sia study drishtee mason training program final report

Plante dEntrepreneurs Study #28

SOCIAL IMPACT ASSESSMENTMASON TRAINING PROGRAM

Final report

Oct 15 Nov 12,2012

India

1

Disclaimer2

The trainees refer to the sample of the study, meaning those who have been interviewed during the study. Given the high number of people trained in the program (more than 6,000), the sample size should not be considered as a comprehensive sample to fully assess the impact of the Mason Training Program (referred to as MTP) in general : the analyses in this report are to be taken with care.

Faced with the inability to communicate directly with the trainees, the team could not directly verify the veracity of the trainees answers, which sometimes led to some misunderstood questions and inconsistent data that had to be removed from the sample.

Plante dEntrepreneurs expressed strategic recommendations to Drishtee their operational implementation in the field is not thought through in this report.

Recommendations have been made on the grounds that the MTP will be continued in the future under SGSY (Special Program), and not under the NSDC Program.

What can be taken for granted: All data was collected through the

questionnaires,

All qualitative information relies on intervieweesstatements,

Facts and figures were observed on the field.

What cannot be taken for granted: Scientific and statistical evidence of impact,

Systematical impact attribution,

Causality links.

Executive summary3I. Overall presentationII. Main findings

4 Construction workforce in India: Very poor understanding of building materials utilization by workers: efficiency losses and

safety issues, Yet workers (from simple labor to mason) have no real trouble finding a job on the market,

even if it means migrating to another state where the demand is higher, The Government has launched in 2006 the SGSY Special Program for capacity building in

rural areas, including in the construction sector, to skill simple labor workers into becoming skilled masons and help them get job opportunities.

Drishtees Mason Training Program (MTP) Drishtee has been mandated by the Government, through its SGSY (Special Program), to train

about 7,000 unskilled people. Drishtee chose to focus on unskilled construction workers to: become semi-masons and masons, Give them better access to stable employment, Help them get placement for jobs.

Human Resources for the social impact assessment of the MTP: 4 full-time members of Plante dEntrepreneurs, 8 part-time interprets: 5 members of Drishtees local team in Mathura and 3 members of

Drishtees head office.

Sample size of the study: 117 masons, 5 contractors and 2 trainers of the MTP.

Executive summary (1/2)I. Overall presentation of the study

5 63% of the trainees were unskilled labor before taking the training.

40% had a daily wage of 150 200 Rsbefore the training.

2/3rd of the trainees have other sources of revenue than construction; and 30% are still students.

The level of trainees who claimed more than 10 years work experience in the construction sector is high, reaching more than 25% of the total.

P

R

O

F

I

L

E

E

M

P

L

O

Y

M

E

N

T

I

N

C

O

M

E

&

L

I

V

E

L

I

H

O

O

D

S

O

C

I

A

L

S

T

A

T

U

S

34% have stated a 10 to 25% increase of their daily wage ; and 16% a 50 to 75% increase.

The training is a catalyst for wage increases. However, there may also be additional reasons.

The training is evoked by trainees with little experience as the main reason for wage increase; those with >3 years experience evoke experience.

Allocation of extra money : in 40% of the cases, it is directed at family support and children/self-education.

The training has acted as a catalyst in job evolution: 6 months after the training, 47% of the trainees have become masons.

It can not be established that the training has impact on the job stability and the job security of the trainees: 81% have not used the training

Certificate to get a job, because they have no difficulty in finding jobs themselves.

85% feel they have more knowledge than non-trainees.

90% declare they are proud of the certificate, even though they dont use it. 86% feel more respected than before now that they have a diploma.

77% would be ready to pay for it, but 40% declared they would not pay >100 Rs/month.

65% feel they have gradually gained responsibilities since the training.

Executive summary (2/2)II. Impacts of the training: main findings

VALUATION BY CONTRACTORS

Not yet prone to consider the Drishtee Certificate when they hire labor. Besides, the offer is high, According to them there is no better diploma than experience and proof of good work.

