Planning Report: National Conference on the

Economic Impacts of Covid-19

Organised by: Ashoka Centre For Economic Policy

Table of Contents

INTRODUCTION................................................................................................................................. 2
Agenda/Vision of the Conference ....................................................................................................... 2
From the Lens of the Centre ............................................................................................................... 2

THEMES AND SUB-THEMES........................................................................................................... 2

Topics of Discussion ........................................................................................................................... 3

SESSION FLOW .................................................................................................................................. 4

Venue .................................................................................................................................................. 5
Schedule for The Day ......................................................................................................................... 6
Unique Selling Points ......................................................................................................................... 6

ENGAGEMENT AND MARKETING STRATEGY ........................................................................ 4

Audience and Registrations ................................................................................................................ 5
Innovative Marketing Strategies…………………………………………………………………………………………………….9

SPEAKERS AND PARTNER INSTITUTIONS ................................................................................ 4

Potential Panellists and Speakers ........................................................................................................ 5
Potential Partner Institutions ............................................................................................................... 6

RESOURCES REQUIRED AND OTHER CHALLENGES ............................................................ 4

Logistics and Human Resources ......................................................................................................... 5
Finance ................................................................................................................................................ 6
Challenges and Further Discussions ................................................................................................. 11
 I. INTRODUCTION

a) Agenda/Vision of the Conference

Ashoka Centre for Economic Policy (ACEP) presents to you its inaugural flagship event – the National
Conference on the Economic Impacts of COVID-19 (NCEIC).

A day-long expedition into the nuances of the economic damage triggered by COVID-19, NCEIC aims
to unite a set of esteemed academicians, senior policymakers, government officials and experts, to
ideate, discuss and debate pressing issues, consequently paving way for tangible reforms in the future.
In doing so, NCEIC envisions to, a) empower critical thinkers with the ability to conduct inter-
disciplinary analysis and commit to public service, and b) deliver these imperative discussions to a
wide-range of audience.

In the current state of looming uncertainty, the primary mission of the conference is therefore to incubate
fresh thinking and breed novel ideas that can shape our future with confidence. Scheduled to be held in
August 2020, the conference is a nation-wide endeavour with a diverse range of participants. In the
report that follows, I detail a comprehensive implementation strategy for the event planned, in line with
the underlying agenda of the conference discussed.

b) From the Lens of the Centre

On Ashoka University’s recommendation, the Centre is also expected to use this event as an opportunity
to officially launch itself in the ecosystem of economic thought and research. Consequently, as ACEP’s
inaugural engagement event, the conference is undeniably crucial in shaping a brand name for the centre
and is expected to speak to its values – boldness, innovation and intellect.

Additionally, the conference also allows the centre to nurture important partnerships and industry-
relationships for itself through the means of active networking. Keeping these goals in context, the plan
detailed further also strategically outlines a brand-creation approach, in line with the long-term view of
establishing the centre as a globally recognized and competitive hub.

II. THEMES AND SUB-THEMES

a) Topics of Discussion

The essence of any conference can be captured through its topics of discussions. The underlying themes
must be relevant, insightful, exciting and far-sighted. In this regard, after thorough research on the
discourse around COVID-19, the selected 4 themes and corroborating sub-themes are pictorially
represented in the diagram below.

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 Themes

Macroeconomic Policy and Investment, Industry and Poverty, Equity and Human International Economics,
Growth Labour Development Trade and Institutions

The Role of Banks and Potential US-China

Fiscal and Monetary
Policy: Effectiveness
and Future Challenges
NBFC's, with focus on The Economics of
Privilege and Universal Cold War and its
MSME's
Basic Income Implications for
Foreign Policy

Financial Markets -
Unemployment Stabalizing Volatility Reforms in the Role of Global
Challenges: Job and Capital Control Healtcare Sector Institutions: WHO,
Markets Policies WTO and UN

Reforms in Education
Innovative Policy Sector
Recommendations with Scope of Work From Trade and Industrial
focus on Demand Home; How to re-start Policy in India: Self-
Revival your business Suffiency

Data and the Future of

Digitalization
Infrastrure Creation and
Potential Development
of the Manufacturing
Industry

Migrant Labour Crisis

The above themes cover a diverse range of discussions pertaining to COVID-19, reflecting upon the
Centre’s capability to put forth holistic and multidisciplinary analyses, as well as offering participants
access to vast areas of interests. The rationale for choosing these themes is the importance they hold in
framing the narrative around the impacts of COVID-19 and its future implications. In particular, the
relevance of these themes is highlighted below.

