[
  "'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.",
  "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.'",
  "'1. Self-initiated: The team member voluntarily resigns from the organization. \\\\\\\\n2. Firm-initiated: The firm initiates the termination of a team member on account of \\\\\\\\nnon-performance, unauthorized absence (absconding) or on behavioral grounds.' /n/nLink to policy document: https://docs.google.com/document/d/1Fqa1FBqUVFJGq0uDqwFqF3rW_t7_zu4xXC9KMKY_lIM/edit#heading=h.5kumi7cfdp5o.'",
  "'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.'",
  "'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",
  "\\\\\\\\n- Bold prints/Flashy colours\\\\\\\\n- Accessories /Piercing\\\\\\\\n- Tight or ill-fitted garment\\\\\\\\n- T-shirt/Kurta/Jeans\\\\\\\\n- Denim or leather jacket''",
  "'Overview \\\\\\\\nThe objective of the policy is to cover the norms governing the entry or exit of any team member at \\\\\\\\nSamagra. The policy aims at protecting the team member\u0092s rights and at the same time the interest of \\\\\\\\nthe organization. All team members involved at any stage of the exit should be aware of and adhere to \\\\\\\\nthe contents of this policy. \\\\\\\\n\\\\\\\\nScope \\\\\\\\nThis policy applies to all team members - permanent employees as well as those with at least 1-year \\\\\\\\ncontractual commitment to the firm.",
  "\\\\\\\\n\\\\\\\\nScope \\\\\\\\nThis policy applies to all team members - permanent employees as well as those with at least 1-year \\\\\\\\ncontractual commitment to the firm. /n/nLink to policy document: https://docs.google.com/document/d/1Fqa1FBqUVFJGq0uDqwFqF3rW_t7_zu4xXC9KMKY_lIM/edit#heading=h.5kumi7cfdp5o.'",
  "'Samagra dress code - Formals (for Women): \\\\\\\\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- Collared shirt/ Tops/ Kurtis/ Kurta/ saree/ suit \\\\\\\\n- Trouser/ business skirt or dress/ plain legging \\\\\\\\n- Blazer/Nehru jacket/Long coat/Shawl \\\\\\\\n- Polo neck sweater/Pullover/Cardigan \\\\\\\\n- Pump/belly/ankle-length boot\\\\\\\\n\\\\\\\\nWhat not to wear:\\\\\\\\n- Bold prints/Flashy colours \\\\\\\\n- Clunky or flashy Accessories \\\\\\\\n- Tight or ill-fitted garment \\\\\\\\n- Tank top/ Noodle strap",
  "not to wear:\\\\\\\\n- Bold prints/Flashy colours \\\\\\\\n- Clunky or flashy Accessories \\\\\\\\n- Tight or ill-fitted garment \\\\\\\\n- Tank top/ Noodle strap top/ Sweatshirt \\\\\\\\n- Denim or leather jacket \\\\\\\\n\\\\\\\\nGeneral instructions''",
  "'1. Notice period criteria in case of self-initiated exit as well as firm-initiated exit; \\\\\\\\na. Program Associate or equivalent role: 1 month \\\\\\\\nb. Program Coordinator / Program Manager or equivalent role: 2 months \\\\\\\\n2. The notice period in either of the two cases (self or firm initiated) could be shorter based on \\\\\\\\nmutual alignment between the team member and Program Owner, and the program situation. \\\\\\\\n3. Team members in the role of Program Associate / Program Coordinator / Program Manager or \\\\\\\\nany other equivalent role can take upto 5 leaves (if available in the team member\u0092s leave \\\\\\\\nbalance in line with the leave policy) while serving the notice period.",
  "These leaves are to be \\\\\\\\nplanned in advance in consultation with the concerned manager to the extent possible' /n/nLink to policy document: https://docs.google.com/document/d/1Fqa1FBqUVFJGq0uDqwFqF3rW_t7_zu4xXC9KMKY_lIM/edit#heading=h.5kumi7cfdp5o.'",
  "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'",
  "Solution Approach: Defines our approach to solutioning on programs.\\nOur approach combines top-down management consulting for problem structuring with a bottom-up\\nunderstanding of the governance ecosystem for solution design and appropriately uses tech & data to enable\\nimplementation of solutions./nVideo_link: https://youtu.be/Yy4aXB3zvec /n /nSlide_link: https://drive.google.com/file/d/1Hfk3eZgccVhgTyEOMvhebSF8_PmXugk-/view?usp=sharing /n'",
  "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\u25cf 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\u25cf Indian-ness: The firm\u2019s theory of change,",
  "favoritism or groupism in any matter concerning its people\\n\u25cf Indian-ness: The firm\u2019s 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\u2019s roots in the Indian context\\n\u25cf 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\u25cf 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;",
  "not relative to others\\n\u25cf 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\u25cf 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\u25cf 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,",
  "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\u25cf 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/1J_d9wq_tXYurMPqAWgxrZRQ4ZAPxJlqL/view /n /nSlide_link: https://drive.google.com/file/d/12d2wXLRfdboBM8yGJIPbYIPKmLnQX2Vt/view?usp=sharing /n'",
  "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,",
  "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.",
  "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",
  "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/",
  "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'",
  "'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.",
  "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\u0092s expense' /n/n Link for Basic Guidelines to Start at Samagra: https://docs.google.com/document/d/1DX4C_PFzItsg4amFk2B31gxZlGk9869dEDhGI8hxBgg/edit'",
  "'Guidelines for setting up official virtual background for online meetings \\\\\\\\nPlease use the virtual background shared here for all online meetings - https://drive.google.com/file/d/1vBhO1IMUo48uZwpMvey7mOAGGJMOCwvy/view?usp=sharing'. /n/n Link for Basic Guidelines to Start at Samagra: https://docs.google.com/document/d/1DX4C_PFzItsg4amFk2B31gxZlGk9869dEDhGI8hxBgg/edit'",
  "'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 \u0093Name\u0094,\\\\\\\\n\u0093Designation\u0094 and \u0093Mobile number\u0094 fields. Do not alter anything else in the template\\\\\\\\n4.",
  "Enter relevant details within <> only in the \u0093Name\u0094,\\\\\\\\n\u0093Designation\u0094 and \u0093Mobile number\u0094 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.",
  "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'",
  "/n /n /n /nTemplate for theory of change: https://docs.google.com/document/d/1cu6Z0RizaaN8N74gIGb0WmEaxaj5YR47SoBg7UOfnuI/edit.",
  "/n/n To refer to the 'Theory of change (ToC) + Goals' of all programs in Samagra mentioned below, please click on this link - https://docs.google.com/spreadsheets/d/1jfJySIlG-4orL1z0K_Vb3soeB0Z3zfgq/edit#gid=851079915\\nC4GT\\nCMGGA\\nFamily ID\\nKONNECT + LEAP\\nNBC + CMNBA\\nNiramaya\\nOutreach Team\\nPoI\\nPUCAR KA & KL\\nRBIH\\nSH Edu\\nSTRIDE\\nUPLift\\nX Team '",
  "'2. Employees\u0092 responsibilities: \\\\\\\\n? Read and understand the Policy document \\\\\\\\n? Take reasonable care not to offend co-workers and associates through one\u0092s actions \\\\\\\\nor behavior \\\\\\\\n? Take responsibility to discourage unwelcome conduct that is offensive, degrading, or \\\\\\\\nhumiliating \\\\\\\\n? Know who is on the Committee \\\\\\\\n? Cooperate in the inquiry of complaints when called to do so \\\\\\\\n? Maintain confidentiality at all times if you are involved in or have access to \\\\\\\\ninformation related to any complaint that is raised' /n/n Link to policy document of Prevention of Sexual Harassment at Workplace : https://docs.google.com/document/d/1-pFkmGHrZWC5qLo7BUHYEFoIGLoZw0mMwiwwbQ8Eb_E/edit'",
  "'8) The ICC is committed to ensuring that no employee who brings forward a harassment concern \\\\\\\\nis subject to any form of retaliation. \\\\\\\\n9) Any employee who retaliates against an employee who has reported in good faith, a sexual \\\\\\\\nharassment claim, will be subject to disciplinary action, which may include dismissal. Any \\\\\\\\nreprisal will be considered as a separate case of harassment. Anyone who abuses this \\\\\\\\nprocedure (for example, by maliciously putting an allegation knowing it to be untrue) would \\\\\\\\nalso be subject to disciplinary action including dismissal from service.",
  "Anyone who abuses this \\\\\\\\nprocedure (for example, by maliciously putting an allegation knowing it to be untrue) would \\\\\\\\nalso be subject to disciplinary action including dismissal from service. \\\\\\\\n10) In the event that the Complainant or any Witness of the Complainant is being supervised by \\\\\\\\nthe Respondent or any of their Witnesses, then such reporting assignments will be changed to \\\\\\\\nthe extent possible by the Company the ICC has the power to issue such orders under interim \\\\\\\\nprotection.' /n/n Link to policy document of Prevention of Sexual Harassment at Workplace : https://docs.google.com/document/d/1-pFkmGHrZWC5qLo7BUHYEFoIGLoZw0mMwiwwbQ8Eb_E/edit'",
  "'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.",
  "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'",
  "'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. ?",
  "? 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. ?",
  "? 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.'",
  "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'",
  "'Samagra dress code -  Smart Casual (for women):  \\\\\\\\nWhere to wear:\\\\\\\\n- Internal meetings in Delhi office (including video calls) \\\\\\\\n- Org forums like townhall, Gurukul, Sanskar etc\\\\\\\\n\\\\\\\\nWhat to wear : \\\\\\\\n- Polo or round neck t-shirt/ Casual top \\\\\\\\n- Jeans/ skirt/ palazzo \\\\\\\\n- Denim or quilted jacket/ sweatshirt \\\\\\\\n- Knee length boot/ Peep toes/ Sneaker \\\\\\\\n\\\\\\\\nWhat not to wear: \\\\\\\\n- Bold prints/Flashy colours\\\\\\\\n- Clunky or flashy Accessory\\\\\\\\n- Tight or ill-fitted garment\\\\\\\\n- Tank top/ Noodle strap top/ Crop top\\\\\\\\n\\\\\\\\nGeneral instructions:\\\\\\\\n- Everyone must ensure wearing well ironed clothes ''",
  "'Types of leaves 4.Wedding Leave: Every team member can avail upto 3 weeks (15 working days) of paid wedding leave whenever applicable. It can be clubbed along with Public or Planned Leaves. It must be planned and aligned at least 90 days in advance.\\\\\\\\nTypes of leaves 5.Maternity Leave: All female team members who have worked for at least 80 days within the past 12 months are entitled to 26 weeks of continuous paid maternity leave whenever applicable. It can be clubbed along with Public or Planned Leaves.\\\\\\\\nTypes of leaves 6.Paternity Leave: All male team members who have worked for at least 80 days within the past 12 months are entitled to avail upto 4 weeks of paid paternity leave within 6 months of the delivery date.",
  "The leaves can be availed together or in parts. It can be clubbed along with Public or Planned Leaves.'/n/n Link to policy document of Samagra leave policy:https://docs.google.com/document/d/1aurQqBtPUpgv3p7058SE8I0GpbipwZrw4TG8KJFVIMo/edit#heading=h.90v33vad28wf'",
  "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'",
  "'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.",
  "? 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'",
  "'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.",
  "google.com/spreadsheets/d/1kXGRiKX5rG6l2KUXL6sAWpPpHxLrY2CjBmevgLo4cvA/edit#gid=0'",
  "'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'",
  "'Leaves during Notice Period\\\\\\\\n? Team members in the role of Program Associate / Program Coordinator / Program Manager or\\\\\\\\nany other equivalent role can take upto 5 leaves (if available in the team member\u0092s leave\\\\\\\\nbalance in line with the leave policy) while serving the notice period. These leaves are to be\\\\\\\\nplanned in advance in consultation with the concerned manager to the extent possible' /n/n Link to policy document of Samagra leave policy:https://docs.google.com/document/d/1aurQqBtPUpgv3p7058SE8I0GpbipwZrw4TG8KJFVIMo/edit#heading=h.90v33vad28wf'",
  "'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\u0092s work or creating an intimidating, hostile, or\\\\\\\\noffensive work environment (if connected with any sexual behavior)\\\\\\\\nm. Humiliating treatment likely to affect the complainant\u0092s health or safety (if\\\\\\\\nconnected with any sexual behavior)\\\\\\\\nn.",
  "Humiliating treatment likely to affect the complainant\u0092s 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'",
  "'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 \u0091Leave Grant\u0092 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.",
  "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'",
  "'3. \u0093Sexual Harassment\u0094 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 \u0096 \\\\\\\\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.",
  "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'",
  "'4. \u0093Complainant\u0094 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'",
  "'6. \u0093Organisation\u0094 refers to Samagra Development Associates P. Ltd; \\\\\\\\n7. \u0093Employer\u0094 refers to the person(s) responsible for the formulation and administration of \\\\\\\\npolicies of Samagra Development Associates P. Ltd. irrespective of whether terms of \\\\\\\\nemployment exist or not. \\\\\\\\n8. \u0093Samagra team member\u0094 refers to a person employed in or working as a consultant for \\\\\\\\nOrganisation for any work on a regular, temporary, ad hoc, or daily wage basis, whether for \\\\\\\\nremuneration or not, or working voluntarily or otherwise, irrespective of whether the terms \\\\\\\\nof employment are express or implied. \\\\\\\\n9.",
  "\\\\\\\\n9. \u0093Workplace\u0094 refers to any place visited by the Samagra team members (legally an employee \\\\\\\\nor independent consultant at Samagra) arising out of or during employment, including \\\\\\\\ntransportation provided either implicitly or explicitly by the Organisation for undertaking \\\\\\\\nsuch journey.' /n/n Link to policy document of Prevention of Sexual Harassment at Workplace : https://docs.google.com/document/d/1-pFkmGHrZWC5qLo7BUHYEFoIGLoZw0mMwiwwbQ8Eb_E/edit'",
  "'1) In response to The Sexual Harassment of Women at Workplace (Prevention, Prohibition and \\\\\\\\nRedressal) Act, 2013 (hereinafter referred to as the Act) the Company has introduced a \\\\\\\\nSexual Harassment Policy (hereinafter referred to as Policy). This Policy is separate from and \\\\\\\\nin addition to policies relating to anti-harassment or any such other policy. \\\\\\\\n2) This is a gender-neutral company policy and applies to all categories of employees, whether \\\\\\\\npermanent or on contract, and at their workplace or client sites. All complaints will be dealt \\\\\\\\nwith a just and fair manner and may have serious consequences.",
  "All complaints will be dealt \\\\\\\\nwith a just and fair manner and may have serious consequences. The Company will not \\\\\\\\ntolerate any form of sexual harassment engaged in by clients or by suppliers or any other \\\\\\\\nbusiness associates and is committed to taking all necessary steps to ensure the safety and \\\\\\\\nwell-being of all employees and associates. The existing Policy has been revised by \\\\\\\\nincorporating the rules and procedures as mandated in the Act.",