I. Context of the studyII. Process and methodology of the study III. Presentation of the resultsIV. Perception of the training by contractorsV. RecommendationsVI. Appendix

Summary6

I Context of the study7

1. Workforce and poverty in India2. Drishtee: overview3. Drishtees Mason Training Program4. The construction sector in India

Construction site where the Mason Training Program is running

1. Workforce and poverty in India

8

Sources: Wikipedia, International Energy Agency

Indias population: 1.2 billion,

Large population in rural areas: 2/3rdof the Indian population is living in 640,000 villages,

Poverty line: set at 28,58 Rs/day/person*, 356m BPL (37,2% of pop. in 2005

vs. 29,8% in 2010), People living BPL are supposed

either to have a Government BPL card, or to be registered on a BPL list in their village,

Informal sector: 390m workers (80% of overall workforce),

Inflation rate : 10,31%**

*Government-approved poverty line**From Aug 2011 to Aug 2012

I. Context of the study

1. India

92. Drishtee: overviewa. Philosophy (1/2)

*Former Indian President

Drishtees initial statement is that problems of accessibility to services and infrastructures is a major reason for poverty .

Therefore, Drishtee focuses its action on rural areas where accessibility is a very important issue to foster economic development.

This statement also stems from a political trend in India: leaders such as A.P.J Abdul Khan* claim that people should stay out of cities, and that the internet, electricity, schools and jobs has to go rural areas instead.

Bihar, Assam and Uttar Pradesh have been identified as core targets for strategic reasons (55% of Bihars rural population is BPL in 2010), also linked to the Governments capacity building programs.

Drishtee has sought to develop a holistic approach to fighting poverty : the 4Cs approach.

Drishtee seeks to be the link between the market and the people in rural areas.

Insufficient linkage to the market prevents the economic activity from developing. Rural populations are thus left out of the development process.


2. Drishtee: overview

10

2. Drishtee: overviewa. Philosophy (2/2)

It sums up the 4 levers that have to be pulled to bring about development in poor rural areas:

1)First, understand the community to identify the needs;

2)Then, imagine a response to these needs through (i) capacitybuilding among the population and (ii) channel implementation (namely linkage to the market);

3)Finally, bring sources of capital to enable financial inclusion and long term development.

Drishtees 4Cs approach



11

2. Drishtee: overviewb. Business model

Drishtee has 2 main sources of revenue:

Franchisee model: local entrepreneurs pay a license fee + 10 to 30% of their revenue to Drishtee in exchange of business-in-a-box solutions,

Consulting services: A fee is charged to NGOs, the Government and corporations who ask for Drishtees insight and experience to understand a key rural market.

A hybrid structure to provide both financial sustainability and social impact:

Limited Company structure: to build market linkages + consulting services to corporations,

Non-profit structure: training programs linked to the Government + community engagement.



12

2. Drishtee: overviewc. Activities



3. Drishtees Mason Training Program (MTP)

13

As part of its capacity building activities, Drishtee started the implementation of Mason Training Program in 2010. The objective was to train and skill simple labor to become semi-masons and masons, so that they may have access to stable employment.

Even though this final objective remained, the programs scheme evolved significantly since its inception, from a 100% private initiative to a Public-Private Partnership:

Phase 1: 2009-2010 Phase 2: since 2010

Partnership with ACC, one of Indias biggest cement corporations

Public Private Partnership

ACC provided funds and critical advisory as part of its CSR policy

Drishtee was in charge of the trainings content and implementation

Drishtees MTP was eligible for the governments plan for rural development: SGSY Special program

The training is now funded by the Ministry of rural development

To this date, 6,200 people have taken the training in the states of Uttar Pradesh (Mathura and Hathras) and Rajasthan (Bharatpur and Alwar).


3. Drishtees MTP

14

3. Drishtees Mason Training Programa. Focus on SGSY Special Program (1/2)

SGSY (Special Program) was set up in 2006 by the Ministry of rural development. It is an evolution of SGSY program (1999), a Government program that aimed at including the rural poor to economic development thanks to the formation of groups and self-employment. The idea is now to skill these populations, so that they may have access to stable employment. The objective* is to ensure time-bound training and capacity building program to bring a specificnumber of BPL families above the poverty line through placement ensuring regular wage employment.

*As stated in the SGSY (SP) guidelines


3. Drishtees MTP

15

This program gives room for manoeuvre to civil society participants. It is indeed in the hands of implementing agencies (IAs) they conceive a training project eligible for funding by the Ministry of Rural development, and implement it.

The IAs can either be State Governments or overseas organizations and credible NGOs who have successfully demonstrated and implementedcommunity based pro-poor initiatives.

Each IA is responsible for the program implementation (trainees mobilization, training content,), and has to mobilize the remaining 25% cost through contribution from state government, industry, etc.

