D2international Ghana fellowship impact report2020 - Deloitte

DEVELOPING OUR PEOPLE, DEVELOPING OUR WORLD

D2internationalGHANA FELLOWSHIP IMPACT REPORT 2020

TABLE OF CONTENTS

Execu t i ve Summar y | 3

Le t te r s to the Reade r | 4

D2 i P rog ram Ove r v i ew | 6

I n t roduc t ion | 7

The W i cked P rob l em | 8

Se t t i ng the St age | 9

Fe l l owsh ip Jou rney | 11

Cu r r i cu l um Ses s i on s | 12

Bus ine s s Cha l l enge Teams | 13

The Fe l l ow Expe r i ence | 20

The Lead Expe r i ence | 22

The Adv i so r Expe r i ence | 23

Our Team | 25

Acknow ledgments | 27

CONTENTS

2

EXECUTIVE SUMMARY

Each year, the D2i Fellowship partners with international social enterprises in an effort to address the organization’s pressing business challenges. The FY20 Fellowship comprised of 36 Fellows, 8 Leads, 6 Business Challenge Teams, and was delivered entirely through a virtual workspace with two education-focused Ghanaian social enterprises, Sabre Education and Soronko Academy.

3

Soronko Academy

Revitalizing Monitoring and Evaluation Processes (REVAMP): How might Soronko capture and communicate its direct and systemic impact across its service portfolio in order to unlock future funding and partnership opportunities?

Talent Engagement and Acquisition Strategy (TEAstrat): How might Soronko attract, manage, and develop high-performing talent who buy into Soronko’s mission and will grow into its future leadership?

Growth Strategy and Implementation Planning (GSIP): How might Soronko develop and execute against a sustainable growth strategy rooted in high quality service delivery and partnership-enabled impact?

COV ID - 19 IMPACT CORE THEMES

Problem SolvingD2i collaborated with the Fellowship

Organizations to overcome various challenges posed by, but not limited to, COVID-19 and

technological adaptivity.

Strategic LeadershipThe D2i Fellowship, led by junior practitioners,

worked to ideate and develop tangible solutions in partnership with the Fellowship

Organizations, Sabre Education and Soronko Academy.

EXECUTIVE SUMMARY

Sabre Education

Successful Design and Delivery of Services (SUDDS): How might Sabre leverage current and future partnerships to ensure its service delivery design is able to deliver the greatest impact and reach on a global scale?

Branding, Eminence, and Donor Development (BREDD): How might Sabre improve its current marketing and communication capabilities to attract new business development opportunities and establish itself as a leader in its mission space?

Financial and Operational Reporting and Governance (FORGE): How might Sabre achieve greater financial visibility and operational accountability to bolster decision-making, improve performance, and enhance governance?

BUS INESS CHAL L ENGE OVERV I E W

CHALLENGE

Following the identification of the FY20 Fellowship wicked problem and selection of the Fellowship Organizations, the COVID-19 pandemic began to spread globally. D2i practitioners and the two Fellowship Organizations, Sabre Education and Soronko Academy, quickly had to adjust to a new virtual environment.

V IRTUAL APPROACH

Together, D2i and the Fellowship Organizations worked to navigate the unprecedented circumstances bought by COVID-19 through:

• Continuous Adaptability: Engaged in adaptable and flexible online tools in the face of a constantly changing virtual environment.

• Shared Collaboration: Built relationships, team camaraderie, and collaborative communication in a completely virtual environment.

• Creative Delivery: Developed virtual solution delivery workshops and implemented solutions through a completely virtual workspace.

OUTCOME

This year’s Fellowship was delivered 100% virtually for the first time since its inception. D2i and FY20 Fellowship Organizations leveraged tools and technology successfully, being brought together in a new virtual environment.

The COVID-19 pandemic, the ensuing economic uncertainty and racial tensions here at home in the US presented the fellowship and its leaders a whole new set of global issues for our program to tackle.

Since our first year of operation in 2013, when D2i was created as a skills-based learning program to serve worthy non-profit organizations overseas, our program has annually staffed a fellowship program led and designed by our young professionals. Each year, we have continued to learn, broaden our impact and engage our passions in the world. Crucial to our learning has been our growing understanding and support of and collaboration with our fellowship non-profits. After 7 years of Fellowship cohorts, projects on 5 different continents, hundreds of professionals with shared experience and countless real-world challenges, it is fair to say that we thought we had seen it all.

Sally D’Amato and Peter Liu D2i PPMD Program Champions Deloitte Consulting LLP

“2020 would challenge us on a scale we could never have imagined.”

FROM SALLY AND PETER

LETTERS TO THE READER

Suddenly, to put it bluntly, there were new operational needs. The leadership team managing in an all-virtual working environment, Fellows balancing D2i commitments in a new operating model for Deloitte, our country struggling with the racial tensions and economic fears challenged all our assumptions. D2i travel plans hung in the balance as we waited to see how the pandemic would evolve and our fellowship organizations were equally overwhelmed by global events and needed our help more than ever.

Despite the unprecedented hurdles, the Fellowship proved to be undaunted, incredibly creative, and highly resilient. This Fellowship team proudly held true to the Fellowship tradition and made this Fellowship experience superbly unique and impactful in new dimensions as you will read in the report that follows.

Our fellowship organizations in Ghana needed our support and in serving that need, this year’s Fellowship bonded in a way that none before it has.

As 2020 comes to an end, we have a lot that we want to put behind us, and we hope for a better year ahead. But high on our list of things that we are grateful for are all the Fellows, Leads and Advisors that gave so much in this challenging year. Thank you for again leading with your values and for being part of the D2i program

“The events of 2020 validated the need for our program more than ever. The simple act of giving back to the world in a moment of need and when it was so difficult for all of us is a powerful reminder of the values that define D2i and define Deloitte.”

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As the Program Lead of the FY20 Fellowship, I had the privileged opportunity to craft an experience that would provide the space for our Deloitte practitioners to put their passions for social impact into practice while nurturing their talents as growing leaders.

My own D2i journey extends back to 2017 when I joined Deloitte as a bright-eyed practitioner eager to dive into social sector work. Joining the D2i Fellowship as a Fellow in 2018, I witnessed how magical the program was. It became a space for me to meet others who deeply cared about the world around them. I found a community that was humble, ambitious, and kind. I met confidants who accepted me with open arms and challenged me to see the world differently. So, when I took on the role as Program Lead of the Fellowship, I made a personal commitment to ensuring that our next cohort of Fellows would experience that intangible magic as I did three years prior.

With this goal, I set out to bring together a leadership team that could take on the daunting task of making the intangible tangible. In each person, I sought someone who deeply cared about the fundamental pillars that characterize D2i: community, growth, and servant leadership. In each person, I felt the sense of hope spilling out of them as we sat across from each other and they told me about their hopes for the next year of the Fellowship.