• Macroeconomic Policy and Growth

o Unprecedented fiscal and monetary responses were implemented by many nation

states, including India

▪ Growing debate on how far to stretch fiscal deficits and eventually repay debt
in the future, with economists like Raghuram Rajan advocating higher fiscal
deficits; debate even more relevant for already debt-ridden economies
▪ Important to analyse whether currently announced policies in India provide
relief and identify scope for improvement; more importantly, identify scope
for leakage of benefits and suggest tangible implementation strategies, with
focus on tax policies

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 ▪ Imperative to discuss the role of RBI, implications of slashing interest rates,
relevance of inflation targeting, use of helicopter money and outcomes of
already undertaken policy measures

o Macroeconomic fundaments, including government spending, investment and

consumption, have direct impact on GDP; analysing and predicting the future trajectory
of consumer spending indexes, investment atmosphere and outcome of fiscal policy is
therefore relevant; revisiting IMF and OECD’s growth prediction for FY20, in the
context of India and the world

o Shocking unemployment rates observed in the nation (crossing 25%); growing debate
on unemployment benefits, social security policies and how to stimulate job creation;
discussion on skill-deficiency in India – adequate demand for labour yet inadequate
supply of skilled labour; need for re-training and skilling programmes

o Need for innovative policies that can stir demand in an already slowing economy, with
special focus on retail, airline and tourism – sectors supposedly most impacted by
COVID-19 according to the Economist

• Investment, Industry and Labour

o Functionality of credit markets is particularly relevant during economic recessions;

growing debate on the efficiency of the flow of liquidity from the RBI to the borrowers;
inability to make loan repayments increasing the NPA’s in the banks; heightened role
of NBFC’s
▪ NBFC’s were already suffering even before the onset of COVID-19;
discussion on the importance and the scope for reform in the NBFC sector in
order to make it more relevant and resilient
▪ Need for better understanding of the banking sector post COVID-19
o Bear financial market situations, with an extremely volatile stock market, destabilising
foreign exchange (large depreciation of the Rupee) and growing debate on imposition
of capital controls, particularly in FDI originating from China
o Need for clear instructions on how to re-start organizations with social distancing
protocols
o Shocking migrant labour crisis, exposing vulnerabilities of the current industry status;
moreover, since most migrants have now returned, discussion on the availability of
labour for restarting industrial activity

• Poverty, Equity and Human Development

o Exposure to rising income inequality, with the poor bearing the brunt the virus (little
or no saving income and inability to social distance), building a compelling debate on
the provision of universal basic income by the government for vulnerable groups in
India
o Need for further policy recommendations in relation of upliftment of poverty

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 o Urgent necessity to reform both public healthcare and education sectors; scope for
universal healthcare and education systems; large exposed vulnerabilities in lack of
infrastructure – severe supply side issue; discussion on the long-run economic impacts
of an inadaptive system; need for stronger institutions in better preparation of the next
pandemic
o Strong focus on the use of data and technological innovation to drive growth models
of the future; growing debate on the extent of data-collection and use for policy
creation, with rising privacy concerns; importance of digitalization and its role in
India’s growth story – is a technological revolution the next big growth fuel; increasing
role of e-commerce

• International Economics, Trade and Institutions

o Anti-China sentiments on the rise, with deteriorating relations between the economic
giants – US and China, especially after the tensions of the pre-existing trade-war
o Fracture of supply chains, removal of manufacturing plants from China (direct
incentives given by the Government of Japan), leading to rise in nationalistic politics
and inward-looking behaviour; shift of healthcare manufacturing to home countries
o Diminishing role of global institutions that aim to bring the world together; discussion
on the need for multilateralism, urgent reforms in the now passé WTO, failure of the
G5 and G20 in leading a global coordinated action; development of new economic
institutions in vision of leading global efforts in future atrocities to come including the
threats of climate change, as especially encouraged by President Emmanuel Macron on
Financial Times
o Careful analysis of India’s future trade and industrial policy – Is India looking to create
a manufacturing hub, and can it even do so realistically? Implications for local markets
and expected changes in India’s foreign affairs

