fy16 uganda impact report v external spread_final

d2i

D2international Uganda

Impact Report

Developing our People | Developing our World

1 | D2i Uganda Impact Report d2i Uganda Impact Report | 2

letter to the reader

from Matt

“The people who are crazy enough to think they can change the world are the ones who do” – Steve Jobs

The essence of D2international (D2i) is not what we do; it’s why we do it. Our vision of changing the world is bigger than all of us. We pride ourselves on breaking down orthodoxies around “business as usual” and are obsessed with identifying new ways for business and society to bolster each other. Our challenge is against the status quo: that profit is defined by a dollar amount. Our mission is to prove that small yet clever changes to the alignment of resources can make a monumental social impact while improving business outcomes.

At the core of D2i is an annual Social Impact Fellowship. In year four, we ventured to Uganda to work with an incredible organization addressing menstrual hygiene management. Days for Girls has the grand vision that by 2022, every girl, everywhere, will have access to products and education surrounding feminine hygiene care. This report tells the story of our collaboration.

We’re often asked about D2i’s vision for growth. How will we expand the number of fellows and organizations that D2i supports? What is our vision for scaling this talent development model?When we examine our mission of catalyzing socially impactful business practices, we see far beyond a fellowship. We see a world in which “business as usual” could potentially miss something big. We imagine a world in which the infrastructure of business is more effectively utilized – repurposed – to accelerate innovation and generate social returns. A skyline of concrete rooftops becomes an urban garden. A global supply chain becomes a mechanism to deliver life-saving medicines. In our world, conversations about risk become conversations about opportunity. “No” becomes “yes, and...”

As you read through this report, we would like to invite you to join this world and this mission– it’s going to take each and every one of us. Happy reading.

- Matt BriganteUganda Fellowship Lead

This report is dedicated to the 27 D2international fellows and the staff

of Days for Girls who made this experience truly transformational.


table of contents

letter to the readerintroductioncollaboration overviewfy16 fellowship overviewfy16 fellowship teams

center strategynetwork developmentdonor expansionimpact evaluationinsight analyticssocial innovation challenge

letter to the reader

from sallyWho knew that D2i, in its fourth year, would have so much power in purpose (and dare I say it, feeling) that it carries to all the people it touches in the communities we support. As I reflect upon the journey this year, I keep asking the question… Who knew? When D2i started as a fellowship concept, we didn’t know it would have the broad range of impact and reach that it has today. The original concept, focused on giving our junior professionals the experience and opportunity to explore their passion for social impact, remains true every year. Our Fellowship gives a group of junior professionals full ownership, accountability, and the opportunity for deep skills development. That empowerment was conceived as critical, but now we know it is foundational. It provides each professional the courage to carry that reach and impact every year to others by creating their own entrepreneurial and “intrapreneurial” efforts, inside Deloitte and in their communities and networks globally. We did not know that by year four, D2i would have solidified its position to not just benefit our talented professionals, but also to evolve and address new challenges while still maintaining its integrity and measurable impact. D2i has impacted people across four continents, working with the Highland Support Project in Guatemala, Mozaik Foundation in Bosnia and Herzegovina, Leaders of Tomorrow in Jordan, and Days for Girls (DfG) in Uganda. Each year, the team returns with personal and professional relationships that otherwise would never have existed. Now we know that these patterns of success are not accidental. Each person D2i touches sees the lasting impact on the organizations, people, and communities we serve. D2i pushes Deloitte to think about how we infuse our teams and our own careers with purpose. I give credit to the D2i leadership team, who each year asks Deloitte leadership to sponsor the program to explore how the model works, why it works, and the results it generates. Each year as we introduced new elements into the design, we did not know if those new elements would ultimately break the approach or improve it. This year the Fellowship team tackled new challenges: a new continent, new logistics, and the mission of a new partner, DfG. DfG’s global mission statement tackles a shared societal issue that presents itself very differently in each local setting. DfG’s requirements to scale solutions across geographic and cultural boundaries presented our team a unique and new partner experience. When the D2i team boarded the plane to Uganda, they knew their purpose, knew that D2i works, and were ready for the challenges ahead. We did not know that year over year, D2i would prove so much more than we could adequately measure or share as a story. D2i is an energy force pushing all those involved to think harder about the measurement of social impact and return. As with all investments, Deloitte supported the vision, with an ask for measurement of the return on investment (ROI). I have watched our methods for measurement of impact and return grow and refine each year. The return is multidimensional, and the model is always evolving to incorporate new dimensions. That alone is enough to say that Deloitte, our D2i leads, our D2i fellows, and our relationships across the globe know D2i is purposeful and incredibly impactful to all those it touches. I invite you to consider what this work inspires you to explore and believe in. I hope it inspires you to be curious and to join with others to make an impact in your communities and infuse the concept of purposeful action in all that you do. Who knows what you will do in your world.