As a leadership team, we worked tirelessly over 8 months to design the program. Leading up to its start in May 2020, we carried between each of us the hope of creating an experience that was transformative and one-of-a-kind. We selected a cohort of 36 Fellows with extraordinary backgrounds and experiences, a group that exhibited a dedication to social impact that transcended passion and inspired us to see the world of opportunities in enabling Sabre Education’s and Soronko Academy’s visions for a more inclusive, prosperous, and fair world.

As you’ve most likely assumed, the COVID-19 pandemic posed unprecedented challenges to our Fellowship. Like nearly any other program around the world, we executed the entirety of our Fellowship virtually while striving to cultivate a profound sense of community and comradery across our practitioners. While the additional coordination and logistical complexities prompted by the COVID-19 crisis tested the agility of the Fellowship,

“Every single individual in the program eagerly answered the call to action to deliver meaningful impact for Sabre and Soronko as they navigated their own COVID-19 organizational challenges.”

Throughout the 14 weeks of the Fellowship, our Fellows put their creative minds and fervent spirits to the test, crafting innovative solutions to an array of business challenges—from transforming service delivery, to enhancing the use of monitoring and evaluation practices, to strategizing the path forward for growth and scale—all with a focus on supporting children, girls, and women across Ghana to live fruitful and fulfilling lives through quality education. The teams leveraged the expertise of Advisors and experts across Deloitte who provided tailored guidance to strengthen the solutions and professional advice to further the Fellows’ development.

The Fellowship culminated in an electrifying series of workshops led by each of the 6 teams to engage Sabre and Soronko in not only charting the implementation of the tools they designed, but also brainstorming the endless possibilities that lie ahead for both organizations. Jamar Williams

D2i 2020 Ghana Program LeadDeloitte Consulting LLP

This year took a significant departure from what we all initially envisioned, but our collective aspirations of leaving our mark on the world gave us the momentum we needed as a program to weave through the hardships together. By the end of the Fellowship, we were able to develop warm, genuine, and passionate connections across our teammates, whether we were quarantined in the same city or hundreds of miles away from each other. As the Fellows fiercely supported Sabre and Soronko to drive forward their missions, I witnessed them take servant leadership to the highest of levels, relentlessly motivated by the hope of uplifting the vulnerable communities that the organizations serve.

And suddenly, by virtue of sheer resilience and spirit, the intangible became tangible. The magic happened. And we continue to envision a better world.

Yours in social impact,

FROM JAMAR

LETTERS TO THE READER

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D2i GOVERNANCE TEAM

D2i PORTFOLIOF E L L O W S H I P

S U M M E R S C H O L A R P R O G R A M

V E N T U R E S & S U S T A I N A B I L I T Y

P R O G R A M L E A D E R S H I P

I M P A C T & O P E R A T I O N S

T A L E N T & C O M M U N I T Y

M A R K E T I N G & E M I N E N C E

S P E C I A L P R O J E C T S

C H A B D A I S U S T A I N A B I L I T Y

M I P A R Q U E S U S T A I N A B I L I T Y

A L G R A M O S U S T A I N A B I L I T Y

M O Z A I K S U S T A I N A B I L I T Y

S O C I A L F R A N C H I S I N G

C O P

E D U M E T R I A V E N T U R E

V I T A L V O I C E S V E N T U R E

F I N C A V E N T U R E

H A G A R S U S T A I N A B I L I T Y

E A S T A F R I C A V E N T U R E

C O V I D - 1 9 R E S E A R C H P R O J E C T

D 2 I H A C K A T H O N

D I V E R S I T Y E Q U I T Y &

I N C L U S I O N T A S K F O R C E

S U R G E O N S O F H O P E P R O J E C T

D2i PROGRAM OVERVIEW

D2i currently includes 225+ practitioners across 18 different initiatives, serving 16 organizations. D2i’s mission is focused to promote purpose-driven, business growing, and junior practitioner-run impact. D2i practitioners span multiple geographies, offering portfolios, and skill sets.

D2i PROGRAM OVERVIEW

D2 i PROGRAM PR INC I P L E S D2 i PROGRAM STRUCTURE

Sustainable Partnerships & Lasting Impact

Social Intrapreneurship

Systems Thinking

Employs an innovative partnership model designed to continually generate new ideas and provide lasting value

Structured & Hands-On Learning

Provides a platform for curated learning content from specialists, as well as on-the-ground team growth through solution build-out

Solves problems holistically, understanding that the issues and solutions involved in any complex problem are interconnected

Works inside organizations to develop practical solutions to social challenges where market failures exist

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DOING GOOD IS GOOD BUSINESS.

The D2international (D2i) Fellowship is Deloitte’s Government and Public Services (GPS) flagship international social impact service delivery fellowship for junior-professionals. D2i was founded on the belief that doing good is good business. After eight years of consulting and advisory projects with non-profits and social enterprises across the world, helping them tackle a variety of wicked problems, we are just as confident in that belief.

This program is a 4-month social impact service delivery Fellowship for junior professionals. Each year, D2i works with changemakers around the world to showcase how the private, public, and social impact sectors can collaborate to address wicked problems facing our world. This year’s Fellowship had the privilege of partnering with 2 organizations in Ghana, with an emphasis on education: Sabre Education and Soronko Academy.

The purpose of the Ghana Impact Report is to showcase the work that our fellows have engaged in across 2020 to further D2i’s global footprint of social impact. Through strong partnerships with exceptional nonprofit organizations building a bright future for Ghana’s youth, this year’s cohort of Fellows had the distinct pleasure of representing Deloitte as trusted advisors and changemakers in the nonprofit sector. The Report will provide a view into the activities and deliverables that D2i created, hand-in-hand with our Fellowship Organizations.

For more information on the broader D2i program, please reference the comprehensive D2i Program Impact Report.

INTRODUCTION

D2i FELLOWSHIP

THE GHANA IMPACT REPORT

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When deciding on the wicked problem that would define the FY20 Fellowship, the Leads team referred to the African Union Agenda 2063 to methodically evaluate potential contenders. According to the World Economic Forum, 65% of children entering primary school today will be working jobs that currently do not exist. The challenge is especially great in sub-Saharan Africa, where, as the youngest region in the world, it will be imperative that young Africans, from primary schoolchildren to early-career professionals, have access to quality education, cutting-edge skills training, and employment opportunities.

As Sub-Saharan Africa gains global attention for its economic potential, Ghana in particular faces a lack of quality education and a gap in skills during a rapidly changing ecosystem. Despite major strides in education, Ghana still faces challenges regarding unequal education access in rural areas, poor learning outcomes, lack of gender parity, high unemployment, and fragmented Technical and Vocational Education and Training (TVET).

As a result, the Ghanaian workforce is currently experiencing a shortage of skills that are necessary for economic growth under the fourth industrial revolution.