While the above discussion only lays out broad viewpoints of current discourse, all themes proposed
above offer insights into the nuances of the pandemic. More importantly, they are driven by the need
for future reform and encourage innovation. Covering a broad, yet deep analysis of the ripple effects of
the pandemic, the themes are exhaustive in their ability to drive innovation towards future growth
policies.

Through selection of these themes, the Centre envisions to create the impression that it is bold in asking
the right questions, informative in gathering strong evidence and intellectual panellists, analytical and
far-sighted, yet more importantly, has to ability to share these results and discussions to the masses.

In 3 words, the Centre’s target branding can be represented as:

Holistic. Inventive. Far-Sighted.

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 III. SESSION FLOW
a) Venue
Before suggesting a platform for the conference, two possible options are weighted against their costs
and benefits, on the basis of which a decision is proposed.
Offline VS Online Venue
Offline Event – India Habitat Centre
In-person discussions are often more engaging,
allowing speakers to emote, respond to and interact
with other speakers in real time, culminating in
better discussions and allowing exchange of ideas
Use of break/lunch times for networking; easier to
create an impression through in-person
conversations which can be particularly relevant
when seeking donors and potential future
partnerships
The need for an inaugural event to be conducted in
full force; diminished impact without any physical
contact; monotonous to watch videos online – hard
to use a device screen for the entirety of a day
Speakers might feel less welcomed when only
addressed through an online platform;
accommodations can often give a sense of respect
which is hard to gauge in an online setting
No reliability on internet connectivity, allowing the
event to be more inclusive and mindful of
individuals without the privilege of good
connectivity, yet willingness to participate
Does not require speakers to be well-versed with the
nuances of online conferencing; harder to manage
Zoom/Google Meet requirements if no prior
knowledge on the same
One of the first physical events post lockdown –
excitement in participants; ground-breaking
example for future events in the case that the event
is successfully handled with social distancing
measures
Harder to seek permission from government
authorities for the conduction of such an event
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Online Event – Series of Webinars
Ensures safety of all panellists amidst
COVID-19 threats which are unlikely to
dilute before Aug, 2020; threat even more
prominent for senior participants and
speakers who are likely to form a fraction of
the attendees
Allows wider range of panellists from
different regions of the nation who might find
it hard to confirm physical presence
Greater viewership and reach to audience
since anybody with internet access, not
necessarily located in a particular region of
the nation, has access to these discussion
Longer term impact, since viewers can access
clippings long after the actual date of the
conference
Lower financial costs, since no venue
bookings, catering, accommodation and
travel costs required; In addition, no
investments in ensuring safety and social-
distancing protocols
Mitigation of a potential public crisis and
threat to brand value, in the offset that a
positive case of COVID-19 is later detected in
the event
New and exciting to be a part of a ‘digital
event’ – fewer such conferences have taken
place before, giving it a unique standpoint;
example of paving way for a technological
revolution; can use the buzz around
‘digitalization’, in favour of a brand creation
for the Centre
 b) Proposal of an Online Event and Other Contingencies

In view of the discussion above, I propose that the benefits of on online event outweigh its costs, and
hence, recommend the board to adopt an online platform for its first edition of its flagship event. The
reason for this choice is threefold:

1) The threat of the spread of COVID-19 is prominent and cannot be left to chance. Proper
adoption of social-distancing measures is a logistical hassle, and at best, only offers partial
solution to the problem. Moreover, the risk of spread is threatening to the future of the centre,
since its reputation – among speakers, viewers and potential partner institutions – will be
seriously tarnished if even one case is detected. This point is particularly important since we
plan to bring together a share of senior members of institutions, who are at high-risk due to
COVID-19, in times when daily cases are still rising.

