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EVALUATION REPORT
WomenChangeMakers Fellowship – Pilot Phase 2011-2015
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TABLE OF CONTENT
I. INTRODUCTION ................................................................ 3
II. ALICE FREITAS AND REDE ASTA ..................................... 4
1. A SNAPSHOT OF REDE ASTA ..................................................................... 4
2. REDE ASTA’S JOURNEY DURING WCM’S INTERVENTION .......................... 7
II.2.1. NEEDS’ ASSESSMENT ........................................................................... 7
II.2.2. PARTNER ENGAGEMENT FOR CAPACITY BUILDING ............................. 8
II.2.3. NETWORKING AND FUNDRAISING SUPPORT ...................................... 12
II.2.4. STIPEND ............................................................................................... 12
III. SAFEENA HUSAIN AND EDUCATE GIRLS ......................... 14
1. A SNAPSHOT OF EDUCATE GIRLS ........................................................... 14
2. EDUCATE GIRLS’ JOURNEY DURING WCM’S INTERVENTION .................. 16
III.2.1. NEEDS’ ASSESSMENT ........................................................................ 16
III.2.2. PARTNER ENGAGEMENT FOR CAPACITY BUILDING .......................... 17
III.2.3. NETWORKING AND FUNDRAISING SUPPORT ..................................... 21
IV. EXPERIENCE OF THE JOURNEY ..................................... 23
1. CONCLUSIONS ......................................................................................... 23
2. 360° LESSONS LEARNED ......................................................................... 25
3. 360° GOOD PRACTICES FOR REPLICATION ............................................. 29
V. APPENDIX ...................................................................... 30
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I. INTRODUCTION
This document is the outcome of the evaluation process carried out by ZIGLA on
the WomenChangeMakers (WCM) Fellowship's pilot phase from 2010-2015, with a
special focus on the first generation of Fellows in Brazil and India.
The evaluation process started in April 2015, including group meetings with the
WCM Fellows organizations´ teams, in-depth interviews and field visits in Brazil
(April-May) and India (September-October). The final report of the evaluation was
concluded in December 2015 and includes all the lessons learned from first years
of the program´s experience.
The Appendix includes more information about the methodology, the data
collection, stakeholders and evaluation team.
Purpose
The main purpose of the evaluation was to determine how contributed to the
development and growth of its first-generation Fellows’ organizations, during their
involvement in the Program, so as to collect learnings and be accountable to all
program stakeholders.
A secondary purpose was to understand whether a good basis for the development
of the WCM Program has been laid during its pilot phase, as well as what needs to
be improved in order to strengthen its foundation in terms of professional
partnerships.
Objectives
Consequently, the evaluation of the pilot phase of the WCM Fellowship program,
whose focus was on supporting REDE ASTA’s and EDUCATE GIRLS’ growth, had
three main objectives:
a) to capture the big picture as to how the Fellows and their organizations have
grown during the last 3-4 years;
b) to understand how WCM helped the Fellows and their organizations scale
their impact; and
c) to identify lessons learned, good practices, and improvements needed, as
well as to gather ideas regarding how to further develop the WCM Fellowship
Program and its impact.
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II. ALICE FREITAS AND REDE ASTA
1. A SNAPSHOT OF REDE ASTA
Rede Asta is a social business that connects
handicraft products designed and produced by
BoP (bottom of pyramid) production groups to
consumers all around Brazil.
Rede Asta works by promoting a network for marketing artisanal products,
especially items that have been produced with a significant percentage of recycled
or reused raw materials. In addition, products are sold at a large scale as
customized corporate gifts.
Over the past few years, the organization has undergone significant
transformations in order to refine its business model, test new approaches to better
support productive groups, and adapt to the national socio-economic context.
Working primarily with small women-owned enterprises in the lower income
segment, Alice Freitas has created Brazil’s first direct sales, network that addresses
economic empowerment and social equality. BoP Enterprises are often
handicapped and intimidated by the challenges of large-scale distribution and
competition in the open market economy. In order to create a more level playing
field, Rede Asta engages with about 750 marginalized producers, 93% of whom are
women, through access to markets, know-how, and facilitative networks.
"One of the best things about this
fellowship is that the WCM Program
funds what no other partners are willing
to fund. It is an invaluable opportunity to
invest in plans and capacity building
activities that are not directly related to
any one project!”
ALICE FREITAS
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BEFORE WCM INTERVENTION
Status of Rede Asta as an organization before the WCM Fellowship
STRATEGY
Strategy & Growth
Social business network that fosters and supports local women
working as artisans, encouraging the inclusion of women in the
productive sector, transforming community groups in sustainable
businesses, connecting products to markets, promoting fair and direct
distribution of wealth and mobilizing consumers.
Two complementary business approaches: Business to Business (B2B)
and Business to Consumers (B2C).
Business model based on three pillars: handicraft groups, products
and costumer´s profile.