  "The existing Policy has been revised by \\\\\\\\nincorporating the rules and procedures as mandated in the Act. Reach out to the below people for making a POSH complaint - \\\\n- Shifali Thakkur: Presiding Member | +91\u00a099536\u00a012327, shifali@samagragovernance.in - Shailiza Mayal: Member | +91\u00a081054 52055, shailiza@samagragovernance.in - Aditya Chopra: Member | +91 85270\u00a034043, aditya@samagragovernance.in - Nithya R.: External Member, nithya@serein.in\\\\'Refer to the [link](https://drive.google.com/file/d/17RvYAhnoEGI5ser9pVaWVgR3GatLuDnM/view?usp=drive_link) for more details. '",
  "/n/n Link to policy document of Prevention of Sexual Harassment at Workplace : https://docs.google.com/document/d/1-pFkmGHrZWC5qLo7BUHYEFoIGLoZw0mMwiwwbQ8Eb_E/edit'",
  "'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\u0092s Internal Complaints Committees; \\\\\\\\nb) The organization\u0092s team members (Legally Employees or Independent Consultants) \\\\\\\\nand employers insofar as they are in the organization\u0092s 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'",
  "'10. \u0093Guest House\u0094 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. \u0093Internal Complaints Committee (ICC)\u0094 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.",
  "\\\\\\\\n12. \u0093Crisis Situation\u0094 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'",
  "'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'",
  "'5) The Company has instituted an Internal Complaints Committee (hereinafter referred to as \\\\\\\\nICC or Committee), for redressal of sexual harassment complaints and for ensuring unbiased \\\\\\\\nand time-bound resolution of complaints in line with these guidelines. \\\\\\\\n6) The ICC is responsible for conducting an inquiry into every formal written complaint of sexual \\\\\\\\nharassment and making recommendations to the Company on the actions to be taken \\\\\\\\nagainst the Respondent. The ICC will also be responsible for the preparation and submission \\\\\\\\nof the annual report to be submitted to the District Officer or employer and maintain a \\\\\\\\nrecord of such annual reports.",
  "The ICC will also be responsible for the preparation and submission \\\\\\\\nof the annual report to be submitted to the District Officer or employer and maintain a \\\\\\\\nrecord of such annual reports. \\\\\\\\n7) The ICC works to protect the interests of the Complainant, Respondent and Witnesses, \\\\\\\\nconfidentiality will be maintained throughout any inquiry process to the extent practicable and \\\\\\\\nappropriate under the circumstances. The identities of the Complainant, the Respondent and \\\\\\\\nWitnesses involved with the process is kept confidential. Anyone (Witness, Committee \\\\\\\\nMembers, Respondent or Complainant) who breaches this clause is liable to be penalized with \\\\\\\\nconsequences ranging from a fine of five thousand rupees to additional disciplinary action.'",
  "/n/n Link to policy document of Prevention of Sexual Harassment at Workplace : https://docs.google.com/document/d/1-pFkmGHrZWC5qLo7BUHYEFoIGLoZw0mMwiwwbQ8Eb_E/edit'",
  "'11) As per Section 11(3) of the Act, \u0093For the purpose of making an inquiry under sub-section (1), \\\\\\\\nthe Internal Committee or the Local Committee, as the case may be, shall have the same \\\\\\\\npowers as are vested in a civil court under the Code of Civil Procedure, 1908 (5 of 1908) \\\\\\\\nwhen trying a suit in respect of the following matters, namely:\u0097 \\\\\\\\n(a) summoning and enforcing the attendance of any person and examining him on oath; \\\\\\\\n(b) requiring the discovery and production of documents; and \\\\\\\\n(c) any other matter which may be prescribed. \\\\\\\\nSince IC has been provided certain powers of the Civil Court under the Law, as per which it \\\\\\\\ncan summon and enforce the attendance of any person.",
  "\\\\\\\\nSince IC has been provided certain powers of the Civil Court under the Law, as per which it \\\\\\\\ncan summon and enforce the attendance of any person. Therefore, for the purposes of the IC \\\\\\\\ninquiry, the IC can examine anyone, whether they are part of the organization or not.' /n/n Link to policy document of Prevention of Sexual Harassment at Workplace : https://docs.google.com/document/d/1-pFkmGHrZWC5qLo7BUHYEFoIGLoZw0mMwiwwbQ8Eb_E/edit'",
  "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 \u2013 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'",
  "MahaVakya\\nAll diagnosis / design needs to be anchored in issue / solution tree\\n\\nPanchSutras\\n1. Branching at every node to be MECE; branching in two is ideal\\n2. Formula based or process based branching helps with MECE-ness\\n3. More knowledge / better judgement improves branching quality\\n4. Oral narrative / explanation accompanying a tree is essential\\n5. Hypothesis to be explicitly stated during tree creation/nPdf_link: https://drive.google.com/file/d/1LuAhGFIyZ_GkD7K5_B4XzDXVY6rYhHnW/view?usp=drive_link \\nhttps://youtu.be/LkDZ_9yepKc'",
  "'12) During the inquiry into an incident, it is the impact or effect of the behavior on the \\\\\\\\nComplainant and not the intent of the Respondent that is critical in the ICC taking up the \\\\\\\\ncase.",
  "\\\\\\\\n13) The following unwelcome acts or behaviors either occurring individually, as a combination of \\\\\\\\nindividual acts, or collectively may constitute sexual harassment at the workplace (whether \\\\\\\\ndirectly or by implication) namely:- \\\\\\\\na) Physical contact and advances \\\\\\\\nb) A demand or request for sexual favors \\\\\\\\nc) Making sexually colored remarks \\\\\\\\nd) Showing pornography \\\\\\\\ne) Any other unwelcome physical, verbal or non-verbal conduct of sexual nature' /n/n Link to policy document of Prevention of Sexual Harassment at Workplace : https://docs.google.com/document/d/1-pFkmGHrZWC5qLo7BUHYEFoIGLoZw0mMwiwwbQ8Eb_E/edit'",
  "'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'",
  "'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\u0092 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'",
  "'Application process \\\\\\\\n? Team members can apply for Vidya between 3 to 12 months before the start date of the program \\\\\\\\n? In order to apply for Vidya, team members must submit this form (https://docs.google.com/forms/d/e/1FAIpQLSftN1ZibYdNNEv_z7mUdLAmSPu6mlD5TnTM5JFdlGVuu5AhrQ/viewform?usp=sf_link) which captures details like \\\\\\\\ncourse, duration, university along with 2 essay-type questions: \\\\\\\\n? How will the program add value to the mission at Samagra upon your return? \\\\\\\\n? What are your long term (post 5 years after Masters) goals? \\\\\\\\n?",
  "How will the program add value to the mission at Samagra upon your return? \\\\\\\\n? What are your long term (post 5 years after Masters) goals? \\\\\\\\n? An email must also be dropped to the CEO\u0092s office and PO informing them about the application \\\\\\\\n? Within 1 month of form submission, a conversation will be held with the CEO / Chief of Staff to \\\\\\\\ndiscuss the application and arrive at a final decision shortly after' /n/n Link for vidya policy document - https://docs.google.com/document/d/1jiP3H-G2ixlquyRJ1XvuZNFLbu5SbJ_3jD3ZNE_CPxg/edit'",
  "'Commitment to the firm \\\\\\\\n? The team member would return to the firm at the same compensation and same designation \\\\\\\\nheld before leaving \\\\\\\\n? If the funding support has been sought for a period equal to or less than 12 months, then the \\\\\\\\nteam member will be obligated to work with the firm for at least a period of 12 months post \\\\\\\\ntheir graduate program \\\\\\\\n?",
  "If the funding support has been sought for a period more than 12 months, then the team \\\\\\\\nmember will be obligated to work with the firm for at least a period of 24 months post the \\\\\\\\ngraduate program' /n/n Link for vidya policy document - https://docs.google.com/document/d/1jiP3H-G2ixlquyRJ1XvuZNFLbu5SbJ_3jD3ZNE_CPxg/edit'",
  "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. Know where the other person is coming from\\n3. Provide context at the beginning of the call / meeting\\n4. Get convinced before the end of the call / meeting\\n5.",
  "Know where the other person is coming from\\n3. Provide context at the beginning of the call / meeting\\n4. Get convinced before the end of the call / meeting\\n5. Get done in one go, while keeping pace for more/nPdf_link: https://drive.google.com/file/d/1Ej0xe4exX8Sofz3JePnToBxx43o0CY8-/view?usp=drive_link /n /n /nSupporting_Collateral: https://docs.google.com/spreadsheets/d/1sDKhqG1zL85sFotzHEhXVROHbmQPCH9R8glLsCuVosQ/edit\\n\\nVideo_link:  https://youtu.be/OExn9BhoszM'",
  "MahaVakya\\nMake things simple and intuitive for the user\\n\\nPanchSutras\\n1. User centricity gets manifested in problem solving, outputs, communication & operations\\n2. User centricity is a muscle / way of thinking; it reflects in both macro as well as micro things\\n3. The skills is to marry your objective with the capabilities / motivations / context of the user\\n4. Develop a good understanding of the user & get into his or her shoes regularly / as needed\\n5.",
  "The skills is to marry your objective with the capabilities / motivations / context of the user\\n4. Develop a good understanding of the user & get into his or her shoes regularly / as needed\\n5. A good sanity check is to see if the thing is adding up / making sense for the user to not/nPdf_link: https://drive.google.com/file/d/1aCCOvB_-B3Guf7ZhXmTaluzde4Ypy-0N/view?usp=drive_link /n \\n\\nVideo_link:  https://drive.google.com/file/d/1A64WhSvtpcfyloxmUnQq_Z_WEwx_YiE_/view'",
  "'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\u0092s office.' /n/n Link for vidya policy document - https://docs.google.com/document/d/1jiP3H-G2ixlquyRJ1XvuZNFLbu5SbJ_3jD3ZNE_CPxg/edit'",
  "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-\\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\\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'",
  "'The Profit-Sharing Policy defines the mechanics of annual profit sharing in proportion to accumulated \\\\\\\\n\u0093Samagra Points\u0094. The sharing of profits based on the Samagra Points has been designed to incentivize \\\\\\\\ntenure, performance, and growth / seniority of team members in the organization. \\\\\\\\nDate of effect \\\\\\\\nThis policy will come into effect from FY 22-23 \\\\\\\\nTo begin with it is valid till FY 25-26, when it may undergo revisions \\\\\\\\nQualifying requirements \\\\\\\\nApplicable for the designation of Senior Consultant and above as per tables laid out in the Annexure. \\\\\\\\nThis policy is applicable for the Consulting Track, X Track & CEO\u0092s Office Track.'",
  "\\\\\\\\nThis policy is applicable for the Consulting Track, X Track & CEO\u0092s Office Track.' /n/n Link to profit sharing policy - https://docs.google.com/document/d/1sL7i3XqTUgCs7KNZMX0GS4loi6E57-gk3x1U4HfXFUM/edit'",
  "'General Details \\\\\\\\nThe purpose of this document is to cover the highlights of the Group Health Insurance Policy and \\\\\\\\ndocument the process for onboarding and claim \\\\\\\\n? Group Health Insurance policy \\\\\\\\n? Addition and Deletion from Insurance \\\\\\\\n? Downloading Health Card \\\\\\\\n? Claim Process \\\\\\\\n? Cashless Claim \\\\\\\\n? Reimbursement Claim \\\\\\\\n? Important POCs' /n/n Link to group health insurance link - https://docs.google.com/document/d/1ihhGBMtX870xVb8Od3FxhQn-oBIMhEO2veXRWFKW_3A/edit?usp=sharing'",
  "MahaVakya\\nBe user-centric and get basics right in v1, while keeping time for iterations\\n\\nPanchSutras\\n1. Neat and consistent formatting\\n2. Use of colors / conditional formatting\\n3. Filterable columns and pivot-friendly table\\n4. Less but precise text; drop-downs wherever possible\\n5. Summary / so-what of the table not to be missed/nPdf_link: https://drive.google.com/file/d/1J6J_8t8mcQNI-SH3TK1vNJ_9A4q1cujo/view?usp=drive_link \\n\\nVideo_link: https://youtu.be/KQ_IWzMogGo'",
  "'Laptop Provisioning Policy\\\\\\\\n\\\\\\\\nOverview\\\\\\\\nThis document lists the standard laptop provisioning policy, applicable to only Engineers and Graphic\\\\\\\\nDesigners at Samagra. All other team members at Samagra will be required to use their own laptops for\\\\\\\\nofficial work.''",
  "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.",
  "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'",
  "'Process applicability in case of Vidya\\\\\\\\nIn case a team member is pursuing their masters via the Vidya program:\\\\\\\\n? Team members will continue to retain their Samagra Points (if any) while pursuing their program\\\\\\\\n? No additional Samagra points will be awarded while they are pursuing their program\\\\\\\\n? Once the team members join back the firm, they\u0092d start from the same Samagra Points'  /n/n Link to profit sharing policy - https://docs.google.com/document/d/1sL7i3XqTUgCs7KNZMX0GS4loi6E57-gk3x1U4HfXFUM/edit'",
  "MahaVakya\\nBe user-centric and get basics right in v1, while keeping time for iterations\\n\\nPanchSutras\\n1. Action title to make only one specific point\\n2. Slide content to directly support the action title\\n3. Make it easy-to-read - structure, amount of text\\n4. Use visuals meaningfully; keep formatting tight\\n5. Avoid distractions; pre-empt potential questions/nPdf_link: https://drive.google.com/file/d/1pmDGFWpB_sWOzt6i_bh_u588KatPP0KH/view?usp=drive_link \\nVideo_link:  https://youtu.be/bsrynQ17Omw'",
  "'Addition and Deletion Process\\\\\\\\nThe registration of new joinees at the time of joining and removal of exiting team members at the\\\\\\\\ntime of leaving from the policy shall be taken care of by the organization.\\\\\\\\n\\\\\\\\n\\\\\\\\nDownloading Health Card\\\\\\\\nThe following steps can be followed by all team members to download their health card from the\\\\\\\\nICICI Lombard site.\\\\\\\\n1. Go to the ICICI Lombard portal: https://ilhc.icicilombard.com/Customer/iCard\\\\\\\\n2. Select the \\\\\\\\'Corporate\\\\\\\\' option\\\\\\\\n3.",
  "Go to the ICICI Lombard portal: https://ilhc.icicilombard.com/Customer/iCard\\\\\\\\n2. Select the \\\\\\\\'Corporate\\\\\\\\' option\\\\\\\\n3. Fill in the Emp/Consultant ID(refer this sheet - https://docs.google.com/spreadsheets/d/11YYRwTsjA4SLW-HhGI9TwhxfCatFe2MhkiecqNzb_XM/edit#gid=0), Date of Birth (only provide DOB and not\\\\\\\\nage) and Company Name (Samagra).\\\\\\\\n4. Save the soft copy as well as print a hard copy of the card for using at time of\\\\\\\\nhospitalization.'",
  "Save the soft copy as well as print a hard copy of the card for using at time of\\\\\\\\nhospitalization.' /n/n Link to group health insurance link - https://docs.google.com/document/d/1ihhGBMtX870xVb8Od3FxhQn-oBIMhEO2veXRWFKW_3A/edit?usp=sharing'",
  "'Email Management \\\\\\\\nThis section is relevant at the time of a team member leaving the organization. Please note the \\\\\\\\nfollowing: \\\\\\\\n1. The email id of the exiting team member would be suspended on exit+1 week. \\\\\\\\n2. For extension on non-suspension of email account due to pending engagement \\\\\\\\ndeliverables, please share an approval email at org@samagragovernance.in before the \\\\\\\\ndate of exit. \\\\\\\\n3. Suspended email ids of exit team member will be deleted in 2 months from date of exit. \\\\\\\\n4. Email data will not be transferred or stored in any drives for posterity.''",