Trainingimplementation

Implementing agency

- Conception of a training project in a specific sector

- Funding appraisal and training organization

Project proposal

State coordinating agencies(NIRD, NABARD, etc)

- Evaluation of the IA- Project approval based on several

criteria (area, cost, etc)

- Funding receipt and allocation

Ministry of Rural development

- Project Screening Committee- Project approval committee

- Funding of 75% of training costs75% Funding

75% Funding

Trainees- Youth from BPL families- Basic screening to assess aptitudes

Project proposal

3. Drishtees Mason Training Programa. Focus on SGSY Special Program (2/2)

As Drishtee focuses on capacity building in rural areas, it made sense to work hand in hand with the Government on this scheme. Mason Training Program was thereby elected in 2010 into SGSY SP.


3. Drishtees MTP

16

The Philippines has an estimated population of 94 million people, mostly Christians, and it has a total land area of 300,000 km.

The Philippines is an archipelago comprising 7,107 islands. The main islands are Palawan, the Visayas, Mindanao and Luzon where Manila is located.

3. Drishtees Mason Training Programb. Features and organization


3. Drishtees MTP

17


Module 3: Principles of Construction 1. Principles of mortar 2. Principles of concreting

Module 4: Principles of safety 1. Introduction2. Rules to prevent accidents

Module 5: Tools1. List of Tools and Equipments2. Tools and their usage3. Maintenance of tools4. Assisting Head Mason in tool handling

Module 11. Basic Building Parts 2. Service facilities

Module 2: Building Material and Quality Standards1. Bricks2. Stones 3. Concrete blocks4. Sand and aggregates5. Cement 6. Water

3. Drishtees Mason Training Programc. Content


3. Drishtees MTP

4. Facts about construction in India (1/2)

18




2nd largest employer of the country following agriculture: 18m people work in the sector, and 40m are indirectly impacted,

A highly unorganized sector : Many different players: building corporations resort to contractors, who outsource the hiring

of labor to petty contractors, Labor is paid on a daily wage, Letters of employment are not common (the labor is often illiterate) High level of inter-state migrations within workforce to find jobs all over the country,

Yet some guidelines are set: district collectors set a minimum daily wage in each district for labor work, even though they are not systematically followed.

3 main categories of labor:

Main drivers for job evolution: experience and seniority, self-ambition, trainings. According to contractors, it takes 1 to 2 years for an ambitious simple labor to become a mason.

*Information provided by the contractors we met during the field study in Mathura


1. Construction in India

4. Facts about construction in India (2/2)

19




Problem faced by the construction sector: the level of understanding of materials utilization and building techniques by the workforce is very poor, which leads to efficiency loss, industry loss, bad quality work & unfulfilled requirements.

This implies a lack of skilled workforce in the sector, although the number of masons is high on the market ,

Very low self-perception of construction jobs: the workforce views construction work as a second-hand and ill-valued job.

Wages increase mechanisms: Wages vary according to the season (demand is higher during harvesting season, which

explains higher salaries) Practical experience is the main reason of salary increase, Daily wages have increased in the construction sector in the past year, due to market

mechanisms of supply and demand:

Minimum daily wage (in Rs.) in Uttar Pradesh* for the construction sector:

*Source: www.paycheck.in


1. Construction in India

II Methodology and process of the study

1. Process of a Plante dEntrepreneursstudy

2. Defining the objectives3. Preliminary studies4. Mapping the impacts5. Field study

20

II. Methodology

PHOTO INTERVIEW

Interviewing masons from a construction site

1. Process of a Plante dEntrepreneurs study

21

Plante dEntrepreneurs process is field-oriented: the objective is to build adequate questionnaires so as to get field information directly from the stakeholders.

II. Methodology and process

1. Process of a PDE study

Objectif global

The first part of the study consisted in synthesizing the objectives of the Mason Training Program in order to have a clear vision of both the programs organization and social impact strategy.

In order to fully understand the functioning and objectives of the MTP, PlantedEntrepreneurs relied on both: Drishtees management presentation of the program and of the operational/social objectives, SGSY Special Program guidelines as stated by the Ministry of Rural Development.

Overall objective:Training and skilling the rural poor to enable their access to stable employment and thereby

improving their livelihoodOperational objective #1 Operational objective #2 Operational objective #3

To mobilize poor rural youngsters with aptitude for construction, and teach them the skills to become masons

To provide the trainees with a formal certificate , that is likely to help them getting access to better jobs

To ensure the trainees actual access to better jobs thanks to a placement service

This step facilitates the identification of the potential impacts that the study seeks to assess.

