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CUTS@50� A VISION DOCUMENT

From a modest beginning in 1983 as a rural development communication initiative launched through awall newspaper �Gram Gadar� (�Village Revolution�), CUTS has achieved significant growth bothgeographically and in terms of functional areas. Today its work spans a multi-pronged agenda targetedto the realisation of CUTS Vision of �Consumer Sovereignty� and its Mission of �consumer sovereignty inthe framework of social justice, economic equality and environmental necessity, within and across borders.�

This Vision Document was developed in 2008, the 25th anniversary of the organisation, and attempted aroadmap for the organisation�s journey over the subsequent 25 years from 2008. The Vision Documenthas since been used by the organisation as a guiding document in its process of evolution and has beensubsequently refined over time. It builds on the Vision Statement of the organisation and various MissionStatements of its Centres to specify a direction for the organisation�s progress over time as well as thestatus that is targeted for achievement by its 50th anniversary in 2034.

As noted in the Preface, such a road map is dynamic and needs to be revisited periodically for aligningwith current and future developments. Therefore, in June 2013, CUTS organised a Senior Staff Retreat atJaipur (India) � the Headquarters of CUTS International. This meeting deliberated on the Vision Document,which was revised, and this is the fourth revision.

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CUTS@50� A VISION DOCUMENT

Published by

Consumer Unity & Trust SocietyD-217, Bhaskar Marg, Bani Park, Jaipur 302016, IndiaPh: +91.141.2282821, Fax: +91.141.2282485Email: [email protected], Website: www.cuts-international.org

Printed byJaipur Printers P. Ltd.Jaipur

ISBN: 978-81-8257-144-0

© CUTS, 2010First published in August 2010Second and revised edition in February 2011Third edition in May 2012Fourth edition in November 2013

#1103

CUTS@2050 � A VISION DOCUMENT

3CUTS@50 � A Vision Document

CONTENTS

PREFACE .................................................................................. 5

1. Introduction: Linking Present andFuture Agenda to CUTS Vision ............................................ 71.1 CUTS Vision: Meaning and Implications ...................................... 91.2 CUTS Programme Agenda: Pathways to its Vision .................... 11

1.2.1 Aspirations Originating from Vision ....................................... 111.2.2 An Evolutionary History: Pointers to the Future ..................... 121.2.3 Core Areas of Operation......................................................... 161.2.4 Post-2015 Development Agenda ........................................... 20

2. Characteristics of CUTS ..................................................... 222.1 Values ........................................................................................ 222.2 Negative List ............................................................................. 222.3 Geographical Expansion ............................................................ 222.4 Consolidation of Overseas Presence ......................................... 23

3. Methodology to Achieve the Vision ................................. 253.1 Planning .................................................................................... 253.2 Leadership and Decision Making .............................................. 263.3 Resources .................................................................................. 27

4. Conclusions ...................................................................... 28


4 CUTS@50 � A Vision Document



PREFACE

From a modest beginning in 1983, CUTS has achieved significant growthboth geographically and in terms of functional areas. This growth is organicand evolutionary � marked by a refreshing spontaneity in responding to theneed of the hour, especially in the realm of consumer welfare and publicpolicy issues.

What started as a consumer organisation in the traditional mould hasattained uniqueness through the realisation that the consumer needs to beeconomically, politically and socially empowered via diverse channels suchas international trade, competition law and policy, economic and businessregulation, economic and political governance, etc.

Its current and future activities are aligned with the five �TransformativeShifts� as envisaged in the High-Level Panel Report on Post-2015Development Agenda. They will be further synergised with the Goals andIndicators of the Post-2015 Development Agenda as we make progress.

Also, CUTS has distinguished itself through its stress on consumer-producer synergies and good governance for sustainable increase inconsumer welfare, given that the ordinary consumer is not just a functionalunit but an actual human being whose welfare and growth dependssignificantly on her/his association with economic production and theincome generating opportunities arising from such association.

This organisational expansion through geographical and functionalbranches has thrown up new challenges for the leadership. While in a singleoffice, management and staff might automatically develop understanding towork in a coordinated manner towards a common �Vision�, it is not so in anorganisation such as CUTS because of its steady geographical andfunctional diversification over a period of time.

A decision was, therefore, taken by the senior management under myleadership to articulate and elaborate the rationale underlying the CUTSVision based upon the experiences and skills developed over time, toconsolidate our energies and provide guidance for their pursuit in a mannerwhich could be followed and synergised by its diverse and geographicallyspread-out centres.

It was also envisaged that this Vision Document would serve anadditional purpose of acquainting the relevant stakeholders with theorganisation�s thinking, goals and operational modalities.

Here it is important to note that this Vision Document is far from amanual of processes. The perspectives and guidance provided in thisDocument are translated into concrete Centre-specific Strategic BusinessPlans. While it charts the horizons of the organisation over a medium-termof next two decades, the Strategic Business Plans would be more short-termin nature, covering a period of five years or so.

The plans are formulated to not only to incorporate the broader aspectsof organisational development as provided in this Vision Document but alsoto respond to contemporary challenges and the state of the environment.

This Vision Document has been developed through intensivebrainstorming among the senior management aided by a well-designed

Pradeep S MehtaSecretary General

November, 2013

Commentswelcome at:[email protected]



mechanism of involvement of all staff inside CUTS to communicate theirfeedback. At a more advanced stage, drafts have been commented on by awide gamut of external associates through live interactions andcorrespondence.

This Vision Document is dynamic and regularly reviewed internally. Sinceits first publication in August 2010, it has been reviewed thrice � in February2011, in May 2012 and the instant one before you. This version has beenrenamed as �CUTS@50�, while the earlier one was named as �CUTS in 2034�.



1. Introduction: Linking Present and Future Agenda toCUTS VisionThis Vision Document tries to envision the evolution of theorganisation over the next two decades. It builds on theVision Statement of the organisation and various MissionStatements of its Centres to specify a direction for theorganisation�s progress over time as well as the status that istargeted for achievement by its 50th anniversary.