  "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 \u2013 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'",
  "'Overview\\\\\\\\nEvery team member at Samagra has a G-Suite business account. This policy pertains to the\\\\\\\\nemail, data and groups associated with these google accounts, and guidelines for their\\\\\\\\nmanagement at different levels of a team member life cycle.''",
  "'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'",
  "MahaVakya\\nManaging self is the single biggest determinant of success\\n\\nPanchSutras\\n1. Take full 'responsibility' of your life; develop Samagra mindset\\n2. Take ownership of physical well being; develop mental resilience\\n3. Remember what is expected of you in your role; own your PD\\n4. Focus on time management and continuously getting better at it\\n5. Reflect through regular weekly & zoomed-out quarterly step-backs/nPdf_link: https://drive.google.com/file/d/1vsiXMzORFKP70aPEgRYdGJia9xCba4Jy/view?usp=drive_link /n /n /n'",
  "'For Team Members\\\\\\\\n1. When on an engagement:\\\\\\\\nSave all engagement related data in the team shared drive only.\\\\\\\\n2. While transitioning to another engagement:\\\\\\\\nPlease save/transfer all data related to the previous engagement in the\\\\\\\\nengagement-specific shared drive before transitioning out. Please ensure no data of\\\\\\\\nprevious engagement stays in the \u0093My Drive\u0094 section of your google account.''",
  "/n /n /n /nSupporting_Collateral: https://youtu.be/6Q-AImSJ7fA'",
  "Managing Self Well Being  Video_link: https://youtu.be/VlXQN2BsSgw'",
  "'For Managers\\\\\\\\n1. When on an engagement:\\\\\\\\na. Must ensure the usage of shared drive in the team.\\\\\\\\nb. Must add new team members to the shared drive giving them appropriate access\\\\\\\\nlevels.\\\\\\\\nc. Must revoke the access of transitioning/existing team members to the shared\\\\\\\\ndrive.\\\\\\\\n2. While transitioning to another engagement: \\\\\\\\na. Must hand over the access to the engagement shared drive to the new manager \\\\\\\\ntaking over the role. \\\\\\\\nb. Must ensure to transfer all engagement/relevant data to the relevant shared \\\\\\\\ndrive before transitioning out.''",
  "'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.",
  "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.''",
  "'Profit-Sharing mechanics \\\\\\\\n? At the time of appraisal discussions, team members will be informed of their rating \\\\\\\\n? Samagra Points can then be calculated by the individual based on the formula \\\\\\\\n? Once the appraisal cycle is complete across the firm, the total profit share for the year and the \\\\\\\\ntotal of Samagra Points in the firm (across all team members) will be declared in April \\\\\\\\n? Individual share of profits can then be calculated by the individual as per the following formula: \\\\\\\\n? Individual profit share (for a given FY) = (Total Samagra Points of individual / Total \\\\\\\\nSamagra Points in the firm)*Total profit share (for a given FY) \\\\\\\\n? There shall be no separate communication around individual share of profits \\\\\\\\n?",
  "There shall be no separate communication around individual share of profits \\\\\\\\n? There shall be no separate component of performance bonus in the annual compensation'  /n/n Link to profit sharing policy - https://docs.google.com/document/d/1sL7i3XqTUgCs7KNZMX0GS4loi6E57-gk3x1U4HfXFUM/edit'",
  "'5. \u0093Respondent\u0094 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\u0092s 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'",
  "'3. While Exiting the organisation: \\\\\\\\na. All engagement related data must be saved either in a shared drive or transfered \\\\\\\\nto the concerned manager before the date of exit. \\\\\\\\nb. Ownership of all confidential files that can\u0092t be put on shared drive must be \\\\\\\\ntransferred to the concerned manager. \\\\\\\\nc. All personal data must be transferred to the individual\u0092s local machine or google \\\\\\\\ndrive associated with personal email id. It must be deleted from the official drive. \\\\\\\\nd. 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. \\\\\\\\ne.",
  "\\\\\\\\ne. Must ensure that the official google drive is empty and does not have any \\\\\\\\npersonal or unassigned official data. Any data left unassigned in the drive will be \\\\\\\\ndeleted after 2 months from their date of exit. \\\\\\\\nf. Must not delete any official data from samagra drive. \\\\\\\\ng. Must ensure before exiting that their local machines do not have any official data \\\\\\\\nstored.''",
  "'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? \u0091Rating\u0092 will be the annual performance rating calculated as avg. of Sept, Mar ratings in that FY\\\\\\\\n? \u0091Rating Multiplier\u0092 will be a function of designation held at the time of appraisal in March cycle:\\\\\\\\n?",
  "of Sept, Mar ratings in that FY\\\\\\\\n? \u0091Rating Multiplier\u0092 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'",
  "'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''",
  "'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'",
  "/n /n /n /nSupporting_Collateral: https://docs.google.com/spreadsheets/d/1e5U21ofQNAbqq76PvKwLcBJgK-pLgtIoUH0KmscYRTg/edit  \\nVideo_link:  https://www.youtube.com/watch?v=doE773tfmO8'",
  "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'",
  "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 \u2013 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.",
  "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'",
  "MahaVakya\\nPrudent planning & productive work is key to time management\\n\\nPanchSutras\\n1.Know all the buckets for which dedicated time needs to be allocated\\n2.Build-in 20% chunky white spaces in your schedule for unplanned work\\n3.Block 3-4 hrs weekly (before team planning) for step-back & individual planning\\n4.",
  "Step-back : Workstreams : Team Processes : Org : Buffer :: 10:40:20:10:20\\n5.Key levers of productivity - develop clarity, sharpen skills, minimize wastage/nPdf_link: https://drive.google.com/file/d/11bhkuOtc7MjZTmLCzSp0oDULkdWp8dI1/view?usp=drive_link /n /n /nSupporting_Collateral: https://drive.google.com/file/d/1fkBx4f92ep9ej4yuES3SVT0ub_eRwStd/view?usp=drive_link\\n\\nVideo_link: https://youtu.be/En-auaCq63Q'",
  "Quarterly Strategy Discussion (QSD) \u2013 1\u20442 Day\\n\\nMahaVakya\\nObjective of the QSD is to clearly identify the 'what' and 'who'\\n\\nPanchSutras\\n1. TBD by the PL on the white-board with full-team in-person in one sitting\\n2. All milestones to be clarified and written on board basis pre-work by team\\n3. Marco milestones to be star marked & load balancing within team TBD live\\n4. All unknowns to be prioritised for generating clarity within the first 2 weeks\\n5.",
  "Marco milestones to be star marked & load balancing within team TBD live\\n4. All unknowns to be prioritised for generating clarity within the first 2 weeks\\n5. Macro milestones template & program dashboard to be updated same day\\n\\nMonthly Work Planning (MWP) - 4 Hours\\n\\nMahaVakya\\nObjective of MWP is to clearly identify specific 'what' and '(by) when'\\n\\nPanchSutras\\n1. TBD by the PL on the white-board with full-team in-person in one sitting\\n2. All commitments - org, external, team, personal - to be captured upfront\\n3. Milestones with dates & key meetings to be identified for each workstream\\n4. Front load; load balance across weeks; converge; keep 1 week buffer\\n5.",
  "Milestones with dates & key meetings to be identified for each workstream\\n4. Front load; load balance across weeks; converge; keep 1 week buffer\\n5. MWP to be captured in excel and validated by PL the same day\\n\\n\\nWeekly Planning Meeting (WPM) - 2 Hours\\n\\nMahaVakya\\nObjective of WPM is to get micro clarity on 'what', 'how' and 'when\u2019\\n\\nPanchSutras\\n1. TBD by the PC with full-team in-person at a fixed slot on Fridays\\n2. Key meetings - org, external, team, 1:1 - to be identified clearly\\n3. Intra-week micro milestones for each workstream to be captured\\n4.",
  "Key meetings - org, external, team, 1:1 - to be identified clearly\\n3. Intra-week micro milestones for each workstream to be captured\\n4. 33% white-spaces for PCs & 25% for team members to be built-in\\n5. PL to be informed on key touch points required during the week\\n\\n\\nWeekly Review Meeting (WRM) \u2013 2 Hours\\n\\nMahaVakya\\nObjective of WRM is to track progress & provide directional inputs\\n\\nPanchSutras\\n1. TBD by the PL with full-team at a fixed slot on Fridays\\n2. Color coded monthly work plan with linked collaterals to be the anchor\\n3. All workstreams to be covered every week; collaterals to be reviewed\\n4.",
  "Color coded monthly work plan with linked collaterals to be the anchor\\n3. All workstreams to be covered every week; collaterals to be reviewed\\n4. Directional inputs & decisions provided; deep-dives identified for later\\n5. Team members to prepare well for their updates; listen to all updates\\n\\nWeekly PS Meeting (WPSM) - 2-3 Hours\\n\\nMahaVakya\\nWPSM is the forum to get visibility & contribute to all workstreams\\n\\nPanchSutras\\n1. TBD in presence of the full team (with PL) at a fixed slot every week\\n2. Topics to be identified during the MWP & re-confirmed during the WPM\\n3. One-pagers with context, content & objective to be shared in advance\\n4.",
  "Topics to be identified during the MWP & re-confirmed during the WPM\\n3. One-pagers with context, content & objective to be shared in advance\\n4. PS to be anchored by the workstream owners on the whiteboard\\n5. All team members to contribute actively irrespective of tenure/nPdf_link: https://drive.google.com/file/d/1pdQ74onS6nfcJ_B7OsmrLRLRQDfM3S49/view?usp=drive_link /n /n /n\\n\\nVideo_link:  https://youtu.be/3Ql6lm-pAuE'",
  "MahaVakya\\nProcesses provide clarity and a sense of control to the program\\n\\nPanchSutras\\n1. The one non-negotiable in team working is regularity of processes\\n2. All processes to be done as envisaged without tweaks / modifications\\n3. Days and slots for all processes to be finalized during monthly planning\\n4. Team and individual calendars to be worked around the processes\\n5.",
  "Days and slots for all processes to be finalized during monthly planning\\n4. Team and individual calendars to be worked around the processes\\n5. Quality of program processes determines quality of team functioning/nPdf_link: https://drive.google.com/file/d/1FCHrT3hrFnApI6Ehh1p_bmxw19Y8o1oF/view?usp=drive_link /n /n /nSupporting_Collateral: https://docs.google.com/spreadsheets/d/1bB1cK34KzKNhccIL7GsBUiv1ju1jTbZ3QN7Yhgz63qQ/edit?usp=sharing\\n\\nVideo_link:  https://youtu.be/ALBgImBZnu4'",
  "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'",
  "MahaVakya\\nPC is the CCO of the team constantly providing micro clarity on \u2018what\u2019 & \u2018how\u2019\\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 \u2018why\u2019 behind the \u2018what\u2019 and the \u2018how\u2019 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'",
  "MahaVakya\\nMake Gurukul videos and PanchSutras common vocabulary in the team\\n\\nPanchSutras\\n1. Refer Gurukul notes every quarter to pick-up new learnings for practicing\\n2. Revisit a Gurukul video while pursuing a PD focus area identified for self\\n3. Watch Gurukul videos referred to by manager during PD 1:1s\\n4. Anchor content discussions on PanchSutras \u2013 ouputs, meeting prep etc.\\n5.",
  "Watch Gurukul videos referred to by manager during PD 1:1s\\n4. Anchor content discussions on PanchSutras \u2013 ouputs, meeting prep etc.\\n5. Make trees the default tool for top-down problem solving / structuring/nPdf_link: https://drive.google.com/file/d/17YTgmNZQymqtQ7Y9dt_4YoJtYYhx44u1/view?usp=drive_link \\n\\nVideo_link:  https://youtu.be/SVMuMGAPrFg'",
  "MahaVakya\\nWorkstream dashboard is meant for driving implementation (not just for reviews)\\n\\nPanchSutras\\n1. Limit # of key metrics; ensure they are representative of progress\\n2. Have additional metrics that help with operational diagnosis\\n3. Include source, reliability, target, trend graph & achievement (R/G)\\n4. Track weekly / fortnightly / monthly based on data availability\\n5. Align on insights & action items as part of monthly PL review/nPdf_link: https://drive.google.com/file/d/1OZJ-FZ6ADseeUf_HRKzMGJ5r6wciBQ4P/view?usp=drive_link \\n\\nVideo_link:  https://youtu.be/Tn0tJxdeDw0'",
  "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 \u201cwhy\u201d, \u201cwhat\u201d & \u201chow\u201d\\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.",
  "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\u2019t 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'",
  "MahaVakya\\nQuality of delivery should be independent of the workstream owner\\n\\nPanchSutras\\n1. \u2018Depth\u2019 & \u2018aspects to consider\u2019 are the two main dimensions of pushing thinking\\n2. Sharing specific thinking & defining outputs are the mechanics of pushing thinking\\n3. Referring to benchmarks & giving iterative feedback are mechanics for QC\\n4. Do not let anything pass if it does not meet the bar; set explicit exceptions\\n5. Role model at times (for important pieces) & demonstrate how it is done/nPdf_link: https://drive.google.com/file/d/1USpgGu1CIvPrPAaPOVqjEzytqnuQngIY/view?usp=drive_link \\nVideo_link:  https://youtu.be/ELYbDfUNifU'",
  "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.",
  "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.",
  "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.",
  "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.",
  "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.",
  "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. \u0093Act\u0094 refers to the Sexual Harassment of Women at Workplace (Prevention, Prohibition and \\\\\\\\nRedressal) Act 2013; \\\\\\\\n2. \u0093Policy\u0094 refers to this document;' For making a POSH complaint, you can reach out to the below-mentioned ICC members or POCs - \\n1. Shifali Thakkur: Presiding Member | +91\u00a099536\u00a012327, shifali@samagragovernance.in\\n2. Shailiza Mayal: Member | +91\u00a081054 52055, shailiza@samagragovernance.in\\n3. Aditya Chopra: Member | +91 85270\u00a034043, aditya@samagragovernance.in\\n4.",
  "Aditya Chopra: Member | +91 85270\u00a034043, aditya@samagragovernance.in\\n4. Nithya R.: External Member, nithya@serein.in\\n\\n/n/n Link to the poster: https://drive.google.com/file/d/17RvYAhnoEGI5ser9pVaWVgR3GatLuDnM/view?usp=drive_link\\n/n/n Link to policy document of Prevention of Sexual Harassment at Workplace : https://docs.google.com/document/d/1-pFkmGHrZWC5qLo7BUHYEFoIGLoZw0mMwiwwbQ8Eb_E/edit'",
  "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.",
  "\\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.",
  "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.",
  "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\u2019s Wellbeing Initiatives document - https://docs.google.com/document/d/1mzHZQMwcat4XCn9S0ogpcfRe6DoImE3rdWBl-dYwZZ0/edit'",