2) It is easier to conquer a space that is still relatively new. While many economic centres have
allowed for online video interviews with experts, very few have organized a whole conference
experience, allowing the Centre to establish an identity as the first of its kind to pursue such an
endeavour. It is exciting, new, challenging and offers an opportunity to capitalize on a new
market segment, alongside allowing the Centre to expand its partnerships at the global level –
digital media sees no boundaries! Moreover, the Centre can also seek guidance and learning
experience from the University itself that is already organizing one such conference (Education
in times of COVID-19) – adopting the positive responses and working to eliminate the
shortcomings.

3) The scope for outreach is wider, whereas the financial costs of the event are seemingly lower.
In such times of uncertainty, pre-booking venues, caterers, travel and accommodation is
seemingly pointless since any new directive from the government or the state can disrupt plans.

Contingency: In the offset that the situation is significantly improved by the month of August, the
Centre can choose to host a small lunch event prior to the actual date of the conference, inviting speakers
who reside nearby and/or are ready to travel. This can either take place at the proposed location of India
Habitat Centre or the University Campus itself. This provides the Centre with the platform it requires
to network, at the same time, proving to be a low-risk and logistically hassle-free endeavour.

c) Schedule for The Day

The format of the sessions must keep the viewers intrigued. This is particularly relevant since it is
challenging to develop interest on online platforms. In order to achieve this goal, I propose two
strategies that can be implemented to dictate session flow:

1) Different formats of discussion – The monotony of lecture series can be broken by offering our
viewers different formats of debate over the course of the day. These include but are not limited
to, moderated panel discussions, lecture series, purely Q&A sections, TED-Talk format pitches,
book and/or paper-presentations, debates, interviews, workshop-based and competitive events.
The benefits for this are twofold. First, the viewer is exposed to new content and is compelled
to come back for more. Second, the speakers have flexibility and choice in the kind of format
they wish to participate in.

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 2) Flexibility in which theme to indulge in – Often attendees are limited in their choice of attending
particular lectures/discussions at a conference. This is because, in physical spaces, there is often
one lecture taking place at a given time. Since we are providing an online platform for
audiences, we can increase the flexibility of the event. This can be done through simultaneous
playback of discussions. This is explained in detail below.

There are 4 themes for the conference. We can create 4 separate meeting rooms for the event,
each focussing on one theme, and run these meetings simultaneously over the course of the day.
The discussions planned under each theme will play on their particular meeting room.
Therefore, at any given point in time, the viewer has 4 options to choose from. This gives
viewers the power to choose, allowing them to either deepen knowledge under only one theme,
or switch between rooms, allowing a wider perspective on the issue, as per convenience. To
hold ourselves to the commitment of holistic analysis, we will also host one panel discussion,
involving speakers from all areas, and stream the same discussion on all meeting rooms. This
allows us to engage our viewers in some form of multi-disciplinary interaction.

BENEFITS OF THE FORMAT PROPSOED

1) Opportunity to host a large number of speakers, allowing greater advertising and branding
opportunities.
2) Allowing the viewers to customize their viewership and engagement with the event.
3) Accounts for technical glitches/last minute cancellations. This is because if one meeting
room is non-functional, viewers can engage with the content discussed in the other 3 rooms.
Moreover, some video conferencing software limit the number of participants in one
meeting room – by allowing 4 such platforms, we are less restricted in the number of
audience registrations we intake.
4) If a viewer misses one particular event, he/she can later visit our website platform to access,
increasing viewership on our Web-Page

While it is also true that such a format demands greater logistics, tech support, monitoring and audience
participation, using support from Ashoka University Students, it is certainly achievable, and in fact will
reflect commendable effort on the Centre’s part.
Example of Proposed Format (Only to show format, design can be changed accordingly)

Macroeconomic Investment, Industry Poverty, Equity and Int Economics, Trade

Growth and Policy & Labour Human Development and Institutions
Click Here to Join Click Here to Join Click Here to Join Click Here to Join

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Based on the above, a prospective schedule for the day, with the time-allotted to particular discussions,
is shown in the table below. This is open to criticism from the Board and is only a first-draft.