The document takes into account various developmentstaking place and being envisaged across the globe.Significant parts of the developing world, especially India,China and regions in South and South East Asia and sub-Saharan Africa, are growing at a rapid and unprecedentedpace. However, such growth has been accompanied byincreasing inequality. Such increases, if extreme, can producesocial tensions which can disrupt economic growth itself.Moreover, these are objectionable from a social justice pointof view. Thus, efforts to make economic growth inclusive haveto be mainstreamed into the development strategy of allcountries.

Following the trans-Atlantic financial crises in 2008, theglobal economy was also adversely affected as it exposed thegaps between real and financial economy, which inter alialead to a reduction in growth rates in many developingeconomies. This only asserts the need for inclusive growth asit has become more important than before.

In other words, it is an imperative to ensure that such growthresults in increase in availability and quality of essentialgoods and services to all sections of the population, rich orpoor and at affordable prices and is associated with theincrease in capabilities and endowments of the poor andmarginalised sections of the population (bottom of thepyramid). An effort to address �Consumer Sovereignty� from aholistic point of view, considering the consumer not only asone who consumes but who produces and owns endowmentsto support his consumption, helps to address the lowestdenominators of economic activity.

This approach ensures that growth in economic activityresults in benefits for all. In this regard, �consumer� is definedin a broader sense and perspective, as it includes citizens,which translates as consumers of governance, when everyonepays taxes, directly and/or indirectly. This is an approachpromoted by CUTS through its activities over a period of three

An effort to address �ConsumerSovereignty� from a holisticpoint of view, considering theconsumer not only as one whoconsumes but who producesand owns endowments tosupport his consumption, helpsto address the lowestdenominators of economicactivity ...promoted by CUTSthrough its activities over aperiod of three decades and willbecome even more relevant inthe years to come



decades and will become even more relevant in the years tocome.

While promotion of such universal increase in consumerwelfare is a worthy agenda, it is essential to realise that suchpromotion is constrained by several factors, which includenatural resources and governance deficits. The last couple ofdecades have witnessed many challenges to food, energy andwater security � three most basic needs of the consumer andaided by poor governance inadequate availability of meansand access to these needs adds to the asymmetries of awelfare state. While promotion of the universal satisfactionof basic needs and attainment of capabilities is a laudableand imperative programme it has to be done intelligently andby addressing social, economic and environmental challengesand dimensions of �Sustainable Development�.

Inclusive growth, particularly social, economic andenvironmental dimensions of sustainable development andgood governance through consumer empowerment, is themost important pillar on which sustainable economicdevelopment of a nation rests. As developing nations reachnew highs in prosperity, there are certain challenges tosustainable development. In articulating its Vision for thefuture, CUTS would lay greater emphasis on the promotion ofsustainable development outcomes through its work on �GoodGovernance�, �Effective Regulation� and �Rules-based Trade�.

It, thus, envisages a marked increase in the emphasis placedon various challenges and dimensions of �SustainableDevelopment� its work agenda on Trade, Regulation andGovernance by strengthening and sharpening its activitiesand interventions in its holistic pursuit of citizen andconsumer welfare.

It should be borne in mind that this Vision Document is not amanual for processes/methodologies being implemented andto be adopted by the organisation. It specifies the objectivesof the organisation and how the attainment of theseobjectives is being influenced by the social, economic andenvironmental milieu of our times. Implications are drawn forfocusing more effectively on functional and geographicalareas of the organisation. It provides a direction for theorganisation�s progress over time but is not a comprehensiveplan of action as that should not be based on a dogmaticapproach. Such plan of action should involve shorter timehorizons (for example, five years) and take into accountcontemporary circumstances and needs.

Inclusive growth, particularlysocial, economic andenvironmental dimensions ofsustainable development andgood governance throughconsumer empowerment, is themost important pillar on whichsustainable economicdevelopment of a nation rests



1.1 CUTS Vision: Meaning and ImplicationsFrom a modest beginning in 1983 as a rural developmentcommunication initiative launched through a wall newspaperGram Gadar (�Village Revolution�), CUTS has come a long wayover the last three decades. Today its work spans a multi-pronged agenda targeted to the realisation of its Vision of�Consumer Sovereignty� and its Mission of �consumersovereignty in the framework of social justice, economicequality and environmental necessity, within and acrossborders.�

In simple language, the Vision relates to the creation of�Value for People� in their diverse roles as consumers,producers and depositors/suppliers of human capital. Asevery citizen in an economy performs more than one andsometimes all these roles simultaneously, such creation ofvalue should be looked upon as a single unified Vision forachieving greater �Consumer Welfare� through �ConsumerEmpowerment�.

�Consumer Sovereignty� refers to a situation in whichconsumers influence what gets produced and, therefore,consumed. While businesses steer the economy through theiractions they ultimately respond to demands from andinfluencing powers of consumers. Thus, consumerpreferences dictate producer activities provided consumersenjoy access to accurate information on goods, services andtechnologies, freedom to choose among alternatives, and theright to redress. The same line also applies to citizens whosetaxes are used by the State to run the government, andcitizens also use their voting power to exercise their choice.

The mentioned preconditions for �Consumer Sovereignty� havebeen formalised through adoption by the United NationsGeneral Assembly of �UN Guidelines on Consumer Protection�in April, 1985, and their further amendment in July 1999. Suchformalisation was sparked by the realisation that consumersoften face imbalances and deficiencies in economic terms,educational levels, and bargaining power. Eight rights areincorporated in these guidelines: right to basic needs; right tosafety; right to information; right to choice; right to be heard;right to redress, right to consumer education and right tohealthy environment.