THE WICKED PROBLEM

THE WICKED PROBLEM

20Median age of

Ghanaian citizens

24MProjected Ghanaian working population

in 2030

40%Unemployment rate for tertiary education

holders in Ghana

8

A wicked problem is a social or cultural problem that is difficult or perceived as impossible to solve. Wicked problems can often be mitigated or tamed through intentional and empathetic design processes which incorporate abductive reasoning and rapid prototyping.

Therefore, the FY20 D2i Fellowship focused on the design of people-centered solutions to help our partner organizations more effectively contribute to the West African education and skills revolution, addressing the wicked problem of a lack of quality education and a gap in skills in a rapidly

changing economy.

Sources: World Education News and Reviews1, Bloomberg2, Mastercard Foundation3, Mastercard Foundation4 , World Bank5

Northern

Volta

Ashanti

Brong-Ahafo

Western

Eastern

Upper West

Central

Upper East

Greater Accra

Recognizing Deloitte’s potential in the Ghanaian education space, the FY20 D2i Fellowship mobilized to address Goal 1.2 in the African Union agenda 2063 – Well-educated citizens and skills revolution underpinned by science, technology, and innovation - by optimizing the operations and empowering the missions of diverse organizations.

As Deloitte’s and D2i’s global reach expands and tackles the world’s most pressing challenges, this year’s Fellowship was delivered 100% virtually for the first time since its inception. Leveraging virtual tools and technology, fellows focused on the education and skills ecosystem in Ghana to create critical social impact - amplified during a global pandemic.

SETTING THE STAGE

COUNTRY BACKGROUND

The Republic of Ghana is located in Western Africa, in an area that is formerly known as the Gold Coast. Since independence, Ghana has emerged as a key player in the African continent, with an emerging economy and a home to one of the youngest populations in the world. Alongside large economic growth rates in the past decade, the International Monetary Fund (IMF) predicted that Ghana would be the fastest growing economy in the world in 2019. This growth has been backed by a renewed and expanded oil sector, as well as growth in key sectors such as agriculture, manufacturing, and services. Ghana has emphasized digitizing the economy, boosting technological innovation within the country, and a movement to involve and encourage the Ghanaian youth to sustain and improve the country’s economic outlook.

THE OPPORTUNITY

SETTING THE STAGE

As the COVID-19 pandemic worsened throughout the year the two Fellowship Organizations, Sabre Education and Soronko Academy, soon realized that they also had to shift their focus – how could they continue to address a gap in skills while being in a virtual environment?

This presented the Fellowship with another opportunity, the ability to work in tandem with our Fellowship Organizations as they shifted to a virtual environment and continued to tackle this pressing issue of a lack of quality education and a gap in skills.

9

Sources:: Bloomberg2, World Bank5, UNDP6

This year’s Fellows were honored to collaborate with two organizations at the center of Ghana’s efforts to increase access to education and skill development: Sabre Education and Soronko Academy. Although each organization approaches the lack of access to education differently, both found themselves at an internal inflection point with their ability to deliver impact, creating optimal conditions for the D2i Fellowship to step in and provide support.

Skills development & twenty-first century workforce readinessSORONKO ACADEMY

Founded in 2012, Soronko aims to empower woman and girls to realize their economic potential through technical and soft skills development and training.

The organization initially established the ‘Tech Needs Girls’ program in 2013, and since then has expanded their curriculum, courses, and programs. Since its founding, Soronko has expanded to Burkina Faso, and partnered with a suite of public and private organizations such as Rotary, Mastercard Foundation, UNESCO, and Ghana Tech Labs. Most recently, Soronko Academy launched an online coding school to expand their geographic reach and increase capacity to provide technical skill straining.

Soronko Academy is committed to supporting young people, with a focus on women and girls, throughout the entire educational lifecycle by providing them with hands-on trainings, mentorship, and a community of women in tech. Soronko works to cultivate the next generation of innovators who leverage their skills to create solutions that address their community’s most pressing problems.

Sabre Education was founded in 2003 and works to improve the futures of poor and marginalized children in Ghana, by working to give them the best possible early education.

The organization is focused on improving early years education, as the kindergarten sector is a priority intervention area that faces a number of critical challenges. Sabre’s innovative Brighter Futures Programme was founded in 2008 and responds to these challenges with two key program components, Building Playful Schools and Transformational Teacher Training, and is delivered in partnership with the Ministry of Education and the Ghana Education Service.

As a partnership between two linked education charities, Sabre Education has five employees in the UK and 28 in Ghana. In Ghana, the dedicated team is responsible for the delivery of project activities, national advocacy, and local funding. Sabre is committed to increasing the quality of compulsory kindergarten education in Ghana, which is enormously effective in reducing inequalities and improving social and economic outcomes.

Curiosity-inspiring early educationSABRE EDUCATION

SETTING THE STAGE

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FY20 FELLOWSHIP ORGANIZATIONS

Nov 2019 Dec 2019 Jan 2020 Feb 2020 Mar 2020 Apr 2020 May 2020 Jun 2020 Jul 2020 Aug 2020 Sep 2020

Wicked Problem Identified (11/5)

Fellowship Organizations Selected (01/11)

Scoping Trip (02/02-02/23)

Fellowship Delayed due to Covid-19; Firm-Wide Announcement of

Temporary Work from Home (03/12-03/16)

Curriculum Begins (05/20)

Virtual Kick-Off (05/13)

Fellows Meet Fellowship Org POCs (06/11)

Integration Sessions Begin

(06/24)

• D2i Learning Curriculum: 14 weeks of carefully curated skills trainings, interactive workshops, and solution development

• D2i Project Methodology: Empowered learning with guided real-life solution design and impact measurement

• Social Impact Innovation: New approach for designing creative, client-centered solutions to maximize social impact

• Deloitte Network: Close collaboration and integration with firm SMEs & leaders

Workshops & Solution Delivery

• Skill-based Delivery: Trainings, tools

• Relationship Building: Events with social impact-focused entities & member firms

• Program Evaluation: D2i Impact Report

• D2i Ambassadors: Alumni engagement

During the 3 pre-Fellowship phases (Organization Selection, Scoping, and Fellow

Selection), the Leads determined the Fellowship vision, from the “wicked problem”

to the business challenges Fellows would tackle.

Applications opened in early February. After Fellows were notified of their interviews, COVID-19 forced a delayed start-date.

Prospective Fellows participated in interviews mid-April and were notified of

their selection in May.

Leads were focused on bringing their Business Challenge Team up to speed

about fellowship organizations and made sure Fellows had everything they needed

to be successful.

Fellows conducted extensive background research on Fellowship Organizations

through analysis of existing materials and stakeholder interviews. Project plans were

created.

Leads were focused on helping their Business Challenge Team manage scope

and identify solutions that make the greatest impact.

Fellows focused on deliverable development. Amid curriculum sessions, team meetings, POC meetings, and client

work, Fellows designed and created impactful and sustainable solutions for the

Fellowship Organizations.