Schedule for The Day – Welcome to the National Conference on the Economic
Impacts of COVID-19

Online Room 1 Online Room 2 Online Room 2 Online Room 2

TIME
Theme 1 Theme 2 Theme 3 Theme 4

10:00-10:30 Inauguration Speech by ACEP – Welcoming all Speakers and Viewers

10:30-11:00 Lecture Speaker 1 Interview 1 Lecture Speaker 1 Interview 1

11:30-11:45 Break Break Break Break

Q&A Format Q&A Format

11:45-12:15 Lecture Speaker 1 Lecture Speaker 1
Discussion Discussion

12:15-1:00 Interview 1 Lecture Speaker 2 Interview 1 Lecture Speaker 2

1:00-2:00 Lunch Lunch Lunch Lunch

2:00-3:00 Moderated Panel Discussion with a wide range of Panellists – Across all Rooms

Q&A Format Q&A Format

3:00-3:30 Lecture Speaker 2 Lecture Speaker 2
Discussion Discussion

3:30-3:45 Break Break Break Break

Debate 1 Debate 1
3:45-4:15 Workshop 1 Workshop 1
(2 Speakers) (2 Speakers)

Debate 1 Debate 1
4:15-4:45 Workshop 1 Workshop 1
(2 Speakers) (2 Speakers)

4:45-5:00 Break Break Break Break

Paper/Written Work Paper/Written Work Paper/Written Paper/Written Work

5:00-6:00
Presentation Presentation Work Presentation Presentation

Total Speakers ~ 25-30

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 d) Unique Selling Point

Flexibility in Sessions
Holistic Coverage in Themes Esteemed Panellists
Customizable Viewership

Partnership with Charitable

Wide Array of Discussion Formats Organzations (Sense of Giving
after Discussions)

Digital Conference - Very Few of its kind in India

IV. ENGAGEMENT AND MARKETING STRATEGY

a) Audience and Registrations

Our audience entails a diverse set of individuals who can benefit from the series of discussions we offer.
Since a multilateral approach is required to combat the downward spiral caused by the pandemic, top
leaders as well as learners will be interested to attend. In particular, these include:

Academicians and Scholars

Policy Makers

Government Officials

Economists

NGO Organizations

Students: Colleges and Schools

Industrialists and Businesspeople

Field Experts

Potential Investors

In order to gauge participation, an interest-based registration must be sent out prior to the main event.

b) Innovative Marketing Strategies

To draw attention to the conference, and engage with our audience, three timelines are particularly
important.
1) Pre-event Build Up
2) During-event Blogging
3) Post-Event Experiences

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In order to maintain momentum on all three fronts, the following marketing strategies can be
implemented.

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Pre-Event Build Up

Website and Email Alerts: The Centre must invest in a website platform, and update it daily with
content about the conference; use a web-analytics company/software (Hotjar) to gauge user-traffic; pilot
design links/colours and monitor user experience; use heatmaps to understand when traffic is highest;
interest-based registered users should get a personalized email inviting them to the events planned
Attendee Incentives: The Centre must create exciting incentives for its audience. For students, this can
be in the form of competitive events such as online quizzes posted on the website prior to the event/essay
writing events, the winners of which could be rewarded with incentives such as internships with the
centre, 15-minute one-on-one session with a speaker of their choice, chance to address the audience in
the break period about their essay etc. For other top experts and academicians, a series of impressive
keynote speakers with who they can network, can provide ample incentives.
Partnership with Industry Influencers: Indeed, the best way to reach masses is through partnership
engagements with other similar centres, who either a) collaborate with ACEP in organization of the
event or b) are seeking to collaborate with ACEP in the future. These could include top policy think-
tanks such as Brookings, industrial movers such as top firms or economic newspapers such as the ET
who could use their website to publicize the conference. Moreover, these influencers could also send in
emails through their company network to all their employees. Ashoka University, as well, can share its
pool of connections in this regard.
Speaker Profile Updates and Video Clippings: A regular update on speaker profiles can be collated
in the form of a newsletter and sent out regularly, on all platforms available. Preferably, these could be
in the form of short video clippings by ACEP or the Speaker – visuals speak better than words!
Social Media and Use of Hashtags: Instagram and Facebook can be used to promote the event. This
can be carried out strategically. First, ACEP must find its appropriate audience, through following
individuals who follow other conference pages. ACEP can also follow trends in #Hashtags used by
similar pages. Then, ACEP can create its own #Hashtag, and get the promotions going.
Social Cause Donations: ACEP can simultaneously run a donation drive on their website, in
collaboration with particular NGO’s – this will increase traffic on the website, allowing users to engage
in web-content about the conference, as well as cause tangible social benefit!
Tapping into Student Networks: Increasing student participation in the conference, through
approaching the Economics and Politics Societies of other colleges and schools can be useful. Moreover,
through conduction of workshops, the Centre can attract these students, as well as prospective PhD’s,
masters or teachers.