Out of these, the �right to basic needs� has also beenpostulated through the International Covenant on Economic,Social and Cultural Rights. It is also important to note thatthis �Consumer Charter� complements with �Transformative

��realisation of its Vision of�Consumer Sovereignty� and itsMission of �consumersovereignty in the framework ofsocial justice, economicequality and environmentalnecessity, within and acrossborders.�



Shifts� as articulated in the High-Level Panel Report on Post-2015 Development Agenda.

It is important to note that CUTS envisaged many of these�Transformative Shifts� while celebrating its 25th anniversary in2008 by organising an International Conference titled �GlobalPartnership for Development � Where do we stand and whereto go?�

Therefore, the pursuit of true �Consumer Sovereignty�, asembodied in the simultaneous attainment of consumer rightsand responsibilities, requires a holistic conception of theconsumer as a citizen who not only consumes certainessential services facilitated by the government but also buyspriced goods, services and technologies in markets and is,therefore, affected by available choice, the availability ofaccurate information on alternatives and the right to redressand get compensation in the event of malpractices byproducers and suppliers.

While organisations for the protection of consumer rights,viewed in the narrow sense as alleviation of the risk of theconsumer being charged a price higher or provided quality ofgoods/services/technologies lower than what is justifiedunder current economic conditions, are quite common, thosewhich not only promote such access but also ways and meansof changing economic governance conditions for thebetterment of the consumer are rare.

It is this void that CUTS is filling. In doing so CUTS seeks towork out of the box and act not only as an advocate andfacilitator of regulation of policies and practices affectingconsumer welfare but also as a think- and action-tank makingdifference to all aspects of economic governance affectingconsumers � as a �Change Agent�.

There is, thus, also a convergence between the pursuit of�Consumer Sovereignty� for all sections of the society and thatof �inclusive growth� � benefits of growth should reach allsections of the society and promote access by all of them allessential goods, services and technologies. Therefore, �GoodGovernance� is an essential element of ensuring that themarkets function well and �Consumer Sovereignty� is at thecore, not periphery, of the functioning of markets.

...CUTS seeks to work out ofthe box and act not only as afacilitator of regulation ofpractices affecting consumerwelfare but also as a think-and action-tank makingdifference to all aspects ofeconomic governanceaffecting consumers � as a�Change Agent�



1.2 CUTS Programme Agenda: Pathways to itsVision1.2.1 Aspirations Originating from VisionOver the next two decades, in partnership and associationwith like-minded organisations in India and internationallyand not through a transactional manner but adopting a life-cycle approach to long-term partnership development, CUTSaspires to further promote its �International NGO� status andbecome a premier �Consumer Voice� from the South. Thename of CUTS will become synonymous with all aspects of�Consumer Welfare� through �Good Governance�, �EffectiveRegulation� and �Rules-based Trade�.

As articulated, CUTS aims to enhance �Consumer Welfare�through a holistic conception of consumer well-being.�Consumer Welfare� is seen as determined by not only thefacilities available for consumption (information, redress,quality etc.) but also the endowments/capabilities ofindividuals and households and behaviour of firms whichdetermines the cost of production and, therefore, the pricesthat consumers pay.

Moreover, CUTS� activities and interventions extend to allgroups of consumers, with an emphasis on supportingmarginalised groups through their empowerment andfacilitation of participation in the process and outcomes ofeconomic governance. Thus, the objective is to enhance thesovereignty of all groups of consumers and the pursuit forsocial justice and economic equality is embedded into thedesign of CUTS activities and interventions.

This stress on social justice and economic equality coupledwith its �International NGO� status will help CUTS in itsaspiration to become a civil society analogue of UnitedNations Conference on Trade and Development (UNCTAD)which helps developing countries get a higher share in globalbenefits through better governance of global public goodsand, consequently, a more balanced economic developmentacross regions.

While UNCTAD works with governments as a nodal facilitatorof better economic governance at the global level influencingtop-down processes, CUTS has the potential to perform thesame role in regard to civil society and community-basedorganisations, not just consumer protection organisations,through bottom-up actions at local, national, regional andinternational levels and, in turn, with governments,particularly in the developing world.

�organisation operating atnational as well as internationallevels in...felt by bothconsumers and organisationscatering to them � a void whichcan be filled by CUTS

While UNCTAD works withgovernments as a nodalfacilitator of better economicgovernance at the global levelinfluencing top-downprocesses, CUTS has thepotential to perform the samerole in regard to civil societyand community-basedorganisations



1.2.2 An Evolutionary History: Pointers to the FutureCUTS began out of a rural development communicationinitiative in Jaipur, India, in 1983. The initiative involvedpublication of a one-of-its-kind (even to date) wall newspaper� Gram Gadar (�Village Revolution�) through a network ofover 75 activists situated in villages all over the state ofRajasthan. In 1984, the Monopolies & Restrictive TradePractices Act, 1969, was amended to include unfair tradepractices, which along with experiences from rural campaignsprovoked a group of concerned citizens in Jaipur to form andlaunch CUTS on March 15, 1984, the World Consumer RightsDay.

Consumer action is, therefore, the raison dé être for the birthand existence of CUTS, which was responsible for getting theConsumer Protection Act, 1986 enacted in India. To give amore focused attention to consumer issues, CUTS Centre forConsumer Action, Research & Training was set up in 1996, toenable consumers, particularly the poor and the marginalisedto achieve their right to basic needs, sustainabledevelopment and good governance through a strongconsumer movement.

From a modest beginning out of a garage in 1983, today theorganisation has expanded to different parts of India andinternationally with over 150 human resources from diversebackgrounds.