22

2. Defining the objectivesde Biotropical


2. Defining the objectives

3. Preliminary studies

23

To better understand the market and the environment of Drishtee, Plante dEntrepreneursanalyzed the macro economic environment the company evolves in. The objective of this preliminary work is to define the main categories of impact and their relevance for Drishtee.

Plante dEntrepreneurs has studied the following to better understand the context of the study:

Global Insight, Construction in India, 2009,

The Economist, September 29th October 5th, Special Report on India India : in search of a dream,

Royal Institution of Chartered Surveyors,

Study of the SGSY (Special Program) guidelines,

Study of the NSDC guidelines,

Meetings with Drishtees MTP team in Noida and Mathura,

Meeting with Gurmeet S. Rai, conservation Architect.


3. Preliminary studies

Once the objectives are defined, Plante dEntrepreneurs designs an impact map that synthesizes the links between the social business strategy and its intended results. The impact map helps to understand how the company creates social, environmental or economic change.

Step 2: mapping the impacts

How to complete it?1.Identification of the stakeholders (any people/organization impacted by the social initiative)2.Analysis of the way they are related to the social initiative3.Definition of the outcomes: the potential and measurable benefits related to the activity4.Listing of the indicators to collect and analyze the data able to assess each impact.

24

Impact Value Chain

Here is a simple but efficient way to understand the process

4. Mapping the impacts (1/2)

The impact map is used to build the questionnaires administrated during the field study.

The impact map


4. Mapping the impacts

4. Mapping the impacts (2/2)

Plante d'Entrepreneurs - Social Impact Assessment for HSSi December 2011

25

IMPACT NATURE INDICATORS

How to describe change? What is the nature of the impact? How to assess the impact?

SKILLS Technical learningsSoft skills learnings Qualitative/ Direct

Reasons for taking the trainingMain learnings

Perceived usefulness of the various learnings

EMPLOYMENTJob opportunities

Value of certificateJob security

Qualitative/ Indirect

Use of the certificate Change in job

Type of contract (duration, terms, etc)

INCOMEVolatility of revenue

Frequency of revenueAmount of revenue

Quantitative/ Indirect Stabilisation Increase

LIVELIHOOD Quality of lifeExternalities of family Qualitative/ IndirectSplit extra income

Improvement in quality of life

Within community Qualitative/ Indirect Pride of certificatePerception of community's respect

Trainees

SOCIAL STATUSAt workplace Qualitative/ Indirect

Change in hierarchyChange in variety of tasks assigned

Skills sharing

For the MTP, the only group of stakeholder to be considered for the study is the trainees. The impact map built by Plante dEntrepreneurs is as follows:


4. Mapping the impacts

5. Field study

26




Week 1 : Meetings at Drishtees head office in Noida

Introduction to Drishtees general activities. Meetings with the mason training program team.

Week 2 : Field study in Mathura

Consolidation and analysis of results, Writing of final report.

Week 3 and 4 : Report redaction in Drishtees office in Noida

Collection of field data for: 117 trainees, 5 contractors, 2 trainers,

Interviews in 7 villages.

Drishtees Head Office in Noida

Trainees interviewed for the study

Writing of the final report


5.Field study

III Results of the study on trainees

1. Trainees profile2. Impact on employment3. Impact on income4. Impact on livelihood5. Impact on qualifications and social status

27

Four trainees of the MTP

III. Results

Preliminary notice

28



Plante dEntrepreneurs has encountered difficulties in trying to isolate the impact of the sole training on the income and livelihood of the trainees, because several other factors come into account: Market mechanisms (general increase of minimum wages in Uttar Pradesh and inflation), Seniority, Self-ambition,

Therefore, we focused on the trainees perception of wage increase


.

Plante dEntrepreneurs was unable to assess precisely whether the trainees live below the poverty line or not, because apart from their daily wage in construction, they were unable to say how many days per year they worked in construction, or what was the amount of their additional revenues, or the exact number of family members they are in charge of.

III. Results of the study

Preliminary notice

1. Trainees profile (1/2)

29


Average age: 27. Marital status: 67% of the trainees are single, Literacy rate*: 75% are able to read and write, among which:

30% dropped school after 8th grade, 40% dropped it after 12th grade, 30% are still studying (22% in 12th grade and 9% have

followed their studies after high school graduation), About 40% of the trainees earned a daily wage of 150 to 200

Rs before training. Family support: More than 80% of the trainees use part of

their wages to support their family members.