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 02
During Event Blogging

Live-Streaming on YouTube and Facebook Live: Live Streaming on popular platforms, other than
the website/conference links, can increase viewership based on convenience, on the day of the event
itself. Moreover, comment boxes on these platforms can be actively used to share real-time experiences
of the conference that other viewers can also access.
Interactive Questions on Instagram Handles: Post every session, Instagram and Facebook
stories/polls/questions can be used to engage audience to participate and proactively retrospect on the
session they just attended.
Forum Discussion based on the Speaker Event: A forum where attendees can post questions based
on their understanding of the event (Can be a Google Group as well), and other attendees are given an
opportunity to answer these questions, can engage audiences to pay attention during events.
Email Alerts: Before the onset of every session, an email-reminder can be sent out to registered
attendees!

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Post-Event Experiences

Requests for Testimonials: Testimonials from various individuals from the audience can be collated
and posted on the website/social media handles to prompt other members to visit the recordings. Prompts
such as ‘What did you learn from the event’, ‘Was it useful in your overall intellectual goals and
development’, can also be suggested for use. If there is enough interest and permission, video clippings
of testimonials can also be shared.
Speaker and Audience Feedback: Constructive criticism is necessary to improve. Based on the
experience of both speakers and the audience, feedback opportunities must be provided in order to create
a professional brand of the Centre.
Intaking Suggestions for Themes for Future Events: Based on the experience, the Centre can also
crowd-source a few suggestions for future events, in terms of themes and speakers to invite. This would
allow the audience to feel as though they are a part of the process, and instantly connect with Centre
goals and values.

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 V. SPEAKERS AND PARTNER INSTITUTIONS

a) Potential Panellists and Speakers

Given the proposed themes and session format planned, following is a prospective list of keynote
speakers we can begin contacting. Exact topics of discussions/debates will be later decided after
conversations with the speakers.

Theme 1 Theme 2 Theme 3 Theme 4

Bibek Debroy Dr. Randeep Guleria

Rajnish Kumar Amitabh Kant
Chairman of the PM's Economic Covid Strategist & Director,
Council Chiarman & MD, SBI CEO of NITI Aayog
AIIMS

Mahesh Kumar Jain
Deputy Goveror of the RBI
Bina Agarwal
Labour Economist, Professor
University of Manchester
Jayanti Ghosh
Chairperson of the Centre for Surjit Bhalla
Economic Studies and Planning,
Executive Director of India, IMF
JNU

Shamika Ravi Neelkanth Mishra Dr. TCA Anant Piyush Goyal

Former Director of Research India Equity Strategist, Credit Chief Statistician of India Minister of
Brookings India Suisse Ministry of Statistics Commerce & Industry

Reetika Khera Sonal Varma Byju Raveendran Shivshankar Menon

Development Economist MD and Chief Economist, Founder, Byju's Learning App Foreign Secretary in the Ministry
Professor IIM-A Nomura Holdings of External Affairs

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While there is immense scope to further expand on the above list, there is also an opportunity to appoint
members of the Ashoka community to be guest speakers or debate moderators. In particular, given the
discussions at hand the following professors can also provide immense insights for the audience.
1) Professor Anisha Sharma, Labour and Development Economist
2) Professor Biswajit Banerjee, Chief Economist at the Ministry of Finance of the Slovak Republic
3) Professor Ashwini Deshpande, Development Economist
4) Professor Bharat Ramaswami, Food Security and Agricultural Economist
5) Professor Hemanshu Kumar, Development Economist

b) Potential Partner Institutions

It is important for the Centre to nurture fruitful relationships with other economic development
institutions, through the course of its conference. In particular, the following research leaders can be
approached.