In its headquarters in Jaipur, India, there are three ProgrammeCentres:� Centre for Consumer Action, Research & Training� Centre for International Trade, Economics & Environment� Centre for Competition, Investment & Economic Regulation

Along with a Resource Centre in Kolkata, India, which isworking at the local level on all three core areas of �Trade�,�Regulation� and �Governance� and another in New Delhi,working on media and parliamentary outreach, theorganisation is working on various aspects of humandevelopment in its traditional as well as contemporary sensethrough:

� Centre for Human Development, Chittorgarh, Rajasthan

Over the last decade and half and in order to address ademand-driven agenda of local stakeholders, CUTS has

The initiative involvedpublication of a one-of-its-kind(even to date) wall newspaper �Gram Gadar (VillageRevolution) through a networkof over 75 activists situated invillages all over the state ofRajasthan

...the organisation has threeprogramme-specific centres inJaipur � CART, CITEE, CCIER...two other programme centres...CRC and CHD...presence inAfrica at Lusaka (Zambia),Nairobi (Kenya) and at Accra(Ghana). In Europe, it ispresent in Geneva. A centre inHanoi, Vietnam completes itsgeographical coverage towardsthe east



established an International Centre in Geneva, Switzerlandand Regional Centres in the following places:� Hanoi, Vietnam � South East Asia� Lusaka, Zambia � Southern Africa� Nairobi, Kenya � Eastern Africa� Accra, Ghana � Western Africa

Furthermore, CUTS has established �Strategic Partnership�with like-minded civil society organisations (CSOs) in morethan 40 countries in these regions. Over the next decade,CUTS envisages expanding its geographical spread byestablishing Regional Centres in South America, Middle East& North Africa, Central Asia and also establish anotherInternational Centre in Washington DC, USA, which along withGeneva, is one of the most important places of internationaleconomic governance.

In other words, CUTS has distinguished itself as one rare CSOin the world promoting South-South Cooperation between andamong state and non-state actors by developing, nurturingand implementing a �Hub & Spokes� model of rights-basedapproach to development through �Consumer Empowerment�.This distinction is reflected in the appointment of CUTS seniorrepresentatives in many high-level panels and committeesdeliberating on and finding solutions of contemporarychallenges to economic governance at local, national,regional and international levels.

CUTS� achievements in the first 30 decades of its history havebeen considerable. It has emerged as a champion of thecommon and often disadvantaged stakeholders and thisagenda has naturally led to a diversification of itsprogrammes which now span good governance, trade anddevelopment, and economic regulation, with rights-basedapproach to sustainable development and humandevelopment in its traditional as well as contemporary senseas cross-cutting themes. Thus, its agenda is not just about�Consumer Protection� but enhancement of �ConsumerWelfare�.

One important diversification has been the expanding workon policy research which is otherwise neither a traditionalarea of the consumer movement nor that of philanthropicactivities. While the former has been mainly fighting forconsumer rights against business and systemic malpractices,the latter is mainly catering to immediate social andeconomic needs of the poor and marginalised sections of thesociety through �soft developmental� activities.

A common thread runningthrough its diversifications isthat each has contributed tothe strengthening ofattainment of consumer rightsas enumerated in the UnitedNations Guidelines onConsumer Protection

�civil society and community-based organisations to worktogether with state and othernon-state actors. Such anapproach intrinsically inducestransparency, accountabilityand ownership, especially byopening up the process ofdeveloping and implementingsocial and economic policies�



Though CUTS� own beginnings were similar to that oftraditional consumer organisations but as the organisationhas moved along fighting many battles in policy fora andcourts it realised that it is equally important to influencepolicies so that consumer sovereignty prevails.

Thus, CUTS is now recognised state as well as non-stateactors as a premier policy- and action-research and advocacygroup working on a myriad economic policy issues at local,national, regional and international levels. This work isstrengthened by its close interaction with stakeholders atgrassroots and evidence-based advocacy and development ofhuman resources through capacity building of state and non-state actors.

Importantly, this policy work is attracting the attention oftraditional philanthropic actors as there is an increasingrealisation that systemic and sustainable changes forenhancing �Consumer Welfare� through rights-based approachto development can happen through policy reforms and theireffective implementation.

While traditional philanthropic (soft developmental) activitiesare enhancing �endowments� of the poor and marginalisedsections of the society, they are not necessarily increasingtheir �entitlements� to rights-based development includingtheir right to avail opportunities in a market economy. Thatcan happen through continuous and systemic policy reformsand their effective implementation.

Through its work on �Good Governance�, �Effective Regulation�and �Rules-based Trade�, CUTS is not only addressing thisneed in India and the developing world at large but alsoadvocating for systemic changes in various areas ofinternational economic governance. In other words, CUTSaspires to address its Vision of �Consumer Sovereignty� byestablishing the fact that �Consumer Interest� is synonymouswith �National Interest� of addressing social, economic andenvironmental dimensions and challenges of �SustainableDevelopment�.

A common thread running through its diversifications is thateach has contributed to the strengthening of attainment ofconsumer rights as enumerated in the UN Guidelines onConsumer Protection. From �women�s empowerment� inRajasthan to �better governance and accountability of publicservice delivery� in India to �strengthening competitionregimes in African countries� to �fostering equity and

�formulation of tradepolicies at the national,region and internationallevels through bilateral,regional and multilateralnegotiations and stakeholderconsultations, and the impactof trade on poverty andsocial, economic andenvironmental dimensions ofsustainable development are,therefore, key aspects ofCUTS� activities andinterventions under therubric of �Rules-based Trade�



accountability in the international trading system� each andevery activity and intervention of CUTS has individually and/or collectively strengthened consumers� rights to basicneeds, better choice and representation as well assustainable consumption in some manner or the other.

In short, the basic premises of CUTS� work is to enhance�Consumer Welfare� through the fulfilment of �ConsumerRights� by questioning and asking for greater �Transparencyand Accountability� in the system of economic governanceand by addressing �Social, Economic and Environmental�dimensions and challenges of sustainable developmentthrough �Consumer Empowerment�.

One of the modus operandi of expanding CUTS� horizon andthinking on �Consumer Sovereignty� through �GoodGovernance�, �Effective Regulation� and �Rules-based Trade�has been forming and maintaining �Strategic Alliances� withlike-minded organisations, particularly in the developingworld. Over the last two decades CUTS has worked togetherwith a number of civil society and community-basedorganisations from across Asia and Africa on such issues ofcommon interest, thereby strengthening such alliances.