  "3. Cult.Fit (Cultpass LIVE): \\na. Access to LIVE workout sessions online (Dance, Yoga, Strength etc.)\\nb. Access to guided meditation sessions\\nc. Access to nutritious recipes online\\nd. Refer to the user guide (Cult Fit guide link - https://drive.google.com/file/d/12wW1zL0dcnyfMzCI-K0c4VVJ_pWBbwCd/view?usp=sharing) to set up your account\\n\\n4. Amaha: Amaha stands as your steadfast ally in mental health and holistic well-being. Beyond being a mere Employee Assistance Program, it serves as a vibrant and compassionate companion on your path to a more robust and joyful self. It provides a long list of services:\\na.",
  "Beyond being a mere Employee Assistance Program, it serves as a vibrant and compassionate companion on your path to a more robust and joyful self. It provides a long list of services:\\na. Counselling Services: Connect with licensed mental health professionals for confidential support and guidance.\\nb. Wellness Resources: A treasure trove of articles, webinars, and tools to empower your mental health journey.\\nc. Mobile App: Carry your well-being toolkit in your pocket.",
  "Wellness Resources: A treasure trove of articles, webinars, and tools to empower your mental health journey.\\nc. Mobile App: Carry your well-being toolkit in your pocket. Download the Amaha app on iOS and Android for instant access.\\n\\nTo kickstart your journey with Amaha, request you all to go through a short video (Amaha video link - https://drive.google.com/file/d/1wgkCPJbSMTlfvq5qlnWdWXP73aIaWS0i/view?ts=652e6810) that will introduce you to the platform and refer to the user guide (Amaha guide link - https://drive.google.com/file/d/1casB4eQC_RYAGeFmWkJengt2KNuC5SIR/view?usp=drive_link) to set up your account\\n\\nAlso to ensure the safety of all our employees we have a few safety guidelines in place which are good to know.",
  "Link to Employee Safety Guidelines document - https://drive.google.com/file/d/1_EdaDwpx8XQPyYr1lXE42kScD3ggSLOY/view?usp=sharing\\n\\nLink to Samagra\u2019s Wellbeing Initiatives document - https://docs.google.com/document/d/1mzHZQMwcat4XCn9S0ogpcfRe6DoImE3rdWBl-dYwZZ0/edit'",
  "'2. Ola/Uber (Booking POC \u0096 Self)\\\\\\\\n\\\\\\\\n2.1 Delhi (applicable to everyone working from Delhi Office) \u0096 \\\\\\\\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 \u0096 \\\\\\\\nNo Uber/Ola bookings from corporate accont on weekends;",
  "2 Program Location/ Non Program Location \u0096 \\\\\\\\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 \u0093Corporate/Business\\\\\\\\';",
  "wherever available\\\\\\\\n\\\\\\\\nWhile booking your trip, use the drop down list to mark your trip as \u0093Corporate/Business\\\\\\\\'; Payments for \u0093Corporate/Business\u0094 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.",
  "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''",
  "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 \u2013 pace, no openings for distraction, pre-empt questions\\n4. Align the content, form, and timing of collaterals to the oral narrative\\n5. Practice repeatedly!",
  "Control attention \u2013 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'",
  "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 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'",
  "MahaVakya\\nGet in the listener's shoes and then create a narrative to meet your objective\\n\\nPanchSutras\\n1. Link to relevant previous comm. & set agenda at appropriate depth\\n2. Keep context setting top-down & use it to prepare ground for core points\\n3. The core points must make sense for the listener from where (s)he stands\\n4. Anticipate the said and unsaid response from the listener & address both\\n5. Play-out and refine the narrative in your head multiple times beforehand/nPdf_link: https://drive.google.com/file/d/1BTl06HXe4aSsaZlakdmwmHALj59_JK8u/view?usp=drive_link \\n\\nVideo_link:  https://youtu.be/WN2bDyka7qQ'",
  "'The team member will be expected to serve the above mentioned time period at the firm right\\\\\\\\nafter the completion of the program i.e., the team member shall not engage professionally with\\\\\\\\nany other firm in the break\\\\\\\\n? In case the team member fails to complete the above commitment, he / she shall be liable to\\\\\\\\npay 1.5 times the amount that was provided by the firm as financial support\\\\\\\\n? Before the team member leaves for the program, there shall be a discussion to align on activities\\\\\\\\nthat they may undertake on campus to contribute to the firm, including not limited to:\\\\\\\\n? Authoring articles / doing research with professors on any of the Samagra programs\\\\\\\\n? Sharing learnings and experiences from Samagra at the campus and vice versa\\\\\\\\n?",
  "Authoring articles / doing research with professors on any of the Samagra programs\\\\\\\\n? Sharing learnings and experiences from Samagra at the campus and vice versa\\\\\\\\n? Facilitating recruitment of students from the cohort for Samagra' /n/n Link for vidya policy document - https://docs.google.com/document/d/1jiP3H-G2ixlquyRJ1XvuZNFLbu5SbJ_3jD3ZNE_CPxg/edit'",
  "MahaVakya\\nPolicies & firm resources are to enable work; they are not a stand-alone value proposition\\n\\nPanchSutras\\n1. Policies to be implemented not just in letter, but also in their spirit\\n2. Wastage of firm resources even within policy to be treated as violation policy\\n3. Litmus test of an expense is if one can own it up in Townhall without any hesitation\\n4. When in doubt, err on the side of being conservative; ask from informed people\\n5. Breach of policy is treated as a breach of integrity / values; be over cautious\\n\\n/n/n PDF_Link - https://drive.google.com/file/d/1qE5-ZXiZ_aULsG0SEbBhp3fvveoGQh_z/view?usp=drive_link'",
  "MahaVakya\\nDeep understanding of users to form the basis of all our design & implementation thinking\\n\\nPanchSutras\\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.",
  "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 \\n\\nVideo_link: https://www.youtube.com/watch?v=mUPMO8r5Sjs'",
  "'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?",
  "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'",
  "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 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'",
  "'15) In addition to the above, the following acts below are also considered sexual harassment in \\\\\\\\nthe workplace.",
  "'15) In addition to the above, the following acts below are also considered sexual harassment in \\\\\\\\nthe workplace. This includes but is not restricted to, \\\\\\\\na) Unwelcome sexual advances (verbal, written, or physical) \\\\\\\\nb) Sexually colored remarks, including but not limited to vulgar/indecent jokes; \\\\\\\\ninnuendos or taunts; letters, phone calls, text messages, e-mails with a sexual \\\\\\\\nmessage, and sexually suggestive gesture \\\\\\\\nc) Showing pornographic content or the like \\\\\\\\nd) Any other unwelcome physical, verbal, or nonverbal sexually-oriented conduct, \\\\\\\\nincluding but not limited to teasing, voyeurism, physical confinement \\\\\\\\ne) Unwelcome physical contact and advances such as touching, stalking, sounds that \\\\\\\\nmight have implicit/explicit sexual connotation/overtones \\\\\\\\nIgnorance of this Policy will not be considered an excuse during an incident.'",
  "/n/n Link to policy document of Prevention of Sexual Harassment at Workplace : https://docs.google.com/document/d/1-pFkmGHrZWC5qLo7BUHYEFoIGLoZw0mMwiwwbQ8Eb_E/edit'",
  "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'",
  "'Samagra dress code -  Smart Casual for men:  \\\\\\\\nWhere to wear:\\\\\\\\n- Internal meetings in Delhi office (including video calls) \\\\\\\\n- Org forums like townhall, Gurukul, Sanskar etc\\\\\\\\n\\\\\\\\nWhat to wear : \\\\\\\\n- Mandarian/Polo/round neck shirt or t-shirt \\\\\\\\n- Jeans/ Kurta pyjama \\\\\\\\n- Denim or quilted jacket/ sweatshirt \\\\\\\\n- Sandal/ sneaker\\\\\\\\n\\\\\\\\nWhat not to wear: \\\\\\\\n- Bold prints/Flashy colours \\\\\\\\n- Accessories /Piercing \\\\\\\\n- Tight or ill-fitted garment/ V-neck shirt \\\\\\\\n- Short cargo pants\\\\\\\\n\\\\\\\\nGeneral instructions:\\\\\\\\n1.",
  "Men must ensure a trimmed hairdo and women must ensure a neat hairdo \\\\\\\\n2. Men must ether keep clean shave or a well-groomed & trimmed beard \\\\\\\\n3. Everyone must ensure wearing well ironed clothes ''",
  "MahaVakya\\nMake things simple and intuitive for the user\\n\\nPanchSutras\\n1. User centricity gets manifested in problem solving, outputs, communication & operations\\n2. User centricity is a muscle / way of thinking; it reflects in both macro as well as micro things\\n3. The skills is to marry your objective with the capabilities / motivations / context of the user\\n4. Develop a good understanding of the user & get into his or her shoes regularly / as needed\\n5.",
  "The skills is to marry your objective with the capabilities / motivations / context of the user\\n4. Develop a good understanding of the user & get into his or her shoes regularly / as needed\\n5. A good sanity check is to see if the thing is adding up / making sense for the user to not/nPdf_link: https://drive.google.com/file/d/1aCCOvB_-B3Guf7ZhXmTaluzde4Ypy-0N/view?usp=drive_link \\n\\nVideo_link:  https://youtu.be/FbE-BmdOFKs'",
  "MahaVakya\\nRun the program as per Samagra org constructs in letter and spirit\\n\\nPanchSutras\\n1. Constantly providing micro clarity on the \u2018what\u2019 and the \u2018how\\n2. Defining outputs & iterating on them till benchmarks are achieved\\n3. Co-working with stakeholders to achieve higher benchmarks\\n4. Supporting, role modelling and coaching team members\\n5. Sensing risks early and mitigating them in a timely manner/nPdf_link: https://drive.google.com/file/d/1JBbGY_XsPw3FMovfUXapX5tJYZixz8AF/view \\n\\nVideo_link: https://www.youtube.com/watch?v=HCgM4t71K4Y'",
  "MahaVakya\\nThe buck stops at PLs on impact, stakeholder and team\\n\\nPanchSutras\\n1. Deciding \u2018what\u2019 is to be done and ensuring progress against the same\\n2. Pushing the thinking of the team on \u2018depth\u2019 and on \u2018aspects to consider\u2019\\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'",
  "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\u2019t 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'",
  "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'",
  "'Vendor Bills \\\\\\\\n- Any request for vendor payments has to be supported by GST Bill and agreement (wherever applicable) as soon as you get it irrespective whether payments to be made now or later. We always confirm before adding payment of any irregular vendor payments. \\\\\\\\n- For Guest house caretaker and cook, submit a voucher mentioning name, address, month, amount, recipient signature with their PAN card (if exceeding Rs. 8000 per month). \\\\\\\\n- A monthly expense list of purchases will be sent to the guest house manager for sharing purposes with other team members.''",
  "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!",
  "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'",
  "'Welcome to Samagra! This document enlists the basic guidelines to be kept in mind as you work at Samagra.\\\\\\\\nThings to remember when in Delhi Office\\\\\\\\n1. Office Conduct: Maintaining professionalism is of utmost importance at Samagra. Below is a\\\\\\\\nlist (not entirely limited) of things that we must keep in mind as our basic code of conduct:\\\\\\\\na. Starting our day at 9:30 am on weekdays from all locations including and not limited\\\\\\\\nto Guesthouse, Government Office, Delhi Office etc.\\\\\\\\nb. Adhering to the Dress Code when at work (refer Annexure 1)\\\\\\\\nc. Taking the first flight in on Mondays and last flight out on Fridays, to and from\\\\\\\\nprogram locations\\\\\\\\nd.",
  "Taking the first flight in on Mondays and last flight out on Fridays, to and from\\\\\\\\nprogram locations\\\\\\\\nd. For a cab location like Chandigarh (which involves train travel as per policy), reaching\\\\\\\\nby 11:00 am on Mondays and leaving on Friday evenings post all meetings\\\\\\\\ne. Marking all leaves on the prescribed system without fail\\\\\\\\nf. Responding to group requests / calls-to-action without need for any reminders\\\\\\\\ng. Closing the loop on all communications coming your way\\\\\\\\nh.",
  "Marking all leaves on the prescribed system without fail\\\\\\\\nf. Responding to group requests / calls-to-action without need for any reminders\\\\\\\\ng. Closing the loop on all communications coming your way\\\\\\\\nh. Being conscientious and doing all of the above on our own without waiting for\\\\\\\\nanyone to point out' /n/n Link for Basic Guidelines to Start at Samagra: https://docs.google.com/document/d/1DX4C_PFzItsg4amFk2B31gxZlGk9869dEDhGI8hxBgg/edit'",
  "Engagement Model: Describes the key characteristics of our programs.\\nWe initiate a program only when there is a strong pull from the government leadership on a topic. Our programs\\nare ~2-3 years long with a clearly defined goal and corresponding success metrics. They involve a combination of\\nadministrative and technical initiatives. We focus on first catalyzing and then sustaining change in the system./nVideo_link: https://youtu.be/4qTrBzw6xWs /n /nSlide_link: https://drive.google.com/file/d/1xVeyeTT1ZFEuzDvQZc3ETOQOBnWO6ZKU/view?usp=sharing /n'",
  "'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\u0092t have a date of expense, your/samagra name and amount are not acceptable.",
  "(payment can not be claimed on behalf of another person). Screenshots that don\u0092t 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 \u0093Description\u0094 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 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.",
  "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.",
  "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\u0092t 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''",
  "Mission: Articulates Samagra\u2019s 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'",
  "'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'",
  "'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\u0094 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.",
  "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.''",
  "'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.",
  "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 \u0096 None\\\\\\\\n\\\\\\\\n' /n/n Link to Samagra expense policy - https://docs.google.com/spreadsheets/d/1kXGRiKX5rG6l2KUXL6sAWpPpHxLrY2CjBmevgLo4cvA/edit#gid=0'",
  "'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.",
  "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''",
  "'Format for sending the material\\\\\\\\nNote: In case Hindi is the preferred language, then email the text in Hindi script (copy-pasteable)\\\\\\\\nPowerPoint presentation\\\\\\\\n? Email a single all encompassing .pptx file\\\\\\\\n? The file can consist of two kinds of slides: existing and new\\\\\\\\n? For old slides, just add that old slide in the .pptx file in relevant order\\\\\\\\n? For new slides, please add a hand-drawn image in the .pptx file in the relevant order\\\\\\\\n? Put selected images, screenshots etc directly on relevant slides\\\\\\\\n? Write comments in a \u0091square box\u0092 besides each slide (as applicable)\\\\\\\\n? Share any other overall inputs in the email text\\\\\\\\n?",