In view of the long-term vision of the Centre, key global relationships can also be considered in the
future, with the following research centres.

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 VI. RESOURCES REQUIRED AND OTHER CHALLENGES

a) Logistics and Human Resources

As the first event organized by the Centre, it is important to pay heed to logistical details, in order to
ensure smooth functioning of the event. In this regard, I identify a list of important yet not exhaustive
logistical requirements that we can collectively discuss, and further expand upon.

Human Resource Required

• Technical Assistance Team

This team will be responsible for creation and maintenance of the website and the conferencing
platform, ensuring minimum inefficiency in user experience. Possible sub-teams within this
bracket include:

Website Creation, Development, Design and Repair (Including

functionalities such as forums, quizzes, donation collections, feedback
forms etc)
Video Conference Set-Up, Monitoring and Assistance
Data and Web-Site Analytics and Complaint Requests/Assistance

• Marketing and Outreach Team

This team will be responsible for leading the marketing strategies approved by the board, as well
as reaching out to potential speakers, partner institutions, sponsors etc. Possible sub-teams within
this bracket include:

Content Creation Team (Speaker Lists, Posters, E-mail texts, Newsletters

etc)
Social Media Managing Team (Email, Facebook, Instagram, Website,
YouTube)
Outreach – Schools and Colleges
Outreach – Speakers and Institutions
Outreach – Industrial Influences

• Public Relations and Legal

This team will be responsible for proof-checking all content with regard to a) brand-creation and
b) legal requirements/inappropriate content. The team will also look for appropriate news
agencies on which to publicize the event.

• Operations
This team will be directly responsible in monitoring operations and smooth functioning of the
event, ensuring direct communication and co-ordination with all other teams. In particular, the
team will ensure timely commencement of sessions. In the case that the Centre decides to host a
lunch event prior, the team will also be involved in venue-bookings.

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 • Volunteer Team
This team will consist of Ashoka University students who wish to volunteer to help in the making
of the conference. In particular, a buddy-system approach can be implemented. Each speaker can
be paired up with one student from this team (after careful selection). He/she will be responsible
to assist the speaker in any way required – technical, logistical or in providing relevant
information about the event, ACEP or Ashoka. This can particularly help in creating personal
relationships and assistance, which can be otherwise hard in an online setting.

• Finance Team
This team will be responsible in drafting and monitoring all budgeting activities of the
Conference.

Other Logistics

• Domain for Website Development

• Laptops/Audio-Video Software for the core technical team (in case required)
• Memento/Gift of Thanks to Speakers by post (if required)
• Subscription to the Video-Conferencing Platform if not free (For instance, ZOOM)
• Online/Physical Copies of ‘Certificate of Participation’ for the team members and
volunteers

b) Finance

Following are the prospective cost-heads for the event

• Domain Creation
• Internet and Electricity Usage
• Compensation to Individual Team Members (Depends on level of experience hired)
• Advertising – Instagram/Facebook, Google ads or through partner institutions
• Compensation, if any, to speakers/partner institutions

The board must collectively decide whether it requires sponsorship in order to do so, or has a seed pool
of money for such an event. Based on the Board’s decision, exact budgeting decisions can be made
later. Such sponsorships can be obtained from either government wings, for instance, the Ministry of
Finance that funds the Economics Research Centre at Delhi School of Economics, from other partner
research institutions (approaching institutions mentioned in the list) or from industrial market players
interested in economic policy, for instance Nomura.

c) Challenges and Further Discussions

The implementation of the conference, from this first-draft to its first day in August, will certainly be
met with many challenges. For instance, even after countless efforts, it may be difficult to find partners,
speakers or audiences. Moreover, managing the entire logistics of the event with a team that is working
from home and has never worked together before, can also prove to be challenging. Nonetheless, I do
believe that with dedication, more discussion and timely planning, the Centre will be able to host a
laudable conference, making tangible difference in the future aims of policy as well as establishing
itself in the ecosystem of economic thought, policy and research.

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