This has helped CUTS to work in trenches so as to reach outto a large community of practitioners, policymakers andexperts beyond its direct �Sphere of Influence�. Over the nexttwo decades, not only that CUTS aims to strengthen suchalliances but also to multiply its effectiveness as a �ChangeAgent� by facilitating/forming �Network of Networks� as thatwould help the organisation to �Reach Out to the Unreached�.

In doing so, it will address the need for and challenges ofbridging macro-micro gaps in policy formulation and theireffective implementation through policy- and action-research,advocacy and networking, and by developing the capacity ofhuman resources to better avail their right to opportunities ina market economy through traditional capacity-buildingactivities as well as sharing information between and amongvarious stakeholders of �Consumer Empowerment� and�Sustainable Development� � from grassroots to policymakingat local (sub-national), national, regional and internationalarenas of economic governance.

Moreover, while questioning and asking for greater�Transparency and Accountability� in the system of economicgovernance, CUTS is maintaining full transparency andaccountability of its own work. Not only that information

�effective competition law andpolicy regime, welfaremaximising sector regulationsand an enabling investmentregime are, therefore, allnecessary for the optimisationof consumer welfare. Thesesubjects are dealt with underthe rubric of �EffectiveRegulation�



about sources of funding and activities are widelydisseminated to the relevant stakeholders of particularactivities and interventions and to the public at large, itsannual financial statements and other statutory documents ofoperations are available on its website. Given this high levelof �Transparency and Accountability�, CUTS was accredited byCredibility Alliance, which is a network of CSOs in Indiaworking on governance and related aspects of NGOmanagement and operations.

Furthermore, CUTS has also been instrumental in creatinginstitutions outside its fold such as the International Centrefor Trade & Sustainable Development in Geneva, Switzerlandin 1996 and South Asia Watch on Trade, Economics &Environment in Kathmandu, Nepal in 1998. Both work on amyriad range of issues of trade, economics and developmentwith footprints across the world.

Looking at the huge demand of capacity building in the areaof competition and regulation, particularly on law andeconomics of regulatory regimes, it has also created CUTSInstitute for Regulation & Competition in New Delhi in 2008.Its motto is to enhance knowledge and strengthen capacity.

1.2.3 Core Areas of Operation

In order to ensure that consumers earn sufficient income aswell as possess the ability to comprehend and use availableinformation on products, services and technologies forsustainable consumption, initiatives for consumerempowerment are essential. Similarly, there is a need fortransparency and accountability in the supply of essentialservices, particularly public services, which is oftenfacilitated by the government in many developing countries.Consumer empowerment resulting in transparency andaccountability in the provision of essential services fallsunder the rubric of �Good Governance�.

As elucidated by noted Indian economist, C. Rangarajan, theChairman of the Prime Minister�s Economic Advisory Council(2004-), �Good Governance is characterised by threecomponents: rule of law, accountability for results andactions, and efforts to combat corruption.�

CUTS is working on all these components of �GoodGovernance� and its approach to strengthen �Governance� isthree-pronged:� increasing people�s participation at various levels of

governance and implementation of policies/laws/rules;

Good Governance ischaracterised by threecomponents: rule of law,accountability for results andactions, and efforts to combatcorruption



� assessment of the effectiveness of policies/institutions/government departments, implementation of welfareschemes/programmes, etc. in achieving developmental aswell as institutional outcomes; and

� holding government agencies/departments accountable inthe provision of quality goods, services and technologiesin social (primary healthcare, education, etc.) and utilitysectors (telecommunications, electricity, water etc.).

Given the importance and relevance of �Good Governance� incontemporary discourses on social, economic andenvironmental dimensions of sustainable development, CUTSintends to venture into new areas of �Good Governance� inaddition to consolidating its existing approach. One such areais prevention of corruption, especially by analysing thefactors that contribute to corruption in public services, impactof corruption on the poor/poverty and ways to combatcorruption (by curbing opportunities for corruption, etc.).

In implementing its activities and interventions in variousprogramme areas in developing and least developedcountries � thus, working in trenches, CUTS has developedand institutionalised a �Bottom Up� methodology for the civilsociety and community-based organisations to work togetherwith state and other non-state actors. Such an approachintrinsically induces transparency, accountability andownership, especially by opening up the process ofdeveloping and implementing social and economic policies toinvolvement by �key stakeholders�.

Additionally, the work that is being done in partnership withlocal organisations, helps in building their capacities andthere is better ownership and political buy-in at variouslevels. One of the key achievements of CUTS� work in thisarea has been the use of �Social Accountability� tools, therebydeveloping the capacity of local civil society and community-based organisations to monitor public expenditure in specificsectors.

At the same time, adequate choice for consumption,availability of products, services and technologies at priceslow enough to facilitate adequate levels of consumption(more and better access), adherence of producers tosatisfactory standards of quality especially safety norms, andadequate information for consumers about productcharacteristics are also pre-conditioned on the existence ofsound regulatory regimes, and optimal regulation ofindividual sectors that takes into account technological

�high level of �Transparencyand Accountability�, CUTS wasaccredited to CredibilityAlliance, which is a network ofcivil society organisations inIndia working on governanceand related aspects of NGOmanagement and operations



specificities and the nature of demand and supplycharacterising a sector. This is because consumers arebecoming more and more aware of their rights andresponsibilities.

Therefore, the development of well-functioning markets is apre-condition for �Consumer Welfare� and, indeed, one of theobjectives of �Effective Regulation�. Moreover, an enablinginvestment regime is essential for optimisation ofcompetition over time.

An effective competition law and policy regime, welfaremaximising sector regulations and an enabling investmentregime are, therefore, all necessary for the optimisation ofconsumer welfare. These subjects are dealt with under therubric of �Effective Regulation�. A new subject of interest forCUTS under this area is �Corporate Governance� so as to steerit in a direction that enhances benefits accruing to consumersand other stakeholders.