  "Write comments in a \u0091square box\u0092 besides each slide (as applicable)\\\\\\\\n? Share any other overall inputs in the email text\\\\\\\\n? Share existing reference presentation(s), if any'  /n/n Link for guidelines for graphic design - https://docs.google.com/document/d/19vs33cF6b9QOt2zNMnqA071fidAWw_nSkd339fEZMMs/edit'",
  "'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.",
  "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.",
  "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.",
  "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 \u0091keyword\u0092 which is easily searchable''",
  "'Data Management Process\\\\\\\\nGuidelines for Data Management\\\\\\\\nAll data related to the firm (engagement / non-engagement related) shall be saved on shared\\\\\\\\ndrives, an organizational structure within Google Drive. In case a shared drive needs to be set\\\\\\\\nup, kindly follow these steps (https://support.google.com/a/users/answer/9310249?hl=en). Please note that all government, funding partner and\\\\\\\\nimplementation partner data is confidential and a property of Samagra and therefore must be\\\\\\\\nhandled prudently. Following steps must be followed by all managers and team members at\\\\\\\\ndifferent stages in Samagra:''",
  "'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.",
  "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'",
  "'B. Expectation from Requester on Type of the Request \\\\\\\\n1. Please provide content as per format specified in section D of this document \\\\\\\\n2. Provide adequate content for slide/infographic space utilization \\\\\\\\n3. Please submit the input material as per committed timeline \\\\\\\\n\\\\\\\\n4. Make the minor edits (color/font size) yourself once you receive a design draft from the \\\\\\\\nGraphic Designer \\\\\\\\n5. Leverage existing material listed below while creating a collateral. You can also use these to \\\\\\\\nprovide examples to Graphic Designer on the kind of output you want. Here\u0092s the list: \\\\\\\\na.",
  "You can also use these to \\\\\\\\nprovide examples to Graphic Designer on the kind of output you want. Here\u0092s the list: \\\\\\\\na. Icons (https://drive.google.com/drive/folders/1ssZv0H-M5rxHhRuDgGhCLxfwEk7X3Uod?usp=sharing)\\\\\\\\nb. Slide layout (https://drive.google.com/drive/folders/1JtVbJcUYSGf455f8AGvgPFLbNRv8ks-2?usp=sharing)\\\\\\\\nc. Map Library (https://drive.google.com/drive/folders/1jy5Z2urxP3DCCvfgh0XvWFoncwtjJRQv?usp=sharing) \\\\\\\\nd.",
  "Logos (https://drive.google.com/drive/folders/10eD0uulv-qKqt3s0aCLvzKbdjiAutdMu?usp=sharing) \\\\\\\\ne. Engagement Templates (https://drive.google.com/drive/folders/1GEeKLENY3Qx6hLzRDm2n8BVkjkbXKsf2?usp=sharing) \\\\\\\\nf. Infographics Library (https://drive.google.com/drive/folders/1xYmyV112FFr2YAK6e1DLnW_YsfLkI7ZR?usp=sharing) (available as base files in presentation mode for easy use) \\\\\\\\ng.",
  "Video Library (https://drive.google.com/drive/folders/1l8eTExHvubxlysL7oB9HMscH0UFtOVlY?usp=sharing)'  /n/n Link for guidelines for graphic design - https://docs.google.com/document/d/19vs33cF6b9QOt2zNMnqA071fidAWw_nSkd339fEZMMs/edit'",
  "'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.",
  "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.'",
  "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'",
  "'Infographic/Poster \\\\\\\\n? Create hand-drawn image of the infographic/poster \\\\\\\\n? Select any relevant images, graphs etc that are to be used \\\\\\\\n? Email all the above files in a single zip folder \\\\\\\\n? Share overall inputs in the email text \\\\\\\\n? Share existing reference infographic/poster(s), if any \\\\\\\\nLogo \\\\\\\\n? Explain the requirement directly in the email text \\\\\\\\nVideo editing \\\\\\\\n? Email the raw footage (ideally cut) \\\\\\\\n? Explain the requirement directly in the email text'  /n/n Link for guidelines for graphic design - https://docs.google.com/document/d/19vs33cF6b9QOt2zNMnqA071fidAWw_nSkd339fEZMMs/edit'",
  "'Feedback Process for Designer and Requester Teams \\\\\\\\nFor Requester \\\\\\\\nMonthly feedback will be taken from Graphic Designer on his experience with engagement teams. In \\\\\\\\ncase of issue, it shall be escalated to the concerned manager. Then, it shall be the responsibility of \\\\\\\\nthe manager to take necessary action and in general, ensure team\u0092s compliance on the above \\\\\\\\nmentioned guidelines. \\\\\\\\nFor Designer \\\\\\\\nA feedback form (https://docs.google.com/forms/d/e/1FAIpQLScyZbwqqtIJuNnUgZ42jpuESGZFt1NqZg6Oy-Ur-tt5GlhdXw/viewform) shall be circulated on a quarterly basis with all teams for sharing feedback on \\\\\\\\nprocess and quality of graphic designing.",
  "Managers are expected to discuss with the team and \\\\\\\\nshare feedback on behalf of the teams.'  /n/n Link for guidelines for graphic design - https://docs.google.com/document/d/19vs33cF6b9QOt2zNMnqA071fidAWw_nSkd339fEZMMs/edit'",
  "'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'",
  "'Guest house expenses - Other \\\\\\\\nAmazon corporate account - Firm's corporate account must be used for all official Amazon purchases for guesthouses mentioning Samagra GST no. - 07AASCS5052P1ZJ, Billing add. as Delhi and Delivery address as the respective guesthouse. \\\\\\\\nTeam well-being / entertainment budget: Every guest house has a pre-allotted annual team budget of up to Rs. 10,000/- which can be used for well-being related activities and entertainment. \\\\\\\\n- The guesthouse manager must keep track of this budget, update assets list if exceeding Rs. 1,500 and follow the Happay guidelines.\\\\\\\\n- This budget can be expensed through personal account and reimbursed through Happay portal;",
  "1,500 and follow the Happay guidelines.\\\\\\\\n- This budget can be expensed through personal account and reimbursed through Happay portal; not to be spent through the Corporate card\\\\\\\\n- All non-guest house expenses are to be made by team members through their personal account; reimbursements will continue to happen on Happay portal with appropriate bills.\\\\n\\\\nSamagra Expense Policy - Guest house expenses [Here](https://docs.google.com/spreadsheets/d/1kXGRiKX5rG6l2KUXL6sAWpPpHxLrY2CjBmevgLo4cvA/edit#gid=0)\\\\n' /n/n Link to Guest house master sheet (has list of guest houses) - https://docs.google.",
  "google.com/spreadsheets/d/1o-UQ9RPm7c0DU3yAtnskVLUTvql79Q_gmJ2oiWvSmnE/edit#gid=0'",
  "'Guest House expenses - Staff \\\\\\\\nFor guest house caretaker and cook, submit a voucher every month mentioning name, address, month, amount, recipient signature with their PAN card (if exceeding Rs. 8000 per month). \\\\\\\\n\\\\\\\\nSelection of new staff by guesthouse manager and PL (with Accounts team in loop) \\\\\\\\n- GH manager to scout and shortlist a reliable manpower supply contractor that follows social security compliances. Preferably hire a full time staff who can perform multiple tasks such as Cook, Cleaner etc. post police verification. \\\\\\\\n- If the above is not feasible then take an independent self-employed person as a contractor who will perform multiple tasks such as Cook, Cleaner etc. A simple agreement shall be entered with the respective person along with reference from landlord and police verification.",
  "A simple agreement shall be entered with the respective person along with reference from landlord and police verification. \\\\\\\\n- The cost should be finalised after discussion with the Accounts team - for an amount less than average of existing guesthouse support staff across locations and should not exceed INR 20,000/month. \\\\\\\\n\\\\\\\\nAnnual increments for the existing staff (with Accounts team in loop) \\\\\\\\nIncase total cost for all support staff (cook+cleaner+caretaker+gardener etc.) is less than INR 20,000/month: \\\\\\\\n- Upper cap: The total cost should not exceed INR 20000/- per month for guesthouses with upto 4 rooms (including kitchen + washrooms). \\\\\\\\n- Rs.",
  "\\\\\\\\n- Rs. 500 per additional room may be added in the upper cap incase of extra rooms being added within the guesthouse. \\\\\\\\n- Annual increment can be given in the range of 5% or INR 1000 (whichever is less and not exceeding the total INR20,000) for existing full time contractors after revisiting/reviewing selection steps mentioned above. \\\\\\\\nIncase total cost for all support staff (cook+cleaner+caretaker+gardener etc.) is more than INR 20,000/month \\\\\\\\n- No salary increment shall be provided to staff. \\\\\\\\n- Rs.",
  "is more than INR 20,000/month \\\\\\\\n- No salary increment shall be provided to staff. \\\\\\\\n- Rs. 500 per additional room can be added in the upper cap incase of extra rooms being added.\\\\n\\\\nSamagra Expense Policy (https://docs.google.com/spreadsheets/d/1kXGRiKX5rG6l2KUXL6sAWpPpHxLrY2CjBmevgLo4cvA/edit#gid=0)' /n/n Link to Guest house master sheet (has list of guest houses) - https://docs.google.com/spreadsheets/d/1o-UQ9RPm7c0DU3yAtnskVLUTvql79Q_gmJ2oiWvSmnE/edit#gid=0'",
  "'New Guesthouse Setup \\\\\\\\n\\\\\\\\nStandard principles for new guesthouse selection / Annual renewals for existing ones: \\\\\\\\n- Recce and negotiations to be owned by the Program Lead with the help of Accounts team. \\\\\\\\n- OD team will support in finding the GH with phone/online search; request for support and set up to be raised to operations@samagragovernance.in. \\\\\\\\n- While selecting a new guesthouse in an existing state, rent should be the same as the existing one unless more rooms are being added. Rent should be negotiated keeping in mind the need for additional rooms, travel convenience, safety, locality etc. Per room cost should be specifically negotiated considering shifting costs & project duration.",
  "Rent should be negotiated keeping in mind the need for additional rooms, travel convenience, safety, locality etc. Per room cost should be specifically negotiated considering shifting costs & project duration. \\\\\\\\n- While selecting a new GH in a new state, suitable options must be explored considering location, distance from government office, safety, facility, transport availability with local broker and pre-confirmed fair market rentals in that specific / similar location through online websites (magic bricks, 99acre.com). \\\\\\\\n- Property should be able to accommodate the full-time team and the PL along with the provision of 1 extra room to buffer in additional requirements. \\\\\\\\n- Property should be suitably furnished i.e.",
  "\\\\\\\\n- Property should be able to accommodate the full-time team and the PL along with the provision of 1 extra room to buffer in additional requirements. \\\\\\\\n- Property should be suitably furnished i.e. with curtains, bed, mattresses, table, sofa, RO water connection, AC fittings (make sure every thing which requires structural alteration / repairing has been done by the landlord before handover). \\\\\\\\n- Suitable videos / photos of property and locality must be shared to support shortlisting decisions. Guest house manager to ensure inclusion of maximum number of items (as per furnished GH item list) in agreement while selecting the GH. \\\\\\\\n- For annual renewals or maintenance, the landlord takes up maximum responsibility as per GH item list.",
  "\\\\\\\\n- For annual renewals or maintenance, the landlord takes up maximum responsibility as per GH item list. \\\\\\\\n- After taking into account the feasibility of location and landlord\u0092s proposal on listed property, fill google form (Pre-GH Selection form) and submit to accounts team along with property videos & locality photos/videos and photo of specific/similar photo from online website for comparison. \\\\\\\\n- Best search property would be with a lower per room cost than average of other existing GHs without compromising on eligibility points mentioned above. \\\\\\\\n- Final negotiations, items inclusion and contract drafting to be facilitated by accounts in consultation with PL, PO and Landlord. Appropriate documents must be collected and uploaded as per the GH - Landlord Documents form.",
  "Appropriate documents must be collected and uploaded as per the GH - Landlord Documents form. \\\\\\\\n- Annual increment of rent to be in the range of 5% to 7.5% for first renewal.",
  "\\\\\\\\n- Annual increment of rent to be in the range of 5% to 7.5% for first renewal. Subsequent renewals would be at 2.5% for each subsequent year upto minimum of 2.5% to make sure we are at par with fair market value.\\\\nSamagra Expense Policy - New Guest house setup [Here](https://docs.google.com/spreadsheets/d/1kXGRiKX5rG6l2KUXL6sAWpPpHxLrY2CjBmevgLo4cvA/edit#gid=0)\\\\n\\\\nGuest House - Master Sheet - [here](https://docs.google.com/spreadsheets/d/1o-UQ9RPm7c0DU3yAtnskVLUTvql79Q_gmJ2oiWvSmnE/edit#gid=0)\\\\n''",
  "For Samagra core and constructs please refer to this [link](https://docs.google.com/document/d/1l3cZ2ZRUDPg4JcTtbNan6TA2GbZ7HfBU/edit?usp=sharing&ouid=102506617973003687757&rtpof=true&sd=true)'",
  "MahaVakya\\nQuality of outputs should be independent of workstream owner\\n\\nPanchSutras\\n1. Set expectations upfront and do not let any sub-optimal output pass\\n2. Defining / drawing outputs for team members is a key role of a PC\\n3. Start well in advance and lease sufficient time for iterations\\n4. Refer to PanchSutras & benchmark outputs; link explicitly to PD\\n5. Own anchor outputs; think through creative user-centric representations/nPdf_link: https://drive.google.com/file/d/1U5nZR8b2tt3MUh2Hex8ngz-vB1sKa-t4/view?usp=drive_link \\nVideo_link:  https://www.youtube.com/watch?v=TykHI6H2qtk'",
  "'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.",
  "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\u0092s 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'",
  "Team pulse is an anonymous and point-in-time feedback about how the respective teams have been evolving and coming together to create #ImpactAtScale vis-a-vis their own well-being through it all. For more details, refer to this voice note: https://drive.google.com/file/d/1mifxXjB4mNX9vSU6Uo2k6-wWH-9oikf8/view?usp=drive_link.\\nWhat is the outcome of the Team Pulse survey - Team pulse survey responses will be viewed collectively as a team. The results are shared with PCs and PLs, then time is blocked with the team and the Program Coordinator (PC) and Program Lead (PL) lead the discussion on the Team Pulse scores understanding the reason for the scores and aligning on forward-looking action items to improve team's current pulse.",
  "This should include a discussion on Team Norms and if the same needs to be revised. The deadline to fill the Team Surve is 2nd May 2024. The window to discuss Team Pulse is 9th to 31st May 2024. Please reach out to OD team (Sanchita) incase any question is not clear or seems irrelevant at present'",
  "Team Feedback - \\'Quarterly Team Feedback is a Samagra Team Process that offers an explicit opportunity to every team member to offer constructive feedback to other team members and understand the impact of individual behaviors. This exercise includes managers as well.",
