2. 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 Brigante
Uganda Fellowship Lead
This report is dedicated to the 27
D2international fellows and the staff
of Days for Girls who made this
experience truly transformational.
3. 3 | D2i Uganda Impact Report d2i Uganda Impact Report | 4
table of contents
letter to the reader
introduction
collaboration overview
fy16 fellowship overview
fy16 fellowship teams
center strategy
network development
donor expansion
impact evaluation
insight analytics
social innovation challenge
letter to the reader
from sally
Who 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’Amato
Principal Deloitte Consulting LLP
4. 5 | D2i Uganda Impact Report d2i Uganda Impact Report | 6
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 prototyping
4. 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.
sustainability
introduction
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 own
II. Junior Practitioner-Run; Cross-Generational: Founded and managed by Deloitte’s junior
practitioners, with support and connections across generations
III. Sustainable Collaborations & Impact: Employs an innovative partnership model designed to
continually generate new ideas and provide lasting value to Deloitte and D2i collaborations
IV. 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
SOCIAL
Intrapreneurship
CREATIVE
RESOURCEFULNESS
LIGHTWEIGHT
SPECIALISTS
MOVEMENTS,
NOT INITIATIVES
FIELD TESTED
INNOVATION
IMPACT IS
EQUAL
“D2i has given me the opportunity to work at the
intersection of my interests and skills at Deloitte.”
- D2i FY16 Fellow
5. 7 | D2i Uganda Impact Report d2i Uganda Impact Report | 8
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 MHM
3. Become a catalyst for conversation on MHM
4. 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/weissues
2 http://www.who.int/countries/uga/en/
3 http://pdf.usaid.gov/pdf_docs/PNADT401.pdf
4 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.”
6. 9 | D2i Uganda Impact Report d2i Uganda Impact Report | 10
7 8 9 10 11 12 131 2 3 4 5 6 14
time
AbstractConcrete
• 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
7. 11 | D2i Uganda Impact Report d2i Uganda Impact Report | 12
center strategy
Issue
At 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.
Solution
Center 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
2
1
8. 13 | D2i Uganda Impact Report d2i Uganda Impact Report | 14
network development
Issue
AsDfGbroadeneditsfocusinternationally
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.
Solution
To 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.
Impact
The 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
9. 15 | D2i Uganda Impact Report d2i Uganda Impact Report | 16
donor expansion
Issue
Prior 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.
Solution
Donor 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.
Impact
The 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
10. 17 | D2i Uganda Impact Report d2i Uganda Impact Report | 18
impact evaluation
Issue
DfG 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.
Solution
To 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.
Impact
The DfG leadership team has already
taken significant strides by creating
monitoring and evaluation roles,
conducting monitoring and evaluation
workshopswiththeirstaff,anddeveloping
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
11. 19 | D2i Uganda Impact Report d2i Uganda Impact Report | 20
insight analytics
Issue
As 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?
Solution
To 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.
Impact
In 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
12. 21 | D2i Uganda Impact Report d2i Uganda Impact Report | 22
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