Enjoy the read. -Sally D’AmatoPrincipal Deloitte Consulting LLP


Vision: A “re-purposeful” world where old models of organizations are transformed to more abundant business practices, connected communities, and vibrant cultures. RePurpose aims to:

1. Identify new ways to serve and support people by uncovering latent connections between business and society

2. Envision new models for organizations and their people, and design the products, services, experiences, and movements that bring them to life

3. Guide the first steps of new ideas by prototyping4. Help organizations build a purpose driven culture and the internal systems required to sustain

innovation and launch new ventures

See appendix for more detail about RePurpose.

rePurpose

The relationships formed with the organizations for each Fellowship may culminate in an in-country solution delivery trip, but they do not end there. A key pillar of D2i’s mission is to accompany the organizations D2i works with after the conclusion of the Fellowship in support of the program’s vision to promote lasting social transformation. To this end, D2i has grown relationships with every organization post-Fellowship through Sustainability Teams in order to:

• Promote continued professional development of D2i Ambassadors in client relationship management and project scoping

• Further engage the Deloitte network with specialists and volunteers from outside of the original Fellowship

• Serve as strategic advisors alongside the organizations’ journeys to ambitiously scale community impact

See appendix for more detail about Sustainability.

sustainabilityintroduction

D2international (D2i)’s vision is to be a catalyst for socially impactful business practices. Powered by junior practitioners, D2i pursues an alternative model to corporate social responsibility that harnesses business skills for social impact - developing ethical leadership while empowering social organizations and the communities they serve. D2i is:

I. Purpose-Driven; Business-Growing: Embodies the belief that social value and business value can be mutually reinforcing, achieving greater outcomes than either on its ownII. Junior Practitioner-Run; Cross-Generational: Founded and managed by Deloitte’s junior practitioners, with support and connections across generationsIII. Sustainable Collaborations & Impact: Employs an innovative partnership model designed to continually generate new ideas and provide lasting value to Deloitte and D2i collaborationsIV. Social Intrapreneurship: Works inside organizations to develop and promote practical solutions to social challenges where market failures exist

D2i has and always will be powered by unconventional ideas and belief in accomplishing the impossible.

Vision & purpose

d2i program overview

D2i aims to create a platform for social innovation for Deloitte’s junior practitioners, where like-minded people from a diverse set of backgrounds can come together and gain hands-on experiences. At the heart of D2i is an annual Social Impact Fellowship that ~30 Deloitte fellows with an international NGO or social enterprise to help the organization build capacity and scale its impact. The Fellowship consists of a four-month training and development program during which fellows couple solution development with learning about social impact service delivery. The program culminates in a one-week international trip focused on capacity-building and cultural exchange. Fellows are selected among Federal Analysts and Consultants from Deloitte Consulting LLP’s three Services Areas: Human Capital, Strategy and Operations, and Technology. Fellows are supported by the D2i leadership team, program advisors, and a broader network of program Ambassadors, mentors, and subject matter specialists.

social impact fellowship

““The whole process of working with D2i – starting with interviews and later on with workshops, insights, cultural exchange – was very exciting process. It is hard to pick the most helpful piece,

because every single piece of the support (trip, solutions, documentations, cultural discussions) was very valuable.”

- Mozaik Staff Member

GUATEMALA

JORDAN

BOSNIA & HERZEGOVINA

UGANDA

“Building a partnership, not just a client relationship, with Days for Girls

was an amazing example of how

development work does not have to be a one-way transfer

of resources.” - D2i FY16 Fellow

MILLENNIAL-RUN; Cross-Generational

SUSTAINABLE Collaborations & Impact

PURPOSE-DRIVEN; Business-Growing

SOCIALIntrapreneurship

CREATIVERESOURCEFULNESS

LIGHTWEIGHT SPECIALISTS

MOVEMENTS, NOT INITIATIVES

FIELD TESTEDINNOVATION

IMPACT IS EQUAL

“D2i has given me the opportunity to work at the intersection of my interests and skills at Deloitte.”