  "This exercise includes managers as well. \\n\\nThe objective of this process is:\\nTo increase trust and collaboration within the team\\nTo increase awareness about individual behaviors and its impact\\nTo support each other in professional/personal development\\nTo discuss ways of making the team more effective\\n\\nFor more details refer to this document: https://docs.google.com/document/d/1ytkqgJNkIH0le9JYTjZ7xY_Iga_zNEtQ3Je30XaI0g0/edit\\n\\nTeam Feedback participants\\t- All current team members along with Program Coordinator\\nIs there a set process to do Team Feedback\\t\\'Quarterly Team Feedback should be held around the time of Quarterly Strategy Discussion - The team should buffer in sufficient time for this discussion. Below mentioned steps should be followed while having the Team Feedback Session:\\n1.",
  "Below mentioned steps should be followed while having the Team Feedback Session:\\n1. All team members sit together in a circular arrangement\\n2. The team starts with any team member\\n3. Then every team member  gives positive feedback for her/him\\n4. Then every team member gives areas of improvement for her/him\\n5. Likewise, the same is repeated for each team member (including the manager)\\n6. After this, the team can discuss how to make its functioning more effective\\''",
  "Team Norms are a set of habits, behaviours & expectations set by team members themselves on their way(s) of working. \\n\\nTeam Norms are important to build & reinforce: \\nWell-being: Team members collectively ensure each other\u2019s physical & mental well-being\\nProfessionalism: Team members collectively uphold Samagra way of working\\nTeam Cohesion: Team members trust and appreciate each other\\n\\nTeams should collectively adhere to these norms and revise them (if needed) at the time of Team Pulse discussion. For more details ref to: https://drive.google.com/file/d/17cdqu1PBlW5tSIOD941F4dpBjPIHTeix/view?usp=sharing\\n\\nWho creates Team Norms - Team members together along with Program Coordinators create the norms '",
  "'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?",
  "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?",
  "Leaves \\\\\\\\naccumulated in excess of 45 days will be encashed in the next applicable payment cycle. \\\\\\\\n? In case a team member\u0092s 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?",
  "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'",
  "'Exit/resignation process:\\\\\\\\n1. The team member must first discuss and align with the Program Lead upon deciding to exit from\\\\\\\\nthe organization.\\\\\\\\n2. Post that, Please access Exit Management on Zoho and initiate a new resignation request. Upon submission, your request will be forwarded to your manager for approval. Your manager will then confirm the final relieving date and approve your request. Approximately 15 days prior to your confirmed relieving date, the system will provide you with an exit checklist to complete the necessary steps for your exit process.\\nhttps://docs.google.com/document/d/1Fqa1FBqUVFJGq0uDqwFqF3rW_t7_zu4xXC9KMKY_lIM/edit#heading=h.5kumi7cfdp5o.'",
  "'5. Flight (Booking Self through FCM Portal) \\\\\\\\n\\\\\\\\n5.1 To and fro Program Location to Delhi and Program Location/ Non Program Location (District Visits)\\\\\\\\nFlybacks covered in case of firm mandated travel for engineers, graphic designer only to and fro from one declared base location and Delhi/any other location for official meetings; Flybacks (not accommodation) covered in case of Townhalls for Process Associates.\\\\\\\\n\\\\\\\\nNon firm-mandated flybacks for consultants\\\\\\\\n- 12 round trips to base location i.e. Delhi (calculated on pro-rata basis for those who join in the middle of the financial year) provided annually\\\\\\\\n\\\\\\\\n-To be utilized within the financial year (Apr-Mar). In case any round trip remains unutilised,",
  "In case any round trip remains unutilised, they will not be carried forward to the following year\\\\\\\\n\\\\\\\\n- In case of exit, if a team member has utilized extra round trips than eligible at the time of exit (calculated for the ongoing FY on a pro-rata basis), then an equivalent amount will be deducted from the full and final settlement\\\\\\\\n\\\\\\\\n- In case you are married, travel between the program location and base location (Delhi) every weekend is covered by the firm\\\\\\\\n\\\\\\\\nRolled out in Sep 2023\\\\\\\\n- No flight travel for District Visits;",
  "travel between the program location and base location (Delhi) every weekend is covered by the firm\\\\\\\\n\\\\\\\\nRolled out in Sep 2023\\\\\\\\n- No flight travel for District Visits; travel by train or cab to continue (untill further notice)\\\\\\\\n- Only 3 non-firm mandated fly backs to be allowed between now and 31st Mar 2024\\\\\\\\n- No non-firm mandated flight bookings within 5 days of travel; all request for approvals to be declined (untill further notice)\\\\\\\\n- Minimize inter-city to the extent possible and avoid travel to non-program locations\\\\\\\\n\\\\\\\\nAll team members expected to make bookings for townhall 1-month in advance; in case of late booking,",
  "in case of late booking, 50% cost to be adjusted in salary\\\\\\\\n\\\\\\\\nNo kind of travel (including flybacks) is transferable or carried forward\\\\\\\\n' Link to Samagra expense policy - https://docs.google.com/spreadsheets/d/1kXGRiKX5rG6l2KUXL6sAWpPpHxLrY2CjBmevgLo4cvA/edit#gid=0'",
  "All the work that XT does is in collaboration with program teams, hence a common language is necessary using which both the teams can be on the same page, follow the process and get things done to create impact. X toolkit contains the list of all the activities along with the expected turn around time, with necessary input and output templates for the steps required in creating a product.'",
  "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.",
  "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,",
  "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.",
  "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'",
  "'Accomodation - Program Location \\\\\\\\n- Samagra provides a fully furnished bachelor accommodation at its guest house at every program location (excluding Delhi). The facilities available in guest houses can be found here.\\\\\\\\n- There is a designated Guest House Manager from among the associates in the engagement team, and he/she is responsible for undertaking all expenses for the guest house.\\\\\\\\n- All personal toiletries beyond the basic ones (handwash liquid, toilet paper etc) which are more individualistic such as shampoo, facewash etc are to be taken care of on your own and are not reimbursed by Samagra.\\\\\\\\n\\\\\\\\n1.2.3 Process Associates\\\\\\\\n- You are required to take care of your accommodation at the primary program location.'",
  "/n/n Link to Samagra expense policy - https://docs.google.com/spreadsheets/d/1kXGRiKX5rG6l2KUXL6sAWpPpHxLrY2CjBmevgLo4cvA/edit#gid=0'",
  "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'",
  "Professional Development (PD) frequency is as follows:\\nPCs to do a  detailed catchup once every month followed by a quick catch up 15 days post that\\nPLs to do a 1:1 session once every month\\nFor teams under Samagra X, PO to do 1:1 once every quarter\\n\\nLink to Coaching 1:1 Tracker:https://docs.google.com/spreadsheets/d/1e5U21ofQNAbqq76PvKwLcBJgK-pLgtIoUH0KmscYRTg/edit#gid=143044703\\n\\nLink to Samagra Compendium: https://docs.google.",
  "google.com/spreadsheets/d/1Stl4s70ek0-K9ASkXq-NPMJTqaBsB-iJq_dA71BtJaE/edit#gid=358042998'",
  "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'",
  "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.",
  "\\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+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'",
  "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'",
  "Performance Appraisal happens every 6 months at Samagra, once in September and then in March. \\n\\nMid-point Appraisal / Performance Appraisal in September cycle\\n- As part of mid-point appraisal that happens in September, everyone who has joined till 30th June will be given a Rating and will be eligible for Promotion based on performance. However there shall be no increments in the September cycle irrespective of promotion. \\n- Team members who have joined post 30th June, will receive feedback but no Rating in this cycle.\\n- In case of exits (including those initiated as result of the performance appraisal) eligibility for various components of the appraisal will be determined as per the exit policy.",
  "\\n\\nYear-end Appraisal / Performance Appraisal in March cycle\\n- As part of year-end appraisal that happens in March, everyone who has joined till 31st December will be given a Rating and will be eligible for Promotion, Bonus (profit-sharing in case of team members on the Consulting Track and the Product Management Track with the designation of Senior Consultant / Senior Product Consultant and above) and Increment. The specifics of Bonus/Profit-Sharing (https://docs.google.com/document/d/1sL7i3XqTUgCs7KNZMX0GS4loi6E57-gk3x1U4HfXFUM/edit)  and Increment will be communicated at the end of the March cycle by the firm.\\n- Team members who have joined post 31st December, will receive feedback but no Rating,",
  "\\n- Team members who have joined post 31st December, will receive feedback but no Rating, Bonus/Profit-Sharing or Increment in this cycle.\\n- Team members who are eligible for year-end Bonus/Profit-Share and received Promotion in last September cycle, a component of \u2018Additional Bonus\u2019 shall be paid out in April, which will be equal to (revised compensation  - old compensation)*6.\\n- In case of exits (including those initiated as result of the performance appraisal) eligibility for various components of the appraisal will be determined as per the exit policy.\\n\\n/n/n Link to Performance Appraisal tracks and roles - https://docs.google.",
  "\\n\\n/n/n Link to Performance Appraisal tracks and roles - https://docs.google.com/spreadsheets/d/1aG5ZoeFLaciCh6wwuixoNSLaH11jU24FXtgNI002wv0/edit#gid=1309232449\\n\\n/n/n Link to performance appraisal process - https://docs.google.com/document/d/1JTy53dH6IAuGTnY2gJc-qd3XKgoGinoQeTp29al9J10/edit\\n\\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'",
  "'Claim Process \\\\\\\\nCashless Claim \\\\\\\\n? All empanelled hospitals will have cashless hospitalization facilities available. \\\\\\\\n? To check the empanelled hospital in different cities access the hospital locator in Secure Now app. (Link for app: https://mandrillapp.com/track/click/30901035/securenow.app?p=eyJzIjoiV2pwUG91QndFbXRuemQyU1U5ekJTZFBxblVjIiwidiI6MSwicCI6IntcInVcIjozMDkwMTAzNSxcInZcIjoxLFwid",
  "MSwicCI6IntcInVcIjozMDkwMTAzNSxcInZcIjoxLFwidXJsXCI6XCJodHRwczpcXFwvXFxcL3NlY3VyZW5vdy5hcHBcXFwvXCIsXCJpZFwiOlwiODI3NWZhZjU1NDdkNDczNGEwOTNkMzY2MTQ5MWE3NWNcIixcInVybF9pZHNcIjpbXCI2",
  "wOTNkMzY2MTQ5MWE3NWNcIixcInVybF9pZHNcIjpbXCI2NDQyNzViMTY2OTllMmM2ZDU1ZjlhNGEyNjdjOTI1MGYyZTNjOTdkXCJdfSJ9). \\\\\\\\n? The health card needs to be provided at the TPA helpdesk at the empanelled hospital and the rest will be coordinated between Care Health Insurance and the hospital.",
  "fSJ9). \\\\\\\\n? The health card needs to be provided at the TPA helpdesk at the empanelled hospital and the rest will be coordinated between Care Health Insurance and the hospital. \\\\\\\\nReimbursement Claim \\\\\\\\nIf a hospital is not empanelled with Care Health Insurance, then the insured has to pay the hospital and later get the cost reimbursed from the insurer. Reach out to Securenow helpdesk incase of any queries. (follow this link - https://drive.google.com/drive/u/0/folders/1_Fwg7YwWmGCG1q0U67KCCggQKechWJUq) \\\\\\\\n?",
  "https://docs.google.com/document/d/1ihhGBMtX870xVb8Od3FxhQn-oBIMhEO2veXRWFKW_3A/edit?usp=sharing'",
  "'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.",
  "\\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- 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'",
  "'Samagra provides health insurance for all the team members working with the firm. Currently, Samagra has taken Care Group Health Insurance. For detailed information regarding the policy highlights refer here.\\n(https://docs.google.com/document/d/1ruvaic8uLOiPUEx0yuWAre5_Rm8FNV9bJwMD5Ox74ck/edit?usp=sharing). Policy Highlights The policy covers only team members and not dependents. \\\\\\\\n? The total coverage amount is INR3,00,000/- \\\\\\\\n? COVID-19-related hospitalization expenses are also included under the policy (with \\\\\\\\ncertain exclusions such as home / institutional quarantine etc.) \\\\\\\\n?",
  "COVID-19-related hospitalization expenses are also included under the policy (with \\\\\\\\ncertain exclusions such as home / institutional quarantine etc.) \\\\\\\\n? Pre-existing diseases will be covered (with few exclusions as mentioned in policy \\\\\\\\ndocument) \\\\\\\\n? No capping on room rent (Single private room) \\\\\\\\n? No waiting period \\\\\\\\n? Policy will expire on the termination of team member's engagement with Samagra \\\\\\\\n? Cashless treatment facility available at empanelled hospitals across locations.' /n/n For more details refer to the policy document - https://docs.google.com/document/d/1ihhGBMtX870xVb8Od3FxhQn-oBIMhEO2veXRWFKW_3A/edit?usp=sharing'",
  "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'",
  "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'",
  "'Types of leaves: As a full-time Samagra team member across designations, one is entitled to the following paid leaves in the calendar year (January to December of a given year):\\\\\\\\n- Public Holidays\\\\\\\\n- Planned/Emergency Leaves \\\\\\\\n- Transition Leave\\\\\\\\n- Wedding Leave\\\\\\\\n- Paternity Leave \\\\\\\\n- Maternity Leave\\\\\\\\n- Sabbatical (Unpaid)\\\\\\\\nFor the purpose of law and rules as applicable, the above leaves are including casual leave/sick leave and\\\\\\\\nprivilege leave and have been renamed and incorporated in accordance with the company culture.\\\\\\\\nWe strongly encourage everyone to leverage their annual leave allowance, in consultation with their managers, to get personal time away from work for rejuvenation for quality time with closed ones.'",
  "/n/n Link to policy document of Samagra leave policy:https://docs.google.com/document/d/1aurQqBtPUpgv3p7058SE8I0GpbipwZrw4TG8KJFVIMo/edit#heading=h.90v33vad28wf'",
  "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,",
  "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,",
  "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'",
  "'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\\''",
  "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.                                       \\''",
  "Ola Coporate and Uber business registration links are shared at the time of joining. Access the link to set up your corporate account. Incase of any issues with the account set up, reach out to operations@samagragovernance.in'",
  "PD Competencies & Coaching 1:1 Process  | Relevant for All Tracks (except Engineering): The process of a Professional Development or Coaching 1:1 discussion is as follows:\\n1. Overall pulse of team member\\n2. Team member's reflections on which PD competencies are going well and not going well\\n3. A quick sense of team member on progress against last aligned focus areas  \\n4. Feedback from manager to team member \\n5. Feedback from team member to manager\\n6.",