Leads addressed sustainability and identified how Fellows can make sure the team’s solutions are easily implemented

and be helpful to our Fellowship Organizations in the long term.

Fellows prepared for final workshops. Armed with Greenhouse tips and an array of virtual facilitation tools, Fellows created fully virtual

experiences that matched the impact of traditional in-country workshops.

Lead

Act

ivitie

s Fe

llow

Act

ivitie

s

FELLOWSHIP JOURNEY

Solu

tion D

eliv

erie

s

FY20 Fellows Notified (05/05)

Integration Sessions

Continue (07/01)

Announcement of Virtual Workshop Delivery (07/15)

Workshop Development Begins (07/27-08/03)

Workshop Development Pens Down! (08/21)

Virtual Solution Delivery

Workshops (08/26-08/28)

What does it mean to be a

change-maker? What drives you?

How can we infuse empathy

& iterative design into our solution

development with our

Fellowship Organizations?

How can we meaningfully

design workshops that

engage audiences and

create moments of impact?

Final Deliverables Due (09/08)

Short-term Sustainability Begins (09/14)

Phase 1 (Prepare) Phase 2 (Discover) Phase 3 (Design) Phase 4 (Deliver)

FELLOWSHIP JOURNEY

InspireProgram launches with discovery of the Fellowship’s “wicked problem”

IdeatePrior to the Fellowship beginning, the D2i Leads determine Organization Selection, Scoping, and Fellow Selection

PrepareThe Fellowship is ready to begin and it’s time to bring in the FY20 Fellows!

EvaluateFormal close-out of fellowship and sustainability begins

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CURRICULUM SESSIONS

Date May 13th

May 20th

May 27th

June 3rd

June 10th

June 17th

June 24th

July 1st

July 8th

July 15th

July 22nd

July 29th

August 5th

August 12th

September 2nd

September 9th

Curriculum Session

Fellowship Kickoff

Wicked Problems

Social Impact &

Social Enterprises

101

Intro to Ghana & Wicked Problem

Integration (Theory of Change)

Program Evaluation

Design Thinking

Diversity, Inclusion, Power, &

Opportunity

Rest & Wellness

Irrational People and Behavioral

Change

Inspiring Change through

Storytelling

Greenhouse Facilitation

Team Mixer | Rest &

Wellness

Solution Showcase & Logistics

“D2i want to know

what comes next”

Closeout and

Transition

Embrace Ambiguity1

Ideate2

Prototype3

Showcase4

Fellows and Leads embraced ambiguity as Curriculum Sessions were centered around alignment with the D2i program. Fellows learned about the FY20 Fellowship Organizations, Sabre Education and Soronko Academy.

Fellows and Leads were organized into Business Challenge teams – it was time to get started! Fellows began to foster mutual and empathetic exchanges with the Fellowship Organizations. Project and solution development became a key theme in Curriculum Sessions..

Fellows began prototyping their solutions showcase materials. Curriculum Sessions focused on storytelling and workshop facilitation tips and tricks.

Fellows and Leads facilitated the showcase workshops with Sabre and Soronko. Following the Fellowship, members from both Soronko and Sabre Business Challenge Teams continued to work with the organizations in Short-Term Sustainability Teams.

Curriculum Sessions were weekly training and developmental sessions conducted throughout the Fellowship to help foster an environment for creativity, innovation, and a space to produce tangible, sustainable solutions with our fellowship organizations, Sabre Education and Soronko Academy.

CURRICULUM SESSIONS

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FY20 BUSINESS CHALLENGE TEAMS

D2i Fellows worked with Sabre Education while it was undergoing a major transition among its executive leadership and navigating the COVID-19 pandemic. Sabre identified high priority areas of opportunity, which included design and delivery of services, branding and donor development, and financial reporting and governance. The Business Challenge Teams collaborated with Sabre to create solutions that addressed these high priority areas and magnified the organization’s impact in the early childhood education space in Ghana.

SABRE EDUCATION TEAMS

D2i Fellows worked with Soronko Academy during a critical point within the organization. As Soronko looked towards the future and at opportunities for growth, the organization also faced the question of how to strategically maximize its impact amidst the COVID-19 pandemic. These challenges presented the Soronko Business Challenge Teams with the opportunity to engage with three key areas: growth strategy and implementation, talent engagement and acquisition, and revitalization of M&E processes.

SORONKO ACADEMY TEAMS

Following the end of the 4-month Fellowship, members from both Soronko Academy and Sabre Education Business Challenge Teams continued to work with POCs from the respective Fellowship Organizations for 6 weeks. The Short-Term Sustainability Teams operationalized recommendations made over the course of the 2020 Fellowship and provided solutions to new business challenges.

SHORT-TERM SUSTAINABILITYDifferent tools used to deliver Solutions

8

Workshops delivered to Fellowship Organizations

8

Fellows working across 6 Business Challenge Teams

36

Solutions delivered to Fellowship

Organizations

52

FY20 BUSINESS CHALLENGE TEAMS

MS ExcelMS PowerPoint

MiroMURAL

Google Data StudioMS Visio

Google FormsMS Word

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SOLUTIONS

BRANDING , EMINENCE , AND DONOR DEVELOPMENT (BREDD)

F INANC IAL AND OPERAT IONAL REPORT ING AND GOVERNANCE ( FORGE )

Communications StrategyDetailed calendar synthesizing recommendations from Stakeholder Toolkit into a one-year communications plan

Who is Sabre Teacher DeckCommunications template to detail the teacher role within the organization

Branding Style GuideTool to standardize Sabre’s current brand and styling preferences

Early Years Educations PlacematPlacemat to communicate the importance of Early Years Education to key stakeholders

PowerPoint Essentials GuideBest practices, tips, and tricks for creating polished communications materials

Social Media GuideBest practices, inspiration, and ideas for strategic social media platform usage

Sabre Impact PlacematReady-to-use communications template to convey Sabre’s impact story and narrative

Video and Radio Broadcasts Topics and StructuresGuide for use in the generation of broadcasts

KEY PERFOMANCE INDICATORS• % Increase in stakeholders reached• % Increase in communications materials produced by Sabre• % Increase in total donors from previous year• Awards or recognition received by Sabre due to communication of Sabre’s impact story• Total amount donated in FY20/21 equal to FY19/20 donations

IMPACT

Through impact analysis, stakeholder assessment, and emphasis on long-term planning, BREDD empowered Sabre to expand the reach and strengthen the

effectiveness of its early childhood education impact narrative and stakeholder communications.

SOLUTIONS

BREDD addressed the power of storytelling, strengthening Sabre’s ability to market themselves and build eminence through elegant, targeted communications driven by data and anchored by human-centered narratives.

FORGE focused on developing analytics, governance, budgeting, reporting, and oversight mechanisms, along with appropriate change management procedures, to increase transparency into Sabre’s operations and aid in leadership’s ability to make strategic, data-informed decisions.