- D2i FY16 Fellow


The 2016 Fellowship worked with Days for Girls (DfG), an organization with the audacious goal of providing every girl, everywhere with access to quality sustainable feminine hygiene products and health education by 2022. DfG was founded in 2008 when current CEO Celeste Mergens was preparing to travel back to Kenya to continue working with orphanages and communities in the wake of political and economic turbulence. Celeste awoke one night with a burning question: What were the girls doing to manage their periods? When she asked the assistant director of the orphanage she was working with, the answer was “Nothing; they wait in their rooms.” Within the orphanage, the conditions the girls faced were cramped and unsanitary, often with no food or water for days unless someone brought it to them. Sanitary products were available, but only if girls were willing to incur a steep cost, often involving sexual exploitation. Celeste recounts this moment as the beginning of her awareness to the vulnerability that millions of women and girls face throughout the world every month, simply due to this basic biological function. These women and girls endure this burden in silence due to cultural ideas, strong stigmas, and taboos surrounding this issue. After this realization, Celeste put her creativity to work and set out to solve this problem by forming DfG. One of DfG’s most notable achievements is the design and distribution of DfG Kits containing reusable pads to women and girls across the globe. The DfG Kit design has gone through 27 iterations and is the result of feedback from women all over the world. Every washable Feminine Hygiene Kit gives back up to 6 months of living in just 3 years of use -- 180 days of education, health, safety and dignity. Over 700 DfG Chapters and Teams produce DfG Kits and partner with local organizations to distribute kits in over 100 different countries. Direct distribution is only one of many ways in which DfG approaches the issue of menstrual hygiene management. They also work to raise awareness around menstrual hygiene management globally, assist other organizations in starting DfG projects in the communities in which they serve, and support communities within a targeted group of countries to start their own micro-enterprises to supply DfG Kits and training.

days for girls

Within those countries that support micro-enterprise development, DfG also often has centers that employ local staff who help empower their community with leadership development and training, supply chain support, and economic stimulus. Local staff within each country are also supported by the DfG international team, headquartered in Lynden, Washington. The fellows worked with DfG CEO, Celeste Mergens; COO, Leah Spelman; Africa and Middle East Program Director, Libby Daghlian; Asia and Latin America Program Director, Sarah Webb; and Uganda Country Director, Diana Nampeera. This year fellows addressed business challenges ranging from expanding DfG’s center strategy and network of partnerships to creating a framework for impact measurement. These business challenges were designed to help DfG meet their organizational goals and aspirations to:

1. Ensure all girls, everywhere have access to tools and resources on how to manage menstrual hygiene

2. Become a convener in the space of MHM3. Become a catalyst for conversation on MHM4. Change the manner in which companies

and organizations approach solving these types of development problems

Women in Uganda face a wide range of challenges including discrimination, low social status, lack of economic self-sufficiency, and greater risk of HIV/AIDS infection . A woman born in Uganda has a life expectancy of just 57 years old according to the World Health Organisation . Uganda has an extremely high rate of child marriage with 12% of girls said to be married by the age of 15 and 46% of girls being married by the age of 18 . In Uganda, as in many countries, gender discrimination means that women must submit to an overall lower social status than men, consistent with the fact that women represent 70 percent of the world’s poor . The lower social status, combined with limited access to health resources, reduces their power to act independently, become educated, avoid poverty, and/or escape reliance on abusive relationships.

Around the world, lack of menstrual hygiene can be debilitating, even deadly, fueled by a combination of poverty, misinformation, stigma and superstition. One study shows that girls in rural Uganda miss up to eight days of study each school term because they are on their periods. A study of menstrual management in Uganda found that this was due to lack of washrooms, lack of sanitary pads and bullying by peers. These 8 days on average translate into around 11% of the total learning days in a year. This school absence rate is difficult for girls to make up for and contributes to girls dropping out of high school. When girls drop out of school, this not only has repercussions for gender equity and human dignity, but also prevents half of the population from fully reaching its economic potential and social contribution to society.