  "A quick sense of team member on progress against last aligned focus areas  \\n4. Feedback from manager to team member \\n5. Feedback from team member to manager\\n6. Async - Coaching 1:1 Tracker updation by team member & validation by manager (same day updation & sign-off)\\n\\nThe Coaching 1:1 discussions need to be granular enough to be able to identify specific competencies that one is good at or needs to improve upon\\n\\nPD tracker can be accessed here: https://docs.google.com/spreadsheets/d/1e5U21ofQNAbqq76PvKwLcBJgK-pLgtIoUH0KmscYRTg/edit#gid=883873875'",
  "Samagra 'Spot Awards' is an initiative to recognize, appreciate and celebrate our team members for their efforts on a monthly basis. The overall criteria for nomination is:\\n1. Embodying the Samagra Values\\n2. Embodying the Samagra Mindset\\n\\nSteps Pre-Townhall:\\n1. 2 weeks prior-to Townhall, a form will be shared with PLs on the Leadership Group asking for Spot Award Nominations\\n2. PL may nominate a maximum of 1 team member per team every month (PA or PC) based on the criteria mentioned below, with a one-liner describing the reason for nomination\\n3. PLs will not nominate the same person in the same quarter\\n4. All nominations to be accepted, after a review by CoS (to check for flags)\\n5.",
  "PLs will not nominate the same person in the same quarter\\n4. All nominations to be accepted, after a review by CoS (to check for flags)\\n5. PLs to be communicated if any nomination has not been accepted\\n\\nFor further details regarding the process refer to this document: https://docs.google.com/document/d/1s6XLzPHTE6qkFRNXwKzDf3V2B2KaSbR47LG0k0T862E/edit\\n\\nLink to Nominate team members: https://docs.google.com/forms/d/e/1FAIpQLScN3Ce5Zcs-ucSmWbfardJj1O6L7Der6_ikkT-bfoIvbyJd1A/viewform\\n'",
  "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.",
  "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.'",
  "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.",
  "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'",
  "Link related to software subscriptions like Whimsical, Bitly, Figma, Miro, Envato, Dovetail. \\n\\nTo refer to the account credentials for Whimsical, Bitly, Figma, Miro, Envato, Dovetail and various other portals subscribed by Samagra refer to the Licenses list: https://docs.google.com/spreadsheets/d/1RaX23NlkiJWdInCATWWaLcECs1PT1_dn0Fg1Ih6-1hg/edit#gid=2133651532'",
  "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.",
  "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\u00a0\\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''",
  "Case Study Characteristics (AEIOU) which can be further explained as 1. At Scale  2. Executed 3. Impactful 4. Owned 5. Undisputed Refer to the following link for details on Characteristics of Case Study:\\nSlide: https://drive.google.com/file/d/1S_MEKN6o486ImeDftRazIZ5zEp_df8la/view?usp=sharing\\nVideo_link:  https://youtu.be/hIrR1jUWKBs\\n\\nCase Study Check-in process - Refer to the document for details regarding the Check-in process for Case Study: https://docs.google.",
  "be/hIrR1jUWKBs\\n\\nCase Study Check-in process - Refer to the document for details regarding the Check-in process for Case Study: https://docs.google.com/document/d/1iXAFFjbTndGUhf3SKwnYZtTS8Uuu-H9RQ1jlZKYwoIM/edit\\n\\nTypes of Case Study are:\\nType A (Quality of Life): Leads to a tangible change in the quality of life (Health, Education, Income, Justice\u00a0Outcomes)\\nType B (Direct Citizen Impact): Leads to direct citizen impact but does not qualify to be a Type\u00a0A\u00a0Case\u00a0Study\\nType C (New Governance Model): Is a new model of doing things in governance that meets the intended\u00a0objective\\nFor further details on Case Studies refer to following link: https://docs.google.",
  "google.com/spreadsheets/d/1ne2AB1Yi0IuK2JJsQVc6Wt-tuze0Grc5guTPe1j_eCY/edit#gid=1166211037'",
  "'1 Personal Conveyance (Booking POC \u0096 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) \u0096 \\\\\\\\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.",
  "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.",
  "3 Approval required - None\\\\\\\\n\\\\n\\\\nSamagra Expense Policy - Happay Guidelines - [Here](https://docs.google.com/spreadsheets/d/1kXGRiKX5rG6l2KUXL6sAWpPpHxLrY2CjBmevgLo4cvA/edit#gid=0)''",
  "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.",
  "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'",
  "The Samagra brand guidelines, developed collaboratively and endorsed for company-wide\\nuse, serve as a comprehensive manual ensuring consistent brand representation.\\n\\nThey embody the \u2018Hero\u2019 and \u2018Creator\u2019 brand archetypes, equipping teams with rules, tools,\\nand resources for a unified brand identity, fostering coherence in communications.\\n\\nOur brand guideline is divided into four sections for ease of use:\\n\\n1. Our Brand: Our primary archetype is Hero & secondary archetype is Creator. As a\\n\u2018Hero\u2019 brand, we are the leaders in impact-first governance consulting, known for our\\ndepth of expertise and for our courage in taking on complex, at-scale challenges that\\nthe country is facing.",
  "As a \u2018Creator\u2019 brand, through our unique approach at the\\nintersection of top-down management consulting, bottom-up understanding of the\\ngovernance ecosystem and use of technology, we are able to come up with original\\nmicro-innovations that enable solving complex at-scale challenges.\\n\\n2. Our Tone of Voice: Our brand is characterized by 4 key tones: Brave (charting\\nunknown territories), Inspirational (empowering citizens through our work),\\nPassionate (commitment to excellence) and Honest (independent of political\\ninfluence).\\n\\n3. Our Visual Identity: Captures the design essentials such as the correct use of our\\nlogo, lays out our typography (with Noto Sans as the primary font and Calibri as the\\nsecondary font), details out iconography, the color palette and tone of imagery.\\n\\n4.",
  "Our Brand Assets: This includes our email signature and virtual background for\\nonline meetings, providing templates and examples for both.\\n\\nThis guideline is designed for daily application in all written and spoken communications,\\nboth internally and externally, where Samagra is present. It specifically targets Samagra &\\nSamagraX for practical use.\\n\\nThe brand guideline offers a roadmap for consistently reflecting our brand essence across\\nall interactions, thereby reinforcing our identity.\\n\\nLink to Samagra Brand Guidelines: https://drive.google.com/file/d/1nrtFwZ5P_8ULr77lStrfYxREUyN8gFYO/view?usp=drive_link'",
  "A referral bonus in the form of an Apple airpods pro will be awarded to the referee once the candidate joins and completes 3 months in the firm.\\nThis policy is only for referring to the positions of consultants and associates.\\nReferrals are accepted exclusively during designated referral drives. There are no limitations on the number of referrals an individual can submit within a calendar year.\\nIf one or more employees refer to the same candidate, only the first referrer will receive the referral rewards.\\nIf the person\u2019s profile already exists in the Recruitment database, it will not be considered as a referral under this policy.",
  "\\nRewards are subject to standard taxation.\\nTo be eligible, the resume should be submitted only through the referral form.\\nLink to referral form:https://docs.google.com/forms/d/e/1FAIpQLSdDC33OAKcFxkPj8TMayZQqMgikOGR_ECUoWM5ycZCS1SVBbQ/viewform''",
  "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.",
  "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'",
  "'Laptop Model \\\\\\\\n? The firm will provide all team members, on the Engineering Track, with a 13\u0094 Macbook M2 Pro \\\\\\\\n(16GB + 256GB SSD Storage) at the time of joining. \\\\\\\\n? The firm will provide all team members, playing the role of Graphic Designers under the \\\\\\\\nSpecialized Track, with a Dell G3 3500 Gaming 15.6\u0094 (10th Gen Core i7-10750H/8GB/512GB SSD) \\\\\\\\nlaptop at the time of joining. \\\\\\\\n? In addition to the laptop, team members on the Engineering Track can raise a request at \\\\\\\\norg@samagragovernance.in for a monitor if required. \\\\\\\\n?",
  "\\\\\\\\n? In addition to the laptop, team members on the Engineering Track can raise a request at \\\\\\\\norg@samagragovernance.in for a monitor if required. \\\\\\\\n? The cost for no other peripherals such as mouse, keyboard etc., will be borne by the firm.' For more details refer to the policy: https://docs.google.com/document/d/1Bb0_yt3oRqJ2vk2aw1G_GV8rdfjL-Q9UUyxPBIUO-e4/edit#heading=h.90v33vad28wf'",
  "To refer to the account credentials for Whimsical, Bitly, Figma, Miro, Envato, Dovetail and various other portals subscribed by Samagra refer to the Licenses list: https://docs.google.com/spreadsheets/d/1RaX23NlkiJWdInCATWWaLcECs1PT1_dn0Fg1Ih6-1hg/edit#gid=2133651532(https://docs.google.com/spreadsheets/d/1RaX23NlkiJWdInCATWWaLcECs1PT1_dn0Fg1Ih6-1hg/edit#gid=2133651532) . \\\\\\\\nFor issue of any other license, reach out to org@samagragovernance.in.",
  "\\\\\\\\nFor issue of any other license, reach out to org@samagragovernance.in. Individual purchase of any license except MS Office (details below) is not allowed. \\\\\\\\n\\\\\\\\nMS Office License \\\\\\\\nThe firm shall reimburse for the Microsoft Office Licenses (applicable from 5 Oct 2020), subject to adherence to the below mentioned guidelines: \\\\\\\\n\\\\\\\\n- Every team manager (Program Lead / Manager / Coordinator) can subscribe for the MS office family plan after aligning with the Office Manager. It is priced at Rs. 5299/- annually for a maximum of 5 team members including oneself. \\\\\\\\n- Org Development team shall maintain a record of the purchased licenses, its members and decide on which license can be used by which team member.",
  "\\\\\\\\n- Org Development team shall maintain a record of the purchased licenses, its members and decide on which license can be used by which team member. \\\\\\\\n- 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 WhatsApp or at org@samagragovernance.in. The concerned PoC shall check the available licenses and provide one to the team member. \\\\\\\\n- This expense can be reimbursed via Happay Portal. \\\\\\\\n- Additionally, a team member will have to forego the license at the time of exit from the organization.''",
  "Samagra derives its tone of voice from its brand persona: Hero and Creator. The brand guideline is divided into four sections for ease of use. One of the sections is 'Our Tone of Voice'. Within Our Tone of Voice, there are 4 key tones associated with our brand i.e. brave(charting unknown territories), inspirational (empowering citizens through our work), Passionate (high-levels of excellence) and honest (independent of political influence). Refer to the following link: https://drive.google.com/file/d/1--sjLs1YKFiuGfgGtFxDcamUxjx7dMpk/view?usp=drive_link'",
  "'Terms & Conditions\\\\\\\\n? Ownership\\\\\\\\n? Once the battery completes 1000 cycles, the firm will replace the laptop in exchange for\\\\\\\\nthe old laptop.\\\\\\\\n? The ownership of the laptop will be with the firm. At the time of exit from the firm, the\\\\\\\\nteam member would need to hand over the laptop to the Org Development team.\\\\\\\\n\\\\\\\\n? Repair/Return\\\\\\\\n? The firm will bear the cost for only battery replacement/repair.\\\\\\\\n? Laptops will be insured by the firm through standard insurance / warranty schemes of\\\\\\\\nApple / Dell.\\\\\\\\n? For any other repair/maintenance that is not covered under insurance / warranty, the\\\\\\\\ncost will have to be borne by the team member.\\\\\\\\n?",
  "For any other repair/maintenance that is not covered under insurance / warranty, the\\\\\\\\ncost will have to be borne by the team member.\\\\\\\\n? The cost of repair towards any damage to the laptop due on the team member at the\\\\\\\\ntime of exit from the firm will be adjusted from the final salary disbursal.' For more details refer to the policy: https://docs.google.com/document/d/1Bb0_yt3oRqJ2vk2aw1G_GV8rdfjL-Q9UUyxPBIUO-e4/edit#heading=h.90v33vad28wf'",
  "'Every Samagra team member who is proficient with MS Office suite and mostly uses it for their\\\\\\\\neveryday work, now has the option to take up a paid subscription which will open up many privileged\\\\\\\\nfeatures which are otherwise not available in the free version.\\\\\\\\nThis policy shall be in effect starting from 5th Oct 2020. Please refer to the expense guidelines for \\\\\\\\nfurther details on the reimbursement process.\\\\n''",
  "Our brand logo stands as our most invaluable asset. Please adhere closely to the guidelines outlined in the manual to ensure the flawless representation of our brand identity. Refer to https://drive.google.com/file/d/1sScql9ItsO0sLNONjZffwfjHeqV13T3D/view?usp=drive_link'",
  "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'",
  "To ensure brand recognition, it's crucial to maintain consistent use of our brand colors across all branding materials and collaterals. The primary color palette includes Golden Bird (HEX: #CB992B), Innovative Indigo (HEX: #294294), and Sunrise Solutions (HEX: #FF6900). For detailed specifications and usage guidelines, please refer to https://drive.google.com/file/d/1NcRyuZELtmM9jJp2YR0XK2OF2WvTomyg/view?usp=drive_link'",
  "Here is the link to the Samagra Brand Manual: https://drive.google.com/file/d/1nrtFwZ5P_8ULr77lStrfYxREUyN8gFYO/view?usp=drive_link'",
  "A brand's visual identity comprises its logo, typography, icons, color palette and imagery. To know more about Samagra\u2019s visual identity refer to https://drive.google.com/file/d/1J3fw4m6SMUrOQD4fP-RlO3GJFHVeBdAj/view?usp=drive_link'",
  "'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.",
  "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.''",
  "Samagra Program processes are a set of processes being followed by program / non-program teams at regular intervals. These may intra-team or inter-team, with government stakeholders, implementation partners or funding partners. The team processes may differ between program and non-program teams. To go through the detailed list of processes and understand the objectives of each of these processes refer to this document: https://docs.google.com/spreadsheets/d/1bB1cK34KzKNhccIL7GsBUiv1ju1jTbZ3QN7Yhgz63qQ/edit#gid=1864311807'",
  "The Townhall at Samagra is a monthly mandatory forum where all team members gather in person at the Delhi office. The day-long event includes program updates, organizational updates, knowledge sessions, and fun activities. Attendance is mandatory, but if unable to attend due to emergency or planned leave, notification to the Org Dev team and filling the attendance form is necessary. \\nLink to attendance form: https://forms.gle/FKEsHm5o86t7ToXC7 '",
  "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'",
  "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.",
  "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'",
  "\\nSanskar is the official annual off-site gathering of the entire organization, which all team members are expected to attend. The purpose of Sanskar is to reaffirm, rejoice, reflect, reconnect, and re-energize. You can view the program presentation videos of Sanskar here: https://drive.google.com/drive/folders/10mxftR8X2EctFwM3YDDE-sUviqtnt5Hu?usp=drive_link'",