Process Map & Role Identification ReportA bird’s-eye view of Sabre’s financial and operational processes across Ghana and the UK offices

Records Digitization AnalysisDefines a series of digitization software options for Sabre to leverage

Accounting Software AnalysisA comprehensive review of several software options that Sabre can consider

Financial DashboardDashboard that gives insights into Sabre’s current spend and informs leaders on organization’s financial health

Cash Flow ModelCurrent-state view of cash flow for employees and leadership in the UK and Ghana

Financial Policy Change Management WorkshopWorkshop focused on new financial policy use-case, plus leave-behind workshop toolkit

Exchange Rate Conversation WorkbookA tool that enables more accurate reporting and financial tracking

KEY PERFOMANCE INDICATORS• % Increase in awareness of end-to-end financial processes of all relevant parties • # of days it takes to generate an external stakeholder report• % Increase in confidence in using Excel/accounting software• # of staff hours required to produce an internal snapshot of Sabre's current financial health• % Reduction in error in financial reporting associated with exchange rate calculations

IMPACT

By providing solutions that bolstered informed decision-making, improved performance efficiency, and enhanced governance, FORGE addressed pressing

operational needs that aided in leadership’s ability to make strategic, data-informed decisions.

SABRE EDUCATION BUSINESS CHALLENGE TEAMS

14

SOLUTIONS

SUCCESSFUL DES IGN AND DEL IVERY OF SERV ICES ( SUDDS )

SUDDS’ goal was to rethink how Sabre delivers its trainings, particularly amidst the COVID-19 pandemic, while utilizing partnerships to help grow Sabre’s reach as it seeks to establish itself as an industry leader in the early childhood education space.

Insights ReportComprehensive document detailing the findings from the Discover Phase stakeholder interviews and surveys

Virtual Facilitation GuideTips and best practices for virtual facilitation to complement those Sabre has begun with teachers over Zoom

Digitization RoadmapA phased approach for Sabre to reach its digitization-related goals, including milestones, resources required, and timelines

Partnership StrategyFramework for Sabre to assess partnerships using key criteria and evaluation factors, map current partnerships, and assess potential future partners

Process Documentation TemplateEditable template creates to allow the Training Team to document the current state end-to-end training development process

Workshop Outputs DeckSummary of workshop key takeaways and next steps as well as the Future State Training Content Design Process

KEY PERFOMANCE INDICATORS• # of newly-identified partnerships related to scaling Sabre’s impact• # of partnerships obtained out of target partnerships identified• # of blended learning offerings with an audio or video component• # of teachers trained using a blended learning approach• # of internal training-related processes documented (using the SUDDS process

documentation template

IMPACT

SUDDS helped Sabre rethink how it delivers trainings and utilizes partnerships, specifically in a virtual environment brought forth by the COVID-19 pandemic, enabling the organization to grow its reach in the education space during a critical time.

SABRE SHORT-TERM SUSTA INAB I L I T Y

After workshop delivery, a team of Fellows continued to work with Sabre Education, centering their efforts around Sabre’s Communications Function.

With a smaller team in the United Kingdom focused on communications, Sabre's communications have traditionally taken a back seat to Sabre's efforts on the ground. Following Sabre's work with BREDD, the Sabre team decided to bring its communications back to the forefront

The Sabre Sustainability Team worked with the existing Sabre Communications Team to:

Identify necessary processes that

need to exist within Communications to accomplish Sabre’s

goals

Identify core goalsof the Sabre

Communications Function

SABRE EDUCATION BUSINESS CHALLENGE TEAMS

15

Identify resources and personnel that

Sabre needs to execute on the

built-out Communications-

driven process maps

Identify resources and personnel that

Sabre needs to execute on the

built-out Communications-

driven process maps

What an incredible experience the D2i Fellowship has been for all the team at Sabre Education. We have benefited enormously from the expertise, guidance and collaboration of Deloitte throughout this process, as we at Sabre seek to significantly scale our impact in Ghana and beyond - helping all children succeed, by giving them the best possible early education.

It is a rare privilege for a small international NGO to be part of such an extraordinary initiative, and we feel extremely fortunate to have been chosen by Deloitte for this opportunity.

FROM SUSAN FROM TONY

Sabre Education is indeed fortunate to have been working with the D2i team over the past 10 months of 2020 and hopefully into 2021. As an organisation that is seeking to strengthen our existing systems, processes and procedures, as well as in identifying opportunities for growth, our partnership with D2i was timely and opportune. With their support, we were able to come up with solutions to three critical business challenges that have bedevilled our organisation for years.

Without their support, we would have struggled on our own or we would have brought in consultants who may not have had the patience and thoughtfulness of the D2i Team to facilitate our ownership of the solutions.

The icing on the cake was their offer to put together a ‘sustainability team’ to accompany us on our journey of implementing these solutions. I know from experience how easy it is for an organisation to put these solutions on hold and go back to their busy schedule and eventually fail to implement them or do so partially.

“To be supported by an organization with the expertise, experience and insight of Deloitte has opened up our visioning for the future.“

We have had the opportunity to work in depth together across three critical areas needed for our growth: our communications & branding, our programmatic design and delivery, and the further strengthening of our finance and governance functions.

We know we can achieve much when we are open to new ideas, open to learning and growing, and to putting all our energy and creativity into realising a better future for the next generation. The D2i Fellows brought their creativity, energy, commitment and passion to every step of this process. They came to every engagement meeting with an extraordinarily high degree of preparation, dedication and professionalism, and truly inspired us to reach even greater heights.

To the D2i team – please know that your impact on Sabre Education’s work will be felt for a long time to come.

“As an individual who was a process consultant before taking full time job with Sabre Education, I was truly impressed with the high level of facilitation, joint analysis, prior preparation and eventually the resultant sense of ownership of the solutions that the D2i team gave us as an organisation.”

Let me take this opportunity on behalf of the Sabre Education staff and on my own behalf to thank the D2i team for the wonderful job. Continue to make a difference in the organisational growth of small and medium organisations in the human development sector.

Susan Place Everhart, CEO Sabre UK Tony Dogbe, Executive Director Sabre Ghana

SABRE LETTERS TO THE READER

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REV ITAL IZ ING MONITOR ING AND EVALUAT ION PROCESSES (REVAMP)

SOLUTIONSM&E Best Practices ReportDocument detailing the best practices regarding M&E and training feedback

Data Analysis Goals DeckDeck describing Soronko’s high-level analysis goals

M&E Process MapProcess map illustrating how Soronko currently collects, stores, and analyzes M&E data

Feedback Form Enhancements Document with updated Post-Course Feedback Forms and tailored communications to be used

M&E SOPDocument describing the Standard Operating Procedure for Soronko’s M&E processes

Focus Group Insights ReportTemplate to capture the focus group’s identified key insights and impact

Alumni Process MapProcess map displaying how Soronko should conduct outreach to alumni

KEY PERFOMANCE INDICATORS• # of Future SOP updates/reviews• # Trainings held on SOP (or number of employees trained on SOP)• % Increase in M&E Survey Response Rate• Level of confidence in ability to use qualitative feedback to make decisions• # of new KPIs introduced (qualitative and quantitative)• % of analyzed data that is reported or used to make decisions

IMPACT

REVAMP provided Soronko with solutions that aided in the realignment of their M&E strategy, pushed data-driven decision making, and focused on using M&E

data to demonstrate Soronko’s impact to outside stakeholders.