The criticality of the need for menstrual hygiene products and education in Uganda prompted DfG to launch its flagship model in Kampala in 2013. Today, Days for Girls Uganda (DfGU) is working to not only meet the immediate menstrual hygiene needs of Ugandan girls and women, but also to generate longer-term employment opportunities for community

issue and country overview

groups and to mentor other in-country programs around the globe. To date, DfG has reached over 300,000 girls and has grown exponentially over the last three years.

This year’s fellows had the incredible opportunity to collaborate with Days for Girls’ flagship center in Kampala, Uganda and ultimately travel to Kampala to deliver workshops on their teams’ solutions. The D2i Fellowship had yet to work with a partner based on the African continent before the 2016 Fellowship.

This year’s Fellowship was also excited to work with Deloitte’s Uganda office, based in Kampala. D2i’s Re|Purpose team worked with Deloitte Uganda to co-design a Social Innovation Fellowship inspired by D2i. Leadership from the Deloitte Uganda office also attended the Fellowship’s community engagement event, with Manager Kenneth Legesi serving as a judge. The strength of the Uganda member firm, along with the increasing importance of East Africa to Deloitte’s business, made this collaboration even more fruitful.

See appendix for more detail about Re | Purpose.

collaboration overview

1 http://www.fsdinternational.org/country/uganda/weissues2 http://www.who.int/countries/uga/en/3 http://pdf.usaid.gov/pdf_docs/PNADT401.pdf4 http://www.unicef.org.uk/Latest/Publications/state-of-the-worlds-children-2012/5 http://www.unicef.org.uk/Latest/Publications/state-of-the-worlds-children-2012/6 https://www.globalcitizen.org/en/content/introduction-to-the-challenges-of-achieving-gender/7 http://www.snvworld.org/node/8227

“User centered design is not some cookie cutter solution that you throw onto a project and

“magically” everything will run smoothly. Everyone is living their own incredible story which plays a role in a longer journey. It is not sufficient to examine their journey from a distance, but to

instead wet your feet, experience their pain points, and build a solution that improves their daily lives.”

-D2i FY16 Fellow

“DfG is a grassroots 501(c)3 non-profit creating a more dignified, humane and sustainable world for girls through advocacy, reproductive health awareness, education and

sustainable feminine hygiene -- because no girl should go without. Women and girls discover their potential

and self-value, are equal participants and agents of social change and are given opportunities to thrive, grow

and contribute to their community’s betterment while ensuring quality sustainable feminine hygiene. Tens of

thousands of volunteers and important Alliance partners work together to ensure access to culturally, physically

and environmentally hygiene solutions around the globe.”


7 8 9 10 11 12 131 2 3 4 5 6 14

timeAbst

ract

Conc

rete

• Assessed D2i’s impact on fellows and organization

• Transitioned D2i fellows to D2i Ambassador community

• Established Sustainability Team to maintain relationship with DfG

fy16 fellowship overview

• Interviewed 15+ potential partner organizations across the globe

• Considered alignment with D2i mission & vision, opportunity to work directly with local community, and organizational culture among other factors

• Looked for an inflection point - an organization poised to skyrocket with D2i’s support

timeline

DISCOVER DEFINE DEVELOP & DELIVER

ACCELERATE & EVALUATE

“D2i requires that the Fellowship leans on the experiemce of our cohort, past cohorts, and connections we have in

our professional and personal lives to deliver solutions for our partners.”

D2i FY16 Fellow

The Fellowship experience begins long before fellows start developing solutions. It is a journey that encompasses the entire lifecycle from partner discovery through the evaluation of the Fellowship’s impact and instantiation of the Sustainability phase. Each phase represents a unique chapter of the relationship D2i builds with its organization, as well as tactical opportunities for practitioner development. At the foundation is a philosophy focused on co-creation and capacity building.