However, regulation does not only pertain to domesticproducers. International trade offers a chance for domesticproducers to specialise in lines of production in which theseare efficient relative to producers from other countries.Surpluses of domestic consumption over production in theselines can be exchanged for surpluses from other countries inother lines of production. Such exchange or internationaltrade facilitates higher levels of consumption marked bylower prices and higher quality, as well as an enhanced rangeof choices for consumers.

Thus, international trade and its relationship withdevelopment constitute an important engine in theoptimisation of consumer welfare marked by the attainmentof postulated consumer rights. The formulation of tradepolicies at the national, regional and international levelsthrough bilateral, regional and multilateral negotiations andstakeholder consultations, and the impact of trade on povertyand social, economic and environmental dimensions ofsustainable development are, therefore, key aspects of CUTS�activities and interventions under the rubric of �Rules-basedTrade�.

These core areas of �Rules-based Trade�, �EffectiveRegulation� and �Good Governance�, constitute the areas ofspecialisation of CUTS and are depicted in Figure 1. All threeareas are geared to address social, economic andenvironmental challenges and dimensions of �Sustainable

�genesis of CUTS�expansion (both programmeimplementation and physicalexpansion) to countries/regions outside India wasbased on the principle ofSouth-South cooperation notonly among civil societyorganisations but alsogovernments and businesscommunities

A new subject of interest forCUTS�is �CorporateGovernance� so as to steer it ina direction that enhancesbenefits accruing to consumersand other stakeholders



Development� through various tools and their application for�Consumer Empowerment�. A dis-aggregation of these coreareas is presented in Table 1.

Furthermore, with inputs from activities and interventions inthese core areas of operation, CUTS is pursuing humandevelopment in its traditional as well as contemporary sense.CUTS Centre for Human Development is working in severalvillages and districts of South Rajasthan by developing skillsand capacities through training and publication while projects

Figure 1: Depiction of CUTS Focus Areas

GoodGovernance

SustainableDevelopment Empowerment

Rules-based Trade

EffectiveRegulation

ConsumerSovereignty

Table 1: Dis-aggregation of CUTS� Core Areas

Programme Areas Issues

Rules-based Trade � WTO Issues� Regional Economic Cooperation� Trade and Development Linkages

Effective Regulation � Competition Policy and Law� Sector Regulation� Investment Climate� Business Regulation & Corporate Governance

Good Governance � Consumer Protection� Access to Information� People�s Participation� Social Accountability



relating to health, environment and development, enhancingcivic and political education of people at grassroots, andbuilding up strong networking between influencers andorganisations.

Given that regulatory reforms are gaining pace in thedeveloping world, with an increasing number of countriesenacting competition and sectoral regulatory laws, CUTS feltthe need to address a severe shortage of institutionalcapacity to both implement the regulatory reforms andfacilitate the spread of knowledge on regulatory matters indeveloping countries. Therefore, CUTS Institute for Regulation& Competition was established in New Delhi in 2008 with theaim of offering research, educational and trainingprogrammes on competition policy and law and sectorregulatory laws.

1.2.4 Post-2015 Development AgendaIn future, by addressing the inter-play between �ConsumerEmpowerment� and �Sustainable Development�, CUTS willsteer its activities and interventions in a manner so as toalign them and contribute towards the achievement of�Transformative Shifts� as envisaged in the High-Level PanelReport on Post-2015 Development Agenda � �A New GlobalPartnership: Eradicate Poverty and Transform Economiesthrough Sustainable Development�. These �TransformativeShifts� and their brief descriptions are as follows:

� Leave no one behind � There can be no excuses. This is auniversal agenda, for which everyone must accept theirproper share of responsibility.

� Put sustainable development at the core � Only bymobilising social, economic and environmental actiontogether can we eradicate poverty irreversibly and meetthe aspirations of eight billion people in 2030.

� Transform economies for jobs and inclusive growth �We should make it easier for people to invest, start-up abusiness and to trade. And we can do more to takeadvantage of rapid urbanisation: cities are the world�sengines for business and innovation. With goodmanagement they can provide jobs, hope and growth,while building sustainability.

CUTS to roll out more effectiveintervention plans ingeographical regions/countries, it is imperative thatthe capabilities of these centresare improved further



Figure 2: Sustainable Development

� Build peace and effective, open and accountableinstitutions for all � We need a transparency revolution,so citizens can see exactly where and how taxes, aid andrevenues from extractive industries are spent. These areends as well as means.

� Forge a new global partnership � We must fight climatechange, champion free and fair trade, technologyinnovation, transfer and diffusion, and promote financialstability. And since this partnership is built on principles ofcommon humanity and mutual respect, it must also have anew spirit and be completely transparent. Everyoneinvolved must be fully accountable.

CUTS� core areas of operation and its modus operandi, inparticular forging and creating �Strategic Partnership�, arealigned with these proposed �Transformative Shifts�.



2. Characteristics of CUTS

2.1 ValuesCUTS� Vision and its underlying centrist ideology combinedwith the experience of its leadership suggest that thefollowing values should guide the implementation of itsagenda in the pursuit of its aspirations:� Adhering to high standards of transparency and

accountability� Adoption of a �Centrist Approach� in research, advocacy,

networking and capacity building� Ensuring outcomes rather than just outputs� Focus on subject and geographical areas where a vacuum

and need exists� Responsibility to enhance the capacity of various

stakeholders and partner organisations across thedeveloping world

� Continuous strengthening of human resources within theorganisation to ensure consistency and timely delivery ofgood quality of work

2.2 Negative ListIt has been CUTS� experience that sometimes issues aretaken up that are not worth allocating resources and/orrelated to the organisation�s �Vision� or �track record� or muchdivergent from its �Centrist Approach�. Therefore, thefollowing is a �Negative List� that CUTS follows:� Work to further the interests of a single firm or

conglomerate� Work on inadequately funded assignments requiring

investment of organisation�s own scarce funds that couldbe employed more productively elsewhere

� Work on assignments that require the explicit use ofscientific and technological skills such as ascertaining thequality of roads, assessing the quality of agriculturaltechnologies

� Assignments that require banner waving, slogan shoutingetc.

