multiplier’ will be a function of designation held at the time of appraisal in March cycle:\\\\n? Refer to Annexure to see mapping of designations to rating multipliers'  /n/n Link to profit sharing policy - https://docs.google.com/document/d/1sL7i3XqTUgCs7KNZMX0GS4loi6E57-gk3x1U4HfXFUM/edit'