Employment Capture FormUpdated form to capture new alumni informationSuccess Story TemplateTemplate to share successful alumni stories

Feedback Strategy DeckAnalysis of Soronko’s feedback strategy and recommendations for enhancements

Master Excel ShellConsolidated Excel document with Soronko’s data and updated to reflect newly-created forms

M&E DashboardSelection of visuals and graphics to display data

GROWTH STRATEGY AND IMPLEMENTAT ION PL ANNING (GS IP )

SOLUTIONS

REVAMP assisted Soronko to define, document, and implement robust monitoring & evaluation (M&E) practices to enable data-driven programming decisions and more persuasive impact reporting.

GSIP focused on defining Soronko’s growth trajectory and co-creating a clear implementation approach by assessing growth opportunities, analyzing strategic alternatives, and developing resources to inform an impact-scaling and execution plan.

Partnership CategorizationDecision-making tree designed to guide Soronko through selecting the ideal current and future partnerships

Capabilities & Management Systems Assessment and RACI MatrixAn assessment tool defining roles and responsibility for activities critical to enabling growth

Storytelling ToolTool describing a day in the life of a young woman in a Soronko program

Soronko Path ForwardA strategy guide with tools and resources to help Soronko with a clear path towards a scalable future

Current-State AssessmentAnalysis of Soronko’s growth strategy to date

Strategy SessionHour-long session with Soronko leadership leveraging the Strategic Choice Cascade to align on a future-state vision

KEY PERFOMANCE INDICATORS• # of new partnerships formed as a result of new established criteria• # of Soronko staff that are aligned and prepared for growth strategy• # of actionable next steps for growth strategy• Alignment of current partnerships against established set of criteria• Ability to articulate how daily operations align with growth strategy• Ability to leverage brand for growth

IMPACT

GSIP helped Soronko articulate an actionable path for growth and assess strategic opportunities for the path forward, enabling the organization to continue to scale

its impact in the education space within and beyond Ghana.

Partnership PlaybookGuide that details the lifecycle of a partnership, best practices, and tips for success

SORONKO ACADEMY BUSINESS CHALLENGE TEAMS

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SOLUTIONS

TALENT ENGAGEMENT AND ACQUIS IT ION STRATEGY (TEAs t r a t )

The purpose of TEAstrat was to focus on enhancing Soronko’s talent acquisition capabilities and developing performance management procedures to build employee engagement and retention.

KEY PERFOMANCE INDICATORS• $ Spent on each part of the recruiting process• # of networking connections made by employees• # of employees who meet “satisfactory” or “above-average” performance appraisals• Time spent on all parts of the recruiting and onboarding processes• Diversification of the recruitment process (e.g., social media, word of mouth)• Tracking all types of candidates that apply, interviewed, and are hired

IMPACT

TEAstrat supported Soronko in enhancing Soronko’s existing HR strategy as it looks to expand geographically and by identifying solutions to help strengthen Soronko’s recruitment process, to retain top talent, and to develop Soronko’s

management structure.

Recruitment Process MapsProcess map illustrating leading recruitment practices for Soronko

Trainer and Employee Performance Form Performance matrix used to evaluate Soronko trainers and employees

Onboarding Overview Onboarding document that introduces new hires to Soronko’s history and organizational structure

Current and Future Organizational Chart Organizational chart capturing current and future state of Soronko’s organization structure

Code of Conduct Updated Code of Conduct document for Soronko employees to abide by

Check-in Guidance Document to serve as a framework to facilitate feedback during performance check-ins

Performance Management ProcessProcess map describing Soronko performance components and performance timeline

Snapshot Feedback FormForm for Soronko employees and trainers to leave feedback for Soronko leadership

Mentors and Trainers Survey Summary of survey feedback from Soronko staff to understand job satisfaction and job experience

Transition Planning Toolkit Document outlining best practices and processes for transition planning strategy

Photo Book A photo book with short bios of all Soronko leaders to facilitate internal networking

Job Description Updates Updates to Soronko’s existing job descriptions for new roles

SORONKO SHORT-TERM SUSTA INAB I L I T Y

After workshop delivery, a team of Fellows continued to work with Soronko Academy, centering their efforts around Soronko’s Monitoring & Evaluation Capabilities and Space Optimization at the Academy.

The Soronko Sustainability Team aimed to address the incorporation of data-driven insights into Soronko’s practices. In addition, the Soronko Sustainability Team tackled challenges regarding the efficient use of space. The Team analyzed current space uses and developed solutions for Soronko to optimize their existing footprint for anticipated future growth

The Soronko Sustainability Team worked with Soronko to:

Identify and provide recommendations to Soronko on the best data visualization software for large amounts of data

Identify and develop best

practices surrounding Space Optimization to

increase efficiency

SORONKO ACADEMY BUSINESS CHALLENGE TEAMS

18

SORONKO LETTER TO THE READER

FROM REGINA

Before Soronko Foundation took part in the D2i Fellowship, we were at the point of scale after the organization had gone through many transitions. We had demonstrated the impact of our programs and saw an increase in the demand of our services and programs. We needed to scale in terms of our team, physical locations, areas of impact, and the number we impacted through our programs. We also needed effective monitoring and evaluation to ensure that our impact was sustainable, didn't lose the quality of our programs as we increased the quantity impacted, and our learnings were documented and transferable.

We needed help and support for what we call the 4 Essential P’s: People, Process, Partners and Practice.

“The D2i Fellowship gave us the opportunity to have three great teams help us develop our growth strategy and partnership engagement, our monitoring and evaluation processes, and define a clearer organogram and recruit the right team.”

Regina Honu, CEO Soronko Academy

After the D2i Fellowship we grew our team from 9 to 20 people. We also brought in new partners to support the work we do. We scaled our program to 5 new regions and set up a business solution center that is run by the women we train. The business solution center, in its 2nd month, is already on course to exceed the financial projection for revenue that was set to be achieved in the first 6 months. This revenue will be used to offer more digital skills training for free to underprivileged women and girls.

We now run larger programs and have doubled our class sizes. With our new designed monitoring and evaluation frameworks, we are able to improve our program and track our project beneficiaries ensuring that we continue to support them on their digital journey. We lacked effective structures, systems, and processes and the D2i Fellowship helped us develop that and supported us to scale effectively. We are now attracting bigger partners and positioning to support government agencies and international development partners upskill our growing youth population.