Identification

This seems to correspond to the Drishtees targeted population.

*Data gathered for half of the trainees interviewed in the study

Drishtee is close to the rural populations it seeks to reach: more than 80% of the trainees have heard of the training by Drishtees local team or by a Drishtee trainer.


1. Traineesprofile

1. Trainees profile (2/2)

30


99% of the trainees worked in construction before taking the training.

Most of them (63%) were simple unskilled labor, but a significant part of the sample (27%) claimed that they were already masons.

Experience in construction

The high level of experience of the trainees in construction may dilute the impact of the training, since experience itself is a key driver of job evolution. It is to be ascertained why they still took the course.

The majority of the trainees (65%) have worked in atconstruction sites for less than 6 years, 42% have 3 to 6 years seniority.

However the proportion of trainees with high experience (more than 10 years) is significant, reaching more 26% of the total.

Construction is the only source of revenue for 32% of the trainees, For 28% of them, it is only an occasional job that provides additional source of revenues,

Among those who benefit from other sources of revenues, more than 50% work in agriculture and 25% are students.


1. Traineesprofile

31

2. Impact on employment (1/4)

We first tried to understand if experience had a clear correlation with the trainees job position.

All workers started construction work as simple unskilled labor, which explains the sample 1 year or less.

In a static point of view, there is no clear correlation between the trainees current job and their experience in the construction sector :

Simple labor workers can keep the same job for years: the samples 1-2 years and 10-15 yearshave an equivalent size in our study, yet the split between unskilled, semi-skilled and skilled workers is almost the same despite the 10-year experience gap,

The average experience per job is almost the same for simple labor workers and for masons.We tried to assess whether the training program

has had an impact on the trainees job situation, be it on their ease to find jobs, on the degree of formalization of it, or on their status at work (unskilled, semi-skilled or skilled).


2.Impact on employment


Because (i) the people concerned by the job evolution have a high average experience in construction and (ii) the job change occurred quite quickly after the training, it seems that the training has had at least a catalyst effect on the trainees job situation.

It is obviously almost impossible to isolate the sole effect of the training, or the combined effect of the training and the previous experience, in the job evolution of trainees. Yet, a trend can be observed: Amongst the trainees who experienced a job evolution after the training, the average experience in the construction sector is 5,9 years.

47% of the trainees who took the training more than 6 months ago have become masons (44% from unskilled and 3% from semi-skilled)

Concerning employment, the main potential impact of the training would be the job evolution of the trainees in the months following the end of the program.



33


The trainees usually work with the same contractor on a regular basis (without any signed contract),

81% of the trainees have never used the certificate to get a job.

They face little difficulty in getting a job on a construction site. As there is no stiff competition for skilled jobs, the 5 contractors

under study stated that having a diploma was not really taken into account when recruiting the workers,

Still, 30% of the trainees feel the certificate is an asset because it will help them find a job anywhere in the country.

As previously mentioned, one of the objectives of the program is to provide the trainees with a valuable certificate and placement services so as to ensure access to stable employment.

Given the little use made of the certificate by the trainees, the training certificate seems to have a limited long-term impact on their job stability and security.

Use of Certificate



34


Today, 78% of interviewees do not have a letter of employment, which is not surprising given how unorganized the sector is,

No pattern could be found in the split of workers claiming to have signed a letter of employment between unskilled (69%), semi-skilled (5%) and skilled (26%).

Years of experience do not seem to matter either:

Signing of job contracts

68% of the trainees did not ask for a job placement to Drishtee. Among the remaining 32% who have been in contact with Drishtee

for a job placement: 8% asked Drishtee but didnt receive a response, 5% have received an offer thanks to Drishtee but refused it,

mostly because the job proposition came while the interviewee was already working on a construction site,

19% got a job thanks to Drishtees team.

Placement



3. Impact on income (1/3)a. General analysis

35


In average, the trainees daily wages have increased by 38% since they have taken the training.

The highest increase in daily wages concerns the category of unskilled labor(+40%).

The observed average increase of their daily wage is 15 points higher than the increase of the minimum wage in Uttar Pradesh.

Analysis of daily wages after the training

34% of the trainees have stated a 10 to 25% increase of their daily wage since they took the training ; 16% of them stated a 50 to 75% increase.