• Selected DfG as FY16 Fellowship organization• Conducted partner visit to build relationships, set

expectations, and better understand DfG’s needs• Defined main objectives of Fellowship project

teams using the Strategic Choices Cascade• Developed five scopes of work for the Fellowship

project teams

• Co-developed solutions with DfG to address key business challenges

• Participated in an in-person, 14 week curriculum designed to teach fellows about the history and culture of Uganda, the MHM landscape, and the nuances of social impact service delivery

• Engaged subject matter specialists and firm leaders throughout the Fellowship

• Delivered 6 workshops, 1 community engagement event, and business skills training for microenterprise owners in-country with DfG team during 1-week solution delivery trip

Culture

Project

Program

Learning


center strategy

IssueAt the start of the Fellowship, DfG was operating centers in three countries with plans to expand to more, but their rapid growth was largely ad hoc and lacked an underlying strategic plan. The Center Strategy team’s goal was to give DfG the tools they need to expand purposefully and strategically, ultimately obtaining their goal of reaching every girl, everywhere period. SolutionCenter Strategy created a growth plan for DfG. This involved a set of priority activities to spur growth for DfG over the short, medium, and long term. This plan also provides guidance on where DfG should focus their efforts during each phase of growth. Center strategy also produced two assessment tools. The first allows DfG to assess the desirability of operating in any market (including both markets

with existing centers and those where DfG has no presence). The second tool allows DfG to prioritize investment and within a center based on the center’s greatest needs. Each center can then focus its resources on the top-ranked areas in order to help them most efficiently improve their operations. Center Strategy conducted over twenty interviews with DfG micro-enterprise owners around the world and synthesized the feedback received into a report for DfG leadership. This report illuminated challenges, such as supply chain, communication, and pricing, that were not fully understood by DfG leadership. The findings will help DfG frame major choices about the future of their micro-enterprise model. Impact The impact of Center Strategy focused on helping a global organization to make critical decisions regarding their

operational model, strategic focus, and global expansion plans. As a result of Center Strategy’s tools and workshop, DfG refocused efforts on their current centers and reclassified others as micro-enterprises, allowing them to maximize the impact of resources allocated. This strategic refinement has channeled significant fiscal resources, strategic focus, and team alignment toward their flagship programs in Uganda, Nepal, and Ghana. The forecasted outcome of this strategy is improvement in quality of services at flagships and increased efficiencies in operations globally, which could eventually allow DfG to reach more girls in less time.

In 2016, D2i collaborated with Days for Girls, focusing on the three overarching objectives to help accomplish DfG’s goals:

• Develop a growth strategy to support financial sustainability and impact at scale

• Strengthen DfG’s core internal operations• Build the capacity of staff to grow and advance the

organization and improve support to its stakeholders This year’s fellows co-created solutions alongside Days for Girls to address business challenges tied to their three overarching goals. These business challenges were distributed amongst five teams of Fellows, defined as follows:

The culmination of the development and delivery portion of the FY 16 Fellowship ended with the presentation of six implementation workshops and one community engagement event.

“We were so grateful for d2i’s purposeful interaction to keep the deliverables within the

goals of the DfGI team’s desired outcome.” DfG staff member

“I loved the entire experience of Co-creation. It made me feel that my suggestions are

valued and also made me feel that I’m part of organization. it also made the final delivery

workshops easier as I knew exactly where we were coming from and the question of why

would easily be answered.” -DfG Staff Member

fy16 fellowship teams

Donor Expansion

Impact Evaluation

Center Strategy

Network Development

Insight Analytics

21


network development

Issue As DfG broadened its focus internationally to catalyze a shift in the conversation about Menstrual Hygiene Management (MHM), it faced the challenge of reaching out to and managing a diverse array of partners Without a defined strategy for pursuing partners or a prioritization of the outcomes DfG aimed to achieve through partnerships, DfG wasn’t able to fully maximize its potential. The Network Development team aimed to empower DfG to work closely with many types of organizations to tackle the issue of MHM. Network Development focused on transforming DfG’s approach to partnerships from reactive to purposeful and strategic.

SolutionTo achieve their goal, Network Development helped improve DfG’s

ability to articulate its value to potential partners and evaluate and respond to entities that approach DfG leadership, while considering their overall goals. Network Development provided DfG with a prioritization of the types of partnerships they should pursue in the short, medium and long term. A map of outcomes and the correlated partnership activities required to achieve these was also developed to support each of these different time periods.

Additionally, Network Development built a series of frameworks for evaluating and articulating value to potential partners. Together, these solutions are helping DfG reorient its approach to partnerships around the strategic goals it has in the short, medium, and long term.

ImpactThe prioritization and map of partnership outcomes and activities created with Network Development have already allowed DfG to see partnerships from a goal-oriented perspective. DfG now has the tools to prioritize specific outcomes such as funding or media coverage, communicate its value to the partners who can support the achievement of those goals, and sustain a partnership beyond a transactional basis.