19

+13%

Demonstrated impact to Fellow growth and developmentThe 2020 survey results demonstrate an increase in many growth areas, most particularly in strategic leadership, adaptation, and equanimity as the Fellowship took place in an all-virtual environment, requiring a level of adaptability to a rapidly changing world due to COVID-19.

THE FELLOW EXPERIENCE

Social Sector Understanding

Pre-Fellowship

Post-Fellowship

Global Proficiency

81%

72%

80%

Adaptation and Equanimity

Problem Solving

CommunicationStrategic Leadership

Managing External Stakeholders +4%79%

84%

67%

75%

67%

89%

73%

77%

79%

81%

83%

Comparing Pre-D2i and Post-D2i Fellowship Survey Results | 2020

Bound by a shared passion for international development and social intrapreneurship, D2i provides a platform for junior practitioners to grow and develop core consulting skills while using those skills for social outcomes.

THE FELLOW EXPERIENCE

+6%

MOMENTS THAT MATTER

+6%

+9% +5%

+10%

“I will never forget when I got the call about D2i. It came while I was living with my parents during a nationwide quarantine, and nothing

felt normal. When I learned I would be joining the D2i family, something I had been hoping for since joining the firm, it felt like

things were looking up.” Annalise Graves, GPS Human Capital

Analyst

“When our team saw the solutions we worked on throughout the summer get implemented and immediately have a positive impact towards Soronko’s growth, the sense of joy and pride within our

team was unmatched.” Aseem Peshwa, GPS Cyber Risk

Consultant

Samantha Zalewska, GPS Customer and Marketing Analyst

"Our workshops were a highlight of the fellowship for me. While we were disappointed we couldn't be in Ghana, it was great to engage our organizations in intentional conversation and help them align

on a plan to scale their impact. Seeing how our ideas and solutions resonated with our partners made all the prep work worth it.“

Sonny Stephens, GPS Strategy and Analytics Analyst

“I felt such a great deal of excitement when I was introduced to my Business Challenge Team. We all were extremely enthusiastic about

building solutions for Soronko while expanding our skills. We quickly "clicked" as a group and dove headfirst into our discovery

materials.”

20

3 2

“D2i gave me the opportunity to take more ownership of work, to get experience deciding on deliverables, and fully own the work that we were delivering. The level of interaction with the client was a pleasant

surprise. Through our interviews, weekly client calls, and workshops, we were able to collaborate with the client and, I feel, really provide them

something of value!”

Haley Walker, GPS Risk and Financial Advisory Consultant

“I learned many valuable consulting skills such as time management, project planning and management, and status reporting. I appreciate

how much the D2i program did to make the virtual experience engaging and impactful. While it was very disappointing to not be able

to travel to Ghana together, or even meet any of my teammates in person, I enjoyed the experience as a whole and the extra events that

the program put on to help bring us closer as a Fellowship.”

“D2i helped me with teamwork more than any other engagement I’ve been on. I learned a lot about my own work style – I tend to want to take on ALL of the work and be the ‘yes’ person, but D2i

forced me to split work, delegate and allocate tasks to others, and put a lot of trust in folks to bring the same level of quality to a

deliverable that I strive to do. It was a great learning experience of ‘letting go’ a bit more.”

Cassia Jbeili, GPS Customer & Marketing Analyst

Suraj Sehgal, GPS Human Capital Analyst “I feel like I got to know Deloitte better (as a firm) and build a community after having been on a

traveling project.”

Ade Olayinka, GPS Human Capital Senior Consultant

D2i Fellows on Zoom

THE FELLOW EXPERIENCE

21

Radhika Arora, GPS Human Capital Analyst

Megan Burke, GPS Human Capital Consultant

Matt Cullom, GPS Enterprise Performance Consultant

“I realized then that – beyond simply participating in a transformative international experience – I wanted to facilitate

one for the emerging generation of leaders. As a Lead, I looked forward to designing an end-to-end experience that

would cultivate the talents and goals of our Fellows and Fellowship Organizations.”

“The Fellowship supported my continued development as I stretched my strategic thinking, project planning, and creative

problem-solving skills. Building relationships with our Fellowship Organizations as we collaborated on their most

pressing business challenges made for an energizing partnership rooted in impact. This community motivates me to

show up as the best version of myself to every meeting, working session, and conversation.”

“The D2i Lead role taught me how valuable it is to collaborate closely with your clients. I think we, as consultants, often tend to develop our solutions independently and go to our clients for validation after the fact. You truly can’t do that in the D2i context given how unique our client’s mission spaces are. This

collaborative approach to consulting and the innovative solutions the program develops has helped challenge how I execute day-to-day client work. Now, I’m always looking to

bring the client into the solution process as much as possible.”

Improved Lead professional development and problem solvingLeads expressed having 90% or higher comfortability, post-fellowship, in a variety of professional development skills. With the ever-changing environment posed by the COVID-19 pandemic, the Leads overcame these challenges and showed high comfortability in problem-solving, communication, and managing external stakeholders.

THE LEAD EXPERIENCE

Comparing Pre-D2i and Post-D2i Fellowship Lead Survey Results | 2020

Inspired by their experience during the FY19 Cambodia Fellowship, the FY20 Ghana Fellowship Leads share a vision for providing an exceptional talent development experience to junior practitioners, building capacity for fellowship organizations, and challenging themselves to continue to grow as leaders.

THE LEAD EXPERIENCE

Social Sector Understanding

Pre-Fellowship

Post-Fellowship

Global Proficiency

90%

89%

90%

Adaptation and Equanimity

CommunicationStrategicLeadership

Managing External Stakeholders

89%

92%

89%

86%

89%

97%

93%

90%

86%

90%

97%

+1%

+4%

+1% +5%

+1%

Problem Solving +8%+7%

22

Amy Lawson-Stopps, GPS Strategy & Analytics Manager

The FY20 D2i Advisors played a crucial role in guiding the Fellowship in a rapidly changing environment, infusing quality and perspective at critical stages of program development.

“The deliverables and key stakeholder discussions the Fellowship provides will arm both Fellowship Organizations with tools and capabilities to amplify their services and mission impact. The Fellowship evolved to adapt all levels of the D2i strategy and operations during an exceptionally challenging year. This group of leaders in our firm impresses me with their ingenuity and drive. I am honored to be included as an advisor in this program.”

“The Leads and Fellows clearly demonstrated the values of D2i: to deliver impact across the globe and give back no matter the condition.”

THE ADVISOR EXPERIENCE

Henry Ennis, GPS Strategy & Analytics Senior Manager

“This was my second year as an Advisor for D2i Fellowship. Once again, I was blown away by the talent, drive and results-orientation of the teams supporting our fellowship organizations in Ghana. This commitment was especially impressive in-light of an exclusively virtual delivery model. Most memorable to me was how, during final workshops with Soronko Academy, the team was adeptly facilitating the conversation in such a way that, whenever I was preparing to jump in, the team asked (almost verbatim) the probing question I was about to raise. I found this to be a true testament to the preparation and hard work that went into final delivery.”