10% only stated that their daily wage hasnt evolved after the training.

Nevertheless, it appears difficult to isolate the respective impacts of the training, seniority and market mechanisms in this increase.


3.Impact on income

3. Impact on income (2/3)b. Seniority and training

36


The average wage difference between workers that have worked on construction for one year or less with those who have for more than 3 years is of 15% only .

There seems to be a ceiling after 3 years of experience, as the differences in current wage after it are almost nil.

The increase in daily wage occurs gradually after the training, and gets higher with time.

No correlation could be observed between current wages and seniority in construction work.

It seems that the training is a catalyst for wage increases. Yet, it can hardly be its sole explanation.


3.Impact on income

3. Impact on income (3/3)c. Perception

37

35% oh the trainees evoke both seniority and training as the reason of their wage increase,

36% of the them evoke the sole training, 20% evoke market mechanisms such as inflation

or a trend in the construction sector, Only 10% evoke only seniority.

In 70% of the cases, trainees evoke the training as an important driver of their wage increase.

Trainees with little experience in construction often evoke the training as a key factor for their wage increase, whereas those with more than 3 years experience are more likely to evoke their seniority. 71% of the trainees with 1 to 2 years experience

evoke the training as the sole reason of their wage increase,

Around 40% of those with more than 3 years experience evoke both seniority and training for their wage increase, although they give precedence to seniority.


3.Impact on income

4. Impact on livelihood

38

The allocation of extra money is in about 40% of the cases directed at family support and children or self-education.

This may relate to the young age of the trainees, among which 25% are still students. They all generally contribute to the improvement of livelihood of their families. On average, the wage of a worker benefits to 4 persons.

Savings is the main concern for only 12% of the trainees .

48% of the trainees claimed they have not bought anything new in their personal life since the training.

20% have had enough money to buy a mobile phone and 13% to buy new clothes.

The trainees extra money is generally allocated to their own future or contribute to the financial sustainability of their families.


4.Impact on livelihood

5. Impact on social statusb. General analysis

39

This pride seems to stem from the career opportunities the certificate is supposed to generate: 30% of trainees see it as a diploma, and 30% think it will be useful to find a job.

86% of them still claimed that they felt more respected within their communities once they got the certificate.

However, 81% never used it in practice. It thus seems that even though trust is placed on the certificate, the trainees usually do not face the opportunity to use it.

The trainees were asked if they would have agreed to pay for the training, in order to assess the value they place in the certificate.

77% declared they would have paid, but with slight differences given job situation: the less skilled seem to be the more reluctant to pay, being more likely to face financial difficulties.

The average price given by the trainees is 194,4 Rs per month, but 39% of them would not pay more than 100 Rs.

89% of trainees declare they are proud of the certificate provided by Drishtee at the end of the training.

It seems that even though most trainees would be ready to pay for the training, the less skilled show higher reluctance to do so.


5.Impact on social status

40

85% of the trainees feel they have more knowledge than someone that has not taken training on the construction site;

51% think the training has alleviated the tiresomeness of their work; and 64% of them also feel they have more responsibilities on the field after the training.

However, this trend has to be qualified: this perceived increase in responsibility is higher when the training was taken long ago. Therefore, experience may also be a driver.

88% of the trainees claimed that the other workers ask them for advice on the field now that they have taken the training

This skill sharing seems all the more visible as the trainee has become semi-skilled or skilled.

5. Impact on social status and qualificationsb. Social status at work

Most of the trainees feel the Drishteescertificate has improved their situation at work.

The trainees new skills are thus likely to be shared on the construction sites.


5.Impact on social status

41


No difficulties encountered in finding labor workforceThe contractors stated not to have difficulties in finding simple labor and masons, yet skilled masons

are lacking in specific works such as stone work. Therefore, contractors tend not to hire workers on the basis of their diploma/ certificate but rather by trusting their own network and often resort to the same workers.

Drishtees trainees stand out by their attitude at work2 contractors stated that the difference with workers who havent taken the training is mostly seen in

the trainees attitude rather than in their operational skills: they are more independent and confident.

Meeting with a builder - contractor

Drishtees training can be a catalyst for wage increase, yet experience comes first

3 contractors out of 5 have said that - theoretically - they would increase the daily wage of the workers who have taken the training yet, they first want to see them at work.

At first you see the work, not the certificate, Motivation and interest in construction is a very important factor

of wage increase: Its all about ambition.