As DfG expands its external branding and communications, it is using the more targeted approach developed during the Fellowship.

“We started down this road knowing that we would probably gain a few valuable resources. Instead we gained a toolbox of dynamic processes, workbooks and

frameworks, and a whole lot of new, very talented and dedicated friends.”

-DfG Staff Member


donor expansion

IssuePrior to the Fellowship, DfG struggled with building an organizational structure to pursue donors in a targeted, planned manner. Without this structure, DfG was experiencing a low volume of annual donations, with few repeat donors. This was impeding cash flow and threatening to put the future growth of the organization risk. The Donor Expansion team sought to equip DfG with the tools and knowledge necessary to communicate better with current and potential donors.

SolutionDonor Expansion recognized the need to create a tool for DfG to use to serve as a guide to solicit and maintain future donors and long term corporate

investors. This solution took the form of a user manual that detailed the various individual donor and corporate donor segments as well as targeted, tangible strategies that DfG can use to reach these segments. This tool will allow the DfG Donor Expansion team to better target each segment in the most effective manner. Deloitte’s Donor Expansion team chose to create a donor segmentation highlighting the similarities and differences across various types of individual donors and different types of corporate donors. Based on these segmentations, the team created detailed engagement strategies that can be used as a guide to creating partnerships and increasing donations. The guide also details specific segments to prioritize and focus on right now

based on DfG’s current portfolio and needs. Looking towards the future “The Art of The Possible” was also highlighted as a way for the DfG team to look ahead to new technologies and creative ways to expand their donor base. While the possibilities are endless, the technologies highlighted what DfG can anticipate, harness, and adopt to stay ahead of technology trends and reach their donors with speed, innovation, personalization, and efficiency like never before.

ImpactThe most meaningful impact on the DfG staff was helping them understand that donor activities should not be completed in a one-size-fits-all manner. Groups of individual and corporate donors have unique personalities and needs, different motivations for making donations, and respond differently to how they are engaged. This new mindset, paired with the solution co-created with DfG, has the potential to help them increase their funding in order to reach the mission as well as keep DfG a sustainable organization.

“For me, however, I was most thankful when participants shared that they felt empowered at the end of the workshop. They were no longer intimidated by the vastness of the challenges they faced. They could identify strategies and

frameworks that would enable them to overcome the large, almost existential, questions that their organization had to confront.” -D2i FY16 Fellow


impact evaluation

IssueDfG was challenged with understanding how successful its activities and programs are in achieving the organization’s mission. The objective of the Impact Evaluation team was to help build DfG’s monitoring and evaluation capabilities to enable DfG to measures progress towards its goals, understand how each program contributes to their vision, and determine the efficacy of these programs. SolutionTo meet this objective, Impact Evaluation began by developing a Logic Model to serve as the foundation of DfG’s monitoring and evaluation capability. The Impact Evaluation team worked collaboratively with Days for Girls stakeholders to develop and refine this logic model, which enables DfG to visually represent the path to closing their mission gap from activities through

long-term outcomes. Building on this foundation, Impact Evaluation identified Key Performance Indicators (KPIs) from the logic model to measure the outputs through long-term outcomes of each of DfG’s activities. Impact Evaluation worked in collaboration with Days for Girls to evaluate the feasibility of implementing KPIs through a prioritized list of selection criteria. The KPIs clarify what is most important for Days for Girls to measure while also defining what success looks like for each program. To provide a roadmap for monitoring and evaluation implementation, Impact Evaluation provided a comprehensive guide outlining how to use and modify each tool, and system guides to implement monitoring and evaluation at an organization-wide level. This guide is the go-to resource for DfG leaders

and staff to help ensure monitoring and evaluation is implemented consistently and effectively across the organization.

ImpactThe DfG leadership team has already taken significant strides by creating monitoring and evaluation roles, conducting monitoring and evaluation workshops with their staff, and developing surveys to collect data towards their new set of measurements. As DfG continues to develop its monitoring and evaluation capabilities, they will have a data-driven understanding of how they are reaching their mission and be able to communicate that impact more clearly to the people that matter most.