� Advocacy that requires projection of views that have notbeen verified through research

2.3 Geographical ExpansionThe genesis of CUTS� expansion (both programmeimplementation and physical expansion) to countries/regionsoutside India was based on the principle of South-Southcooperation not only among CSOs but also governments andbusiness communities. South-South cooperation remains an

�a �communication strategy� isimperative. Such a strategyclearly specifies the variousmeans/tools of communicationwhich are used for different�target groups�

With inputs from Research,Advocacy and Networking,Capacity Building of state andnon-state actors on cognateareas of �Good Governance�,�Effective Regulation� and�Rules-based Trade� and theirlinkages



extremely significant process in contemporary internationaldevelopment and continues to motivate CUTS.

CUTS approach to South-South cooperation has been shapedfurther by the philosophy of trilateral developmentcooperation � cooperation between a southern provider oftechnical assistance and a southern recipient funded by anorthern donor.

In the years to come, CUTS intends to expand as well asconsolidate, wherever required in pursuance of its Vision.There are two aspects of geographical expansion: a) projectimplementation; and b) physical presence. Over the nextdecade, in addition to vertical consolidation (intensification)of its activities across the developing world, CUTS has theambition of horizontal (geographical) expansion to SouthAmerica, Middle East & North Africa, Central Asia andestablish another International Centre in Washington DC,USA. Some thinking and actions have already been initiatedin this regard.

In terms of project implementation, in addition to operatingin five regions: South Asia, South East Asia, Eastern, Southernand Western Africa, CUTS intends to undertake activities andinterventions in other parts of the developing world. Severalfactors are considered while choosing the geographicallocation of a project including demand on the ground,availability of local partner(s), familiarity with the country/region, existence of CUTS contacts, interest among the donorcommunity to support activities in the organisation�s coreareas, etc.

These factors were considered by CUTS in opening each of itsoverseas centres (in Lusaka, Nairobi, Accra, Hanoi andGeneva) and would continue to be considered incontemplating opening of new overseas offices in future. TheYear 2013 is a �milestone� for CUTS on account of theestablishment of its third Regional Centre in sub-SaharanAfrica. This Regional Centre in Accra, Ghana will cover itsactivities in Western Africa and act as those in Lusaka,Zambia (covering Southern Africa) and Nairobi, Kenya(covering Eastern Africa).

2.4 Consolidation of Overseas PresenceCUTS� activities and interventions in the geographical regionsare in most cases implemented and/or managed incooperation with CUTS overseas centres in these regions. In

CUTS has always followed aprocess of participatorydecision making at every leveland stage of implementing itsfunctions. As a tool to achievethis, each Centre has a monthlymeeting format where everycolleague is given an exposurein all work-related aspects ofthe Centre, thus empoweringthem and create betterownership



order for CUTS to roll out more effective intervention plans inthese regions/countries, it is imperative that the capabilitiesof these centres are improved further.

Such improvement can be achieved in the following ways:� �Capacity Building� of internal staff through exposure

visits, short trainings, internships� Achievement of linkages between Programme and

Regional Centres through experience sharing such as �shortdeputation� of specialised staff from CUTS ProgrammeCentres at overseas centres and vice versa). This wouldhelp evolve cross-cultural understanding and sensitivities

� Close cooperation and synergy between ProgrammeCentres, Regional Centres and International Centre inGeneva in regard to programme development: A concertedprocess of having �Desk Officers� at the CUTS headquartersresponsible for liasioning and coordination of this processhas been initiated and would be further strengthened.

� Greater emphasis develop joint-projects between theProgramme Centres, Regional Centres and InternationalCentre

� Effective utilisation of its strength as a �SouthernOrganisation� having an active presence in Geneva

� An evolving mechanism for close interaction between CUTSheadquarters and its Programme Centres, Regional Centresand International Centre

�Capacity Building� of internalstaff through exposure visits,short trainings, internships



3. Methodology to Achieve the VisionThis section outlines CUTS� thinking on achievement of itsVision and its working methodology for implementing the�toolbox� of Research, Advocacy, Networking and CapacityBuilding without going into details which are outside thescope of this document. In the context of its activities andinterventions:� Research involves the evaluation and analysis of primary

data and secondary evidence to arrive atrecommendations for furthering progress towards itsVision

� Advocacy refers to the generation of awareness aboutthese recommendations and dissemination of otherknowledge/information relevant for the mentionedprogress as well as capacity building of CUTS and itspartners which are needed for understanding and pushingthe implementation of these recommendations

� Networking involves the creation of lattices through whichsuch advocacy can be effectively conducted and thisincludes capacity building of the relevant stakeholders

� With inputs from Research, Advocacy and Networking,Capacity Building of state and non-state actors on cognateareas of �Good Governance�, �Effective Regulation� and�Rules-based Trade� and their linkages

3.1 PlanningIn order to develop the methodology for achieving progresstowards its Vision, each of the Programme Centres of CUTSdevelops Strategic Business Plan, for a period of five years,with a detailed description of objectives, outcomes, etc. oftheir respective areas of work and a corresponding strategyfor implementation (funding, human resources, etc.). In doingso, each Programme Centre takes into account and assists indoing similar work in Regional Centres and the InternationalCentre.

Each Programme Centre specifies an annual target for fundsto be raised for projects and, thus, arrive at an aggregatefigure for a five-year period. The planning process fordeveloping a Strategic Business Plan is initiated in the yearpreceding its implementation through a consultative processinvolving staff of each Centre, members of its advisory body,staff of other CUTS Centres and representatives of the seniormanagement.