IV Perception of the training by contractors

It thus seems that the certificate is not considered a credible aptitude guarantee in itself by the contractors.

IV Recommendations42

IV. Recommendations

1. Training2. Placement

Plante dEntrepreneurs and Drishtee local team

43

Observations and recommendations (1/3)

Set up a longer training module to improve the efficiency of learnings

Plante dEntrepreneurs noticed during its field study that when it comes to hiring a worker, practical experience precedes theoretical knowledge learnt during a training. Therefore, PlantedEntrepreneurs came to understand that the training could be better considered by contractors if :

The practical part of the training is extended : 15 days of practical training is not considered as being enough by the contractors and trainers. 60 days training is considered to be a good formula instead of the current 45 days training. If it is not possible to extend the training, a good option would be to alternate between 1 day theory and 1 day practice,

The skilling up of trainees is done through 3 trainings in one year instead of a one-shot training. This would give more practical value to the training from the contractors point of view,

The training is followed by a long-term observation (1 year) on construction sites. The objective is to enable the trainees to have more practical experience they can better value when they look for a job with the help of the Drishtee Certificate.

This would also increase the value of the Drishtee certificate, as the training would be more comprehensive.

IV. Recommendations

44

Observations and recommendations (2/3)

Continue to train the workers who took the training, yet on more specific trades

80% of the workers who took the training never used their Drishtee certificate to find a job, among which 65% state they didnt need it to find a job. The certificate is therefore not valued, in practice, as an asset by the workers because:

They have no trouble finding a job, as there is no lack of masons on the market, They get to know that in practice the only diploma that truly matters is their practical

experience. In this regard, Drishtee should focus its trainings on more specific topics, in order to skill workers on construction trades that can be competitive assets for the trainees on the market (plumber works, stones,) when compared to the high number of masons.

Skilling the same workers several times, with practical experience in between, would contribute to improving the value of the training from the contractors point of view.

This would improve the placement services offered by Drishtee after the training

As of today, Drishtee helped 20% of the trainees to get a job. The company is undeniably well rooted in the villages and most trainees are still in contact with Drishtee. However, as most workers do not face serious difficulties in finding masonry jobs, they usually do not resort to Drishtees placement service. Placement service could be more efficient by focusing on job opportunities in the

specific trades mentioned above. This could give the trainees more incentives to rely on the placement service by giving them access to stable employment.

IV. Recommendations

45

Summary of recommendations (3/3)

IV. Recommendations

V Appendix

1. Presentation of Plante dEntrepreneurs2. What is Social Impact Assessment ?

46

V. Appendix

1. Plante dEntrepreneursa. Presentation

47

Plante dEntrepreneurs main objectives are:

To help social entrepreneurs assess their impactTo promote social entrepreneurship:

Articles on website: www.planetedentrepreneurs.com Business Cases for HEC Paris

To carry out applied research work

Plante dEntrepreneurs is a student NGO supported by HEC Paris Business School (n1 Business School in Europe according to FT rankings) and several French and Moroccan corporations.

It carries out social impact assessment studies for social businesses in France and in developing countries.

V. Appendix

1. Plante dEntrepreneursb. Our NGOs SIA studies record since 2010

48

IndeSolar energy

BangladeshWater

Treatment

CambodiaAgriculture

IndiaAccess to drinking

water

PhilippinesSCR

ArgentinaSocial rehabilitation

BrazilCraftsmansh

ip

2010 - 2011

2011 - 2012

IndiaSolar Energy

BangladeshAccess to drinking

water

PhilippinesSolar Energy

ChileEducation

MexicoNutrition

SenegalEnvironment

IndiaRetail

EthiopiaNutrition

ThailandRenewable energies

CameroonOrganic farming

V. Appendix

49

Summer 2012

IndeSolar energy

BangladeshWater

Treatmnt

FranceMobile access

FranceFight against debt

MadagascarNutrition

TanzaniaNutrition

IndonesiaEnergy

VietnamIT education

IndiaMFI and micro

insurance

BangladeshNurseries

TanzaniaEnergy

IndiaWater purification

GuineaHIV

Prevention

IndiaSolar Energy

1. Plante dEntrepreneursb. Our NGOs SIA studies record since 2010

V. Appendix

1. Plante dEntrepreneursc. The 2012 2013 team

50

Our common interest for Social Business and social impact assessment have brought us together two years ago. We have chosen to take a gap year from our studies to enroll in Plante dEntrepreneurs, to conduct six social impact assessment studies in developing countries in 2012-2013.