Vision

Activity Activity“We were changing the culture of an incredible non-profit to increase its global

impact for years to come. Our counterparts at Days for Girls had begun using new

language and asking tough questions that evoked discussions on their organization strategy. Success was achieved before

crossing that literal ‘finish-line’.” -D2i FY16 Fellow


insight analytics

IssueAs DfG has grown over time, the organization was increasingly challenged with determining how best to focus their limited resources and understand the impact these resources had across the different aspects of their business. The goal of the Insight Analytics team was to help DfG answer the question: “How can DfG become more data driven in its decision making by developing a holistic view of their global operations?” In other words, how could DfG improve data quality and management to enable data-driven decision making?

SolutionTo accomplish this task, Insight Analytics used a four-step approach (discover, design, develop, and deploy) to first gain an understanding of DfG’s existing data, the processes surrounding it, and the needs of those who would be using it to make decisions. Insight Analytics then built scenarios based on

different conversations, interviews and research with DfG before prioritizing and developing a set of solutions. These solutions included a dashboard to help portray DfG’s data in a visual manner that would help the DfG team understand the difference their organization is making in the world and identify opportunities for improvement as they continue to grow, a set of streamlined data collection surveys focusing on only the most important data points, and a scorecard that could be used improve the quality of the data that DfG is collecting by showing where the organization’s weaknesses were and offering a way to overcome them.

ImpactIn the short term, Insight Analytics helped DfG see the impact that data can have on their organization, while also narrowing their focus on a few of the key performance indicators outlined by the Impact Evaluation team. Just

one example of this impact is that by implementing the tools Insight Analytics provided, DfG can use their data to show potential donors the impact their donations will have on the lives of those DfG serves.

As DfG improves their data quality, the dashboards will be used to drive organizational decision-making, specifically in connection to centers. The DfG team will be able to identify trends and indicators of success within centers, compare centers to see where resources need to be deployed, and monitor sustainability of their centers over the long-term.

“The experience of working with d2i has given us not only useful tools, but also logic

frameworks as well as a visual reporting system that we now utilize. The D2i effect is

real.” DfG Staff Member


social innovation challenge

The Community Engagement Event is a way for the D2i and the organization D2i is supporting through the Fellowship to engage with the broader community that they serve. This year, Days for Girls identified the micro-enterprise leaders as the group they wanted to focus the event around so that they could continue to train and engage new microenterprise leaders. The event was planned collaboratively with Days for Girls, allowing the D2i and DfG teams to identify the biggest issues the microenterprises were facing and how the event could address them. Ultimately, marketing and implementation were identified as issues DfG and the microenterprises most wanted to address. With a goal of providing both Deloitte frameworks and room for the microenterprises to be creative, D2i broke the day into two parts. The day began with customer framework exercises where the participants were encouraged to think about the needs and challenges of their very own customers. These customer personas were then translated into an idea on how the microenterprises could meet their customer needs through a freeform brainstorming session. Once ideas were identified,

participants worked through an implementation framework and tackled how to make the jump from idea to reality. Finally, teams came up with a pitch for their idea and presented it to a panel of judges, with the top two ideas competing in front of everyone for a grand prize.

The day-long community engagement event has already had far reaching impacts on participants and DfG. During the event the microenterprises reported feeling more confident about their businesses and they were excited to implement their idea, regardless of whether or not it won. After the event fellows were extremely excited to have had the opportunity to engage with the microenterprises and better understand DfG’s work. One major benefit is that Days for Girls will have the materials for presentation at DfG University for future training purposes. Ultimately the Community Engagement event was much more than a training opportunity -- it was a day for everyone who works with Days for Girls to learn from one another.

“Leading the Community Engagement Event allowed me grow into a more confident, capable Deloitte practitioner, delivering

better service to my clients and supporting my fellow practitioners with reaching their

own potential.” -D2i FY16 Fellow

DELOITTE INTERNAL DOCUMENTD2i is looking forward to sustaining relationships and establishing new collaborations. We seek to continue to develop our people, power new ideas, and develop our world.

About Deloitte Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee, and its network of member firms, each of which is a legally separate and independent entity. Please see www.deloitte.com/about for a detailed description of the legal structure of Deloitte Touche Tohmatsu Limited and its member firms. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting. Copyright © 2016 Deloitte Development LLC. All rights reserved. Member of Deloitte Touche Tohmatsu Limited

fy16 uganda impact report v external spread_final

Documents