  "Basic Expectation\\n1. Keep common areas clean \u2013 wipe whiteboards, keep used utensils in sink etc.\\n2. Switch off lights, fan etc. when not in use \\n3. Be polite to the caretaker and understand their scope of work \\n4. Respect the personal space of your team members \\n5. Have all meals at the GH (incl. packed lunch to the extent possible)\\n6. Inform the caretaker beforehand in case you are not having a meal \\n7. Be mindful of the GH Grocery and Essentials budget\\n8. Personal medicine and toiletries to be taken care by the individual\\n9. Be proactive in case of any maintenance issues ex: breakdown of AC etc.\\n10. Ensure safety by locking doors at nights; take judgement call on any safety hazards'",
  "All vendor bills have to be GST bills. There is no lower limit for submitting non GST bills.'",
  "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 \u2018whatever it takes\u2019 to achieve program goals\\n- Goes above-and-beyond to drive program delivery\\n- Sometimes takes a leap-of-faith based on team\u2019s 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.",
  "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 \u2018whatever it takes\u2019 to achieve workstream goals\\n- Goes above-and-beyond to drive workstream delivery\\n- Sometimes takes a leap-of-faith based on team\u2019s 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'",
  "'3. Local Cab (only empaneled vendors) (Booking POC \u0096 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 \u0096 \u0091Cab Approval for <Reason for Travel>\u0092 \\\\\\\\n- Office Coord. will do the booking/cancellation/rescheduling\\\\\\\\n- Office Coord. will share details of the trip (car number, driver\u0092s 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.",
  "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'",
  "Quarterly Pragati - Impact & Quality Reviews are quarterly review with the following objectives\\n- Review of mission-critical milestones (MCM)\\n- Assessment of impact / progress on ToC\\n- Deep-dive into specific Constructs\\nIt is anchored by the Program Lead and additional participants are full time team, XT PM, CoS & CEO\\n\\nOutputs to be referred to for the review:\\n1. Goal + ToC doc\\n2. Goal + ToC audio note\\n3.",
  "Goal + ToC doc\\n2. Goal + ToC audio note\\n3. Mission-Critical Milestones\\n\\nImportant links: \\nSample agenda: https://drive.google.com/file/d/195QJ_QE4LJ_YXzjx0OwpzlNwfdHmmldn/view\\nPragati Tracker: https://docs.google.com/spreadsheets/d/1hxWyIIoCd-jSYtuMI6bl18yviIesWliRdsuz5Qck0qY/edit#gid=1169833782'",
  "'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.",
  "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.",
  "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.",
  "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.'",
  "1. The current Associates & equivalent roles from non-program teams who have spent atleast 1 month in the current team has to fill the team pulse survey. Current Program Coordinators (PCs) and Program Leads (PLs) do not fill the survey.\\n2. I have only spent 1 week in this team. Should I fill the team pulse survey? - The current Associates & equivalent roles from non-program teams who have spent atleast 1 month in the current team has to fill the team pulse survey. Current Program Coordinator (PC) and Program Lead (PL) do not fill the survey.\\n3. I have just become a Program Coordinator (PC), should I fill Team pulse?",
  "Current Program Coordinator (PC) and Program Lead (PL) do not fill the survey.\\n3. I have just become a Program Coordinator (PC), should I fill Team pulse? - The current Associates & equivalent roles from non-program teams who have spent atleast 1 month in the current team has to fill the team pulse survey. Current PL and PC do not fill the survey.\\n4. All the required members should fill the team pulse survey. In case all team members have not filled the team pulse, the final result will be an inaccurate representation of the team pulse resulting in an ineffective decision. It is recommended for ALL team members to fill the survey\\n5. Should Program Lead (PL) be part of team pulse discussion? -\\tYes, however PL can skip team feedback discussion in case not available'",
  "MahaVakya\\nTaking ownership and making progress are expected of an Associate\\n\\nPanchSutras\\n1. Own your workstreams \u2013 think ahead of others; be proactive\\n2. Make progress \u2013 seek clarity, flag issues in time, unblock yourself\\n3. Speak-up internally and externally; be on top of your pieces\\n4. Be up for things that come your way; take the program lens\\n5. Own your PD journey; constantly stive to get better\\n\\nPdf_link: https://drive.google.com/file/d/1sgkk3KCMNbvYTCGVpRUuItDQeCRc_tu4/view?usp=drive_link\\n\\nVideo_link: https://youtu.be/K7roVA_X6BU'",
  "QSD stands for Quarterly Strategy Discussion which as the name suggests is a quarterly team process wherein the full time team along with the Program Lead plans for the upcoming quarter. The main objectives are:\\n- Finalisation of the macro goals for the quarter in line with ToC\\n- Relook at workstream allocation amongst team members\\n- Stock-check of situation at govt leader / funding partner end\\n- Stock-check of implementation partner situation as required\\n\\nOutputs to refer to:\\n\\n1. Goal + ToC doc\\n2. Goal + ToC audio note\\n3. Mission-Critical Milestones\\n\\nMahaVakya for QSD:\\nObjective of the QSD is to clearly identify the 'what' and 'who'\\n\\nPanchSutras for QSD\\n1.",
  "TBD by the PL on the white-board with full-team in-person in one sitting\\n2. All milestones, TOC bucket-by-bucket, to be discussed & written on board\\n3. Key milestones to be star marked, workstreams distributed & load balancing done\\n4. All un-scoped milestones to be prioritised for generating clarity within the first 2 weeks\\n5.",
  "Key milestones to be star marked, workstreams distributed & load balancing done\\n4. All un-scoped milestones to be prioritised for generating clarity within the first 2 weeks\\n5. Quarterly milestones, broken by month, to be captured in an excel\u00a0on\u00a0the\u00a0same\u00a0day\\n\\nImportant links:\\nMahavakya & Panchsutra for QSD: https://drive.google.com/file/d/10weThXSh8Hrn0pz7_AywsdOjrRYC1vQU/view\\nSample QSD Whiteboard: https://drive.google.com/file/d/1q7MvRog2mIyvveXeRX2HaAaPNEnxMOuR/view\\nSample Dashboard: https://docs.google.com/spreadsheets/d/1bBZLCQiOsP3WMsuHERN9Jz2KB9fiq7RHrUUmGmH-o3s/edit#gid=541049580'",
  "Images on Samagra\u2019s collaterals should have a tone of hope, ambition, courage, honesty and confidence. Refer to https://drive.google.com/file/d/1MgDNkvcsekGJtYvVirczcxWdNK094tsN/view?usp=drive_link'",
  "Here are key things to be kept in mind in oral as well as written communication as you represent Samagra: https://drive.google.com/file/d/178bU1lmk3nALCLu4b9AFyvQmv0WgY5DF/view?usp=drive_link'",
  "Iconography is an essential part of brand identity design, as it helps to communicate the brand\u2019s values, vision, and personality through visual symbols. Here is a 2-pager highlighting the details: https://drive.google.com/file/d/11qfAV05Id2ayLJJHlspw9OnHQRo5V08x/view?usp=drive_link'",
  "## - 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.",
  "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.",
  "## 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.",
  "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.",
  "# Outreach Team- Goal & Theory Of **Change**## 2024 **Goal**## 2024 **Goal**## 2024 **Goal**## 2024 **Goal**",
  "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.",
  "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.",
  "## 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.",
  "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.",
  "## 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.",
  "## - 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.",
  "## - 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.",
  "## - 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.",
  "## 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.",
  "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.",
  "- Build best-in-class original content assets to enhance brand visibility amongst the audience **groups**\nWith 4 impactful content assets, the goal is to deepen Samagra's connect with the audience groups. These are:\nGovernance Decluttered The objective is to *Engage* the audience, position Governance Decluttered as the \"Go-to Explainer Reel on Governance\", with a cumulative viewership of 4.5 lakh on Instagram. This will be possible by delivering crisp content with a blend of data, history & pop culture references.",
  "## - 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.",
  "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.",
  "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.",
  "## 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.",
  "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.",
  "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.",
  "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.",
  "## - 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.",
  "# Outreach Team- Goal & Theory Of **Change**## 2024 **Goal**## 2024 **Goal**## 2024 **Goal**## 2024 **Goal**",
  "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.",
  "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.",
  "## 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.",
  "# Outreach Team- Goal & Theory Of **Change**## 2024 **Goal**## 2024 **Goal**## 2024 **Goal**## 2024 **Goal**",
  "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.",
  "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.",
  "## 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.",
  "## 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.",
  "## 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.",
  "## - 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.",
  "## - 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.",
  "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",
  "- Principal X - Senior Expert, X - Expert, X - Senior Consultant, X - Consultant, X - Senior Associate, X - Associate, X\nNote: X = Data Science, Design, Outreach, Org Development, Recruitment & SI, *Graphics*",
  "- Partner - VP - Senior Manager - Manager - Senior Consultant - Consultant - Senior Associate - Associate## Consulting Designations",
  "Manager **Track:**- VP, Engineering - Senior Engineering Manager - Engineering Manager\n- Senior Software Engineer 2\n- Senior Software Engineer 1 - Software Engineer 2 - Software Engineer 1",
  "# S3",
  "Manager **Track:**- VP, X - Senior Manager, X - Manager, X - Senior Consultant, X - Consultant, X - Senior Associate, X - Associate, X\nIndividual Contributor Track:",
  "# S",
  "## 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.",
  "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.",
  "- Build best-in-class original content assets to enhance brand visibility amongst the audience **groups**\nWith 4 impactful content assets, the goal is to deepen Samagra's connect with the audience groups. These are:\nGovernance Decluttered The objective is to *Engage* the audience, position Governance Decluttered as the \"Go-to Explainer Reel on Governance\", with a cumulative viewership of 4.5 lakh on Instagram. This will be possible by delivering crisp content with a blend of data, history & pop culture references.",
  "- 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",
  "## - 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.",
  "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.",
  "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.",
  "## 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.",
  "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.",
  "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.",
  "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.",
  "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.",
  "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.",
  "## 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.",
  "## Design To Book Time With The Design Team: Ui/Ux Design:",
  "Updating current **address**\nLogin to your Zoho, go to 'Self Service' and edit your personal details on your account directly Updating emergency contact **details**\nLogin to your Zoho, go to 'Self Service' and edit your personal details on your account directly",
  "# Outreach Team- Goal & Theory Of **Change**## 2024 **Goal**## 2024 **Goal**## 2024 **Goal**## 2024 **Goal**",
  "## Updating Details On Zoho",
  "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.",
  "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.",
  "## 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.",
  "- 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\n- 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\n- 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.",
  "## Video Production:",
  "## 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.",
  "## 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.",
  "## - 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.",
  "## - 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.",
  "## - 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.",
  "## 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.",
  "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.",
  "- Build best-in-class original content assets to enhance brand visibility amongst the audience **groups**\nWith 4 impactful content assets, the goal is to deepen Samagra's connect with the audience groups. These are:\nGovernance Decluttered The objective is to *Engage* the audience, position Governance Decluttered as the \"Go-to Explainer Reel on Governance\", with a cumulative viewership of 4.5 lakh on Instagram. This will be possible by delivering crisp content with a blend of data, history & pop culture references.",
  "- 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",
  "## - 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.",
  "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.",
  "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.",
  "## 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.",
  "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.",
  "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.",
  "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.",
  "## - 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.",
  "# Outreach Team- Goal & Theory Of **Change**## 2024 **Goal**## 2024 **Goal**## 2024 **Goal**## 2024 **Goal**",
  "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.",
  "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.",
  "## 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.",
  "## Design To Book Time With The Design Team: Ui/Ux Design:",
  "# Outreach Team- Goal & Theory Of **Change**## 2024 **Goal**## 2024 **Goal**## 2024 **Goal**## 2024 **Goal**",
  "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.",
  "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.",
  "## 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.",
  "- 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\n- 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\n- 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.",
  "## Video Production:",
  "## 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.",
  "## 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.",
  "## - 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."
]