Kenza SlaouiCurrently studies at HEC Paris Business School (graduation in 2014),

School

Previous working experience: Analyst at Le Comptoir de lInnovation, a French

impact investing fund, M&A Analyst at Suez Environnement, world leader in

water & waste management.

Leila BenbrahimPharmacy student in 5th year at Ren Descartes university in Paris,Specialized in Health issues related to poverty issues, Previous working experience:

Intern at St Antoine hospital in Paris, on Infectiology(mostly HIV) and Cardiology.

Baudouin MotteCurrently studies at HEC Paris Business School (graduation in 2014), Previous working experience:Equity analyst at Caisse des Dpts et Consignations (CDC), a French Asset Management Company,Analyst at Idinvest Partners, a French Private Equity firm.

Loris NazonCurrently studies at HEC Paris Business (graduation in 2014), Previous working experience:Analyst at Financire de LEchiquier, a French Asset Management Company,Strategy analyst at EDF, world leader in electricity supply.

V. Appendix

Social Impact Assessment (SIA) includes the processes of analyzing, monitoring and managing the intended and unintended social consequences, both positive and negative, of planned interventions (policies, programs, plans, projects) and any social change processes invoked by those interventions. Its primary purpose is to bring about a more sustainable and equitable human environment.

International Principles for Social Impact Assessment

51

Benefits External and internal communication Clarity on Governance More effective and focused decisions Investment mentality

LimitationsRisk of over-monetizationInterpretationExhaustiveness versus feasibilityExternal accreditation

2. Social impact assessment (SIA)a. What is Social impact assessment?

Definition

Plante dEntrepreneurs report is a first step for further and regular evaluation

V. Appendix

Main objectives

52

2. Social impact assessmentb. Why assess social impact?

Plante dEntrepreneurs chose to work on the SROI methodology as a working baseline. However, SROI is an academic and scientific framework that needs to be more flexible for social entrepreneurs. Our methodology tries to be adapted to each social project and its specificities.

Reminde

r

V. Appendix

53

The SROI Framework DefinitionThe Social Return on Investment is a principle-based method for measuring social and environmental value (not currently reflected in conventional financial accounts) and compare it to resources invested. The SROI framework incorporates social, environmental and economic costs and benefits, providing a bigger picture of how value is created or destroyed.

GuidelineAt the end of the process, SROI is able to assign a monetary figure (the ratio) to the value created (how much social value created for 1$ invested). But more than credible numbers, SROI provides a framework that captures the main components and benefits of a project.

2. Social impact assessmentHow to assess social impact?

The stakeholders approach The theory of change The Impact Map framework The quantitative approach

An internal tool rather than a scientific study More qualitative results A focus on the direct stakeholders Figures but no monetization

What we changedWhat we kept

V. Appendix

54

ContactV. Appendix

www.planetedentrepreneurs.com

[email protected]:

[email protected]

You can contact Plante dEntrepreneurs at:

DisclaimerExecutive summarySummaryI Context of the study1. Workforce and poverty in India2. Drishtee: overviewa. Philosophy (1/2)2. Drishtee: overviewa. Philosophy (2/2)2. Drishtee: overviewb. Business model2. Drishtee: overviewc. Activities3. Drishtees Mason Training Program (MTP)3. Drishtees Mason Training Programa. Focus on SGSY Special Program (1/2)3. Drishtees Mason Training Programa. Focus on SGSY Special Program (2/2)4. Facts about construction in India (1/2)4. Facts about construction in India (2/2)II Methodology and process of the study1. Process of a Plante dEntrepreneurs study3. Preliminary studies4. Mapping the impacts (1/2)4. Mapping the impacts (2/2)5. Field studyIII Results of the study on traineesPreliminary notice1. Trainees profile (1/2)1. Trainees profile (2/2)3. Impact on income (1/3)a. General analysis3. Impact on income (2/3)b. Seniority and training3. Impact on income (3/3)c. Perception4. Impact on livelihood5. Impact on social statusb. General analysisIV RecommendationsV Appendix1. Plante dEntrepreneursa. Presentation1. Plante dEntrepreneursb. Our NGOs SIA studies record since 20101. Plante dEntrepreneursc. The 2012 2013 team

sia study drishtee mason training program final report

Documents