“The Fellows showed the art of the possible in a virtual environment and positioned next year’s Fellowship to be even more effective as a result of lessons learned.”

“I consistently witness D2i Fellows bring best practices from the

Fellowship into their client work, which fast tracks them in their career at

the firm.”

Amy Lawson-Stopps, GPS Strategy & Analytics

Manager

THE ADVISOR EXPERIENCE

23

Dipti Patel, GPS Risk and Financial Advisory Manager

“The D2i Fellowship is by far one of the most impactful programs I have had the opportunity to participate in over my entire career. In becoming an advisor for the program, I knew that I would see tremendous innovation and leadership from a group of junior practitioners with unwavering passion and commitment to social impact. I was honored to participate as an advisor because I knew the Fellows would aide in my growth, just as much as I was hoping to contribute to theirs. I am filled with pride when I think about the outcome of the fellowship and envision the bright future for our Fellows and our Fellowship Organizations across the globe.”

“What I was not prepared for was the immense feeling of fulfillment as I witnessed the impact the fellows continue to provide to our Fellowship Organizations and their people.”

Manuel Stuart, GPS Digital Customer Senior Manager

“I came to the D2i Program as a brand-new advisor this year. I remember the moment that we realized we may not have the opportunity to deliver our final workshops in person - I was immensely grateful for the agile planning our leaders had completed to create an adaptable team dynamic. As soon as we knew we weren't traveling, immediately we pivoted and dove into virtual workshop preparations. The pandemic will change the Future of Work in general, and this experience was an opportunity for our Fellows to navigate a complex global environment while stretching in their abilities to grow as consultants and global citizens. The reward of working with our Fellowship Organizations in this capacity and seeing the work products come together virtually was much bigger than I could have dreamed.”

“The true highlight of the Fellowship is delivering quality work products, and this year's Fellows are now an example of bringing this to life in a new way.

“D2i continues to be one of the most meaningful programs, social impact or otherwise, I’ve been a

part of in my 10+ years at Deloitte.”

Henry Ennis, GPS Strategy & Analytics Senior Manager

24

THE ADVISOR EXPERIENCE

P rog r am L e ad

LEADERSHIP TEAM

Ch i e f o f S t a f f

S o ronko A c ademy L e ad s

Thomas PostonFORGE

Matt CullomREVAMP

Radhika AroraBREDD

Allie RastelliTEAstrat

Megan BurkeGSIP

Elisha DesmanglesSUDDS

Chelsea Galera

Adv i s o r s

Jamar Williams

Dipti Patel Henry Ennis Manuel StuartAmy Lawson-Stopps

OUR TEAM

S ab r e E du c a t i o n L e ad s

25

BRANDING, EMINENCE, AND DONOR DEVELOPMENT (BREDD)

Alexis Espinosa Aseem Peshwa Ben Yoxall Katie Hughes Sam Mohr Sonny StephensAnnalise Graves

SUCCESSFUL DESIGN AND DELIVERY OF SERVICES (SUDDS)

FINANCIAL AND OPERATIONAL REPORTING AND GOVERNANCE (FORGE)

GROWTH STRATEGY AND IMPLEMENTATION PLANNING (GSIP)

TALENT ENGAGEMENT AND ACQUISITION STRATEGY (TEAstrat)

FY20 FELLOWS

Chris Murri Heaven Abraha Maddie Devine Sarah Vander Wagen

Stephen Robards

Caleb Crawford Daniel Menendez Jack Cronin Solitayr Cotten Suraj Sehgal

Ashley Atzingen Cassia Jbeili Esther Kim Paxton Gammie Seema Sethi Zach Adams

Haley Walker

Ade Olayinka Adoley Swaniker Katrina Zdanowicz Lila Al-Kassem Margaux Richman Zoe Scheiber

Marcia Frimpong Nathan Tutt Samantha Zalewska Shayan Tabatabai Sophia BrownDrushti Patel

OUR TEAM

REVITALIZING MONITORING AND EVALUATION PROCESSES (REVAMP)

26

Fellowship Curriculum ContributorsAda TsoAlyssa ZachmannAmy SmithBec HeinrichDr. Carlos ScartasciniDaniel DotseDenise NguyenphuDevon HaileyEsther OhrtEyitayo OgunmolaGustell PrestonHolly WiseJennifer CrouchLauren EgbertLiz AtegouNina GonzalezNiya BaxterSarah BraytonSasha McNairSimone EgwuSuraj SehgalVictoria Long

D2international SponsorsAmy Smith, GPS Consulting Talent and Inclusion Leader - Deloitte Consulting LLP Joe Oliver, GPS Advisory Managing Director - Deloitte & Touche LLP

D2i ChampionsSally D’Amato, GPS Consulting Principal - Deloitte Consulting LLP Peter Liu, GPS Consulting Managing Director - Deloitte Consulting LLP

Fellowship PPMD SponsorWinson Heng, GPS Consulting Principal – Deloitte Consulting LLP

Fellowship AdvisorsManuel Stuart, Digital Customer Senior Manager - Deloitte Consulting LLPDipti Patel, Risk and Financial Advisory Manager - Deloitte & Touche LLPHenry William Ennis, GPS Senior Manager - Deloitte Consulting LLP Amy Lawson-Stopps, GPS Manager - Deloitte Consulting LLP

Curriculum External SupportersDepartment of StateInter-American Development BankLead for GhanaUtiva

D2i Impact Report TeamAnnalise GravesAseem PeshwaDrushti PatelKatrina ZdanowiczLila Al-KassemMarcia FrimpongSamantha ZalewskaSonny Stephens

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Deloitte provides audit, tax, consulting, and financial advisory services to public and private clients spanning multiple industries. With a globally connected network of member firms in more than 150 countries, Deloitte brings world-class capabilities and high-quality service to clients, delivering the insights they need to address their most complex business challenges. Deloitte has inthe region of 200,000 professionals, all committed to becoming the standard of excellence.

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© 2020. For information, contact Deloitte Touche Tohmatsu Limited.

ACKNOWLEDGMENTS

Sabre Short-Term Sustainability TeamAlexis EspinosaHaley WalkerHeaven AbrahaStephen Robards

Soronko Short-Term Sustainability TeamAde OlayinkaBen YoxallMargaux RichmanNathan Tutt

ACKNOWLEDGEMENTS

27

Page 8 Sources1World Education News and Reviews2Bloomberg3Mastercard Foundation4Mastercard Foundation5World Bank

Page 9 Sources 2Bloomberg5World Bank6UNDP

Pages 16 and 19Received written approval for Sabre Education and Soronko Academy headshots