�each of the ProgrammeCentres of CUTS developsStrategic Business Plan, for aperiod of five years, with adetailed description ofobjectives, outcomes, etc. oftheir respective areas of workand a corresponding strategyfor implementation



CUTS has always been clear and unambiguous incommunicating its messages to specific target groups. Giventhat the effectiveness of the organisation�s advocacy dependson its outreach and dissemination capability, the developmentof a comprehensive �advocacy plan� and within it a�communication strategy� is imperative.

Such a strategy clearly specifies the various means/tools ofcommunication which are used for different �target groups� �outreach meetings for project-related stakeholders andmedia, project and policy briefs, briefing and discussionpapers, focus group discussions, local, national, regional andinternational conferences, etc.

Furthermore, the organisation is in the process of developingan in-house Monitoring and Evaluation Unit to carry outregular outcome- and impact-audits and guide the projectteams to ensure that the work is on stream.

3.2 Leadership and Decision MakingCUTS has always followed a process of participatory decisionmaking at every level and stage of implementing its functions.As a tool to achieve this, each Centre has a monthly meetingformat where every colleague is given an exposure in allwork-related aspects of the Centre, thus empowering themand create better ownership. Such meetings are recorded andreviewed regularly by the team and the senior management.

Each CUTS Centre is provided a fair degree of independencein decision making � administrative and financial. Suchindependence extends to the conceptualisation andimplementation of Centre-specific Strategic Business Plan,especially in respect to project development, staff planningand management, etc.

Formulation and implementation of Strategic Business Plan ofa Centre is handled by its Centre Head/Coordinator. Moredetailed implementation such as project development ishandled by a dedicated group of a centre�s personnelincluding a designated programme officer who, along withher/his team members, is responsible for timely progress ofthe project. Activities and interventions are implementedunder the guidance of a Centre Head/Coordinator, often withthe involvement of the senior management, Centre�s advisorybody and/or project advisory groups, which consist of a panelof reputed experts/practitioners with relevant knowledge/experience.

�that the effectiveness of theorganisation�s advocacydepends on its outreach anddissemination capability, thedevelopment of acomprehensive �advocacy plan�and within it a �communicationstrategy� is imperative

CUTS has always followed aprocess of participatorydecision making at every leveland stage of implementing itsfunctions



3.3 ResourcesFor implementing its working methodology, as describedabove, the organisation places equal emphasis on all threeaspects of �Resources� � Human, Physical and Financial.Given their dynamic nature, regular discussion takes placeamong the senior management to address required changesin �Resources� Planning.

The organisation has a �Human Resources DevelopmentPolicy� for recruiting professionals and support staff fromdiverse socio-cultural background, keeping in mind genderbalance and other features of diversity.

In regard to physical resources, the organisation has thenecessary space and provides state-of-the-art facilities for amore productive working environment. It has acquired a pieceof land in Jaipur to build its campus, which will help theorganisation with more space and better facilities.

The organisation has various sources of funding � fromgovernmental including bilateral donors, multilateral/inter-governmental organisations and foundations. Most of thesefunds are project-specific. In recent times, the organisationhas been successful in securing some funds throughcompetitive bidding for specific projects.

The organisation is yet to be successful in mobilisingsignificant amount of support through endowments,donations, etc. It is developing a �Strategy� to improve itsability to attract such support from potential sources.However, it would have to be careful in maintaining itsindependent character while seeking such endowments.

In its 30th anniversary year in 2013, CUTS is organising a seriesof lectures by eminent personalities across the world ontopics of its work agenda. These lectures will help raise theprofile of the organisation globally and also help CUTS to finetune its work agenda and raise long-term funding. Thelectures will be published in a volume while a videotape alsobe produced to help visibility.

The organisation is yet to besuccessful in mobilisingsignificant amount of supportthrough endowments,donations, etc. It is developinga �Strategy� to improve its abilityto attract such support frompotential sources



4. ConclusionsThis Vision Document provides directions for the next twodecades of CUTS � recommendations for continuity withchange emerge from the analysis in the previous sections. Itwill help the organisation consolidating and synergising itsactivities and interventions in cognate subjects of �GoodGovernance�, �Effective Regulation� and �Rules-based Trade�for achieving �Consumer Sovereignty�.

While the organisation�s core areas of operation wouldcontinue and will be consolidated, there would be an increasein emphasis on issues such as social, economic andenvironmental dimensions of sustainable development,corporate social responsibility, and transparency andaccountability in the systems of economic governance.

Over the next two decades, considerable geographicalexpansion is anticipated � in Latin America & the Caribbean,Middle East & North Africa, Central Asia and anotherInternational Centre in Washington DC. New Regional Centreswould be set up on the basis of project funding and core/long-term support but continuation of operations would be basedon sustainability through the generation and consolidation oflocal demands, future opportunities, etc.

In future, the organisation will place greater emphasis onoutcomes- and impact-oriented cutting-edge activities andinterventions by consolidating and synergising its work acrosssubjects and geographical regions.

CUTS is an organisation striving for continuous improvement.One of the ways for achieving this would be to undertake an�External Evaluation� of CUTS so as to better identify its�Strengths, Limitations, Opportunities and Threats�, which willhelp the organisation addressing major factors in �ExternalEnvironment� in which it will work as well as improve its�Internal Environment� of functioning.

An Organisational Strategic Business Plan will be developedwhich would help CUTS operationalising this VisionDocument. A Monitoring and Evaluation framework will alsobe developed to monitor the progress of the organisation inachieving the goals set in this Vision Document by the 50th

anniversary of CUTS in 2034.

This Vision Document will be revisited in 2018 to take stock ofwhat the organisation had visualised and what it has beenable to achieve in terms of this Vision.

This Vision Document will berevisited in 2018 to take stockof what the organisation hadvisualised and what it has beenable to achieve in terms of thisVision

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