Multiple sales strategy; main sustainability hypotheses based on the
strengthening and growth of the direct sales’ network.
Between 2008 and 2011, ASTA’s sales increased 1,445% and the
average of growth was 174% per year during the same period.
Fundraising & Networking
Network of partnerships and alliances that includes funders (domestic
and international), corporate clients, professional capacity building
supporters, brand partnerships, etc.
OPERATIONAL
CAPABILITIES
Structure
Structure adapted to the changes in the organization´s strategy and
also to a better delivery of its work and impact.
Most of the employees working as independent contractors.
Positioning
Strong reference in the national and international social
entrepreneurship sector (awards, media recognition, invitation to
events and conferences).
Alice Freitas known and respected as a social entrepreneur (e.g. by
Ashoka and Schwab Foundation).
Social Impact
Two beneficiary groups: resellers and artisans.
Effective channel for social empowerment and transformation for
resellers.
Improvement of the professionalization of the productive groups’
access to the productive chain and to more stable income.
DURING WCM INTERVENTION
Strategy & Growth
Rede Asta’s goal is to use market tools to promote social change for the talented
women and men artisans in the country. As a social business, Rede Asta delivers
design products made by production groups in low-income areas to consumers
across Brazil. The products — unique handmade pieces made by reusing a variety
of materials — are created with guidance from designers. The model valorizes the
producers, respects the environment and builds fair economic relationships across
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the whole supply chain.
Rede Asta has grown an average of 25% per year from 2011 to 2014. Considering
the Brazilian´s scenario of economic instability, in the past four years, this is a
significant positive growth rate. In 2014, for example, sales grew 9%, while average
growth was only 7.9%1 in the retail sector in Brazil, and barely 0.6% in the
Brazilian economy as a whole. However, the trend of this period was under the
rhythm of growth of the previous period (2008-2011), where the average growth
rate was 174%.
Since Rede Asta’s inception, several different sales’ approaches have been adopted
and a variety of sales’ channels have been identified as a way to expand sales and
thus increase productive groups’ income and Rede Asta’s sustainability. Different
sales’ channels have seen their share of total revenue change over the years.
Articulation
Over the past few years, due to its substantial media coverage and brand
strengthening, Rede Asta has developed a growing network of partnerships and
alliances that includes funders (both domestic and international), corporate clients,
professional capacity building supporters, brand partnerships, etc.
Rede Asta is constantly working to maintain current partnerships (for instance,
Instituto Coca Cola has supported Rede Asta for the past three years) and also to
include new partners into its portfolio. One example is the BrazilFoundation
partnership, whereby Rede Asta has been selected as one of the few Brazilian
projects to receive support from the foundation.
Social Impact
Since Alice’s selection as a WCM Fellow, Rede Asta has experienced significant
growth in the number of impacted productive groups — from 38 in 2011 to 65
productive groups in 2014. This was made possible by the increase in revenues
generated by the expansion of sales and investment in other sales’ channels
(corporations), the diversification of the organization’s portfolio and the support of
funding partners.
By increasing the number of productive groups in the network, Rede Asta has also
raised the number of artisans who are directly impacted by the organizations — the
total number of artisans engaged grew from 678 in 2011 to 750 in 2014. It is also
worth noting that part of Rede Asta’s impact is also to improve the
professionalization of productive groups. Today, most of the groups have developed
a readiness to overcome internal problems and quickly meet demands from Rede
Asta and other clients.
One of the main impact indicators is the income generated for productive groups.
Even if income generation does not directly affect a specific issue, income
generation interventions are intended to address poverty, unemployment, and lack
of economic opportunities, and to increase the beneficiaries’ ability to generate
1 PWC – Varejo e Consumo (http://www.pwc.com.br/pt/publicacoes/setores-atividade/assets/produtos-consumo-varejo/retl-15-brasil.pdf)
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income and secure livelihoods, as well as to gain self-confidence and agency.
Table 1. EVOLUTION OF REDE ASTA’S MAIN IMPACT INDICATORS
# Indicators Baseline (2011)
Endline (2014)
Var. (%)
1 Number of states covered 6 11 +83.33%
2 Number of production groups supported 38 65 +71.05%
3 Number of artisans engaged (mainly women) 678 750 +10.62%
4 Monthly average income per production group
(BRL) 650 824 +26.77%
5 Monthly average income per production group
(USD) 406 351 -13.64%
6 Number of people impacted 2,000 3,372 +68.60%
The analysis of the results of the 2013 annual survey carried out by Rede Asta
evidenced the productive groups’ growth and development. The impact is observed
not only financially, but also in the qualitative evaluation on the groups’ great
potential for product development, quality and technique in the manufacture of
parts, as well as the capacity to deliver greater quantities in a more timely fashion.
From the gender perspective, it is important to mention that women's
empowerment is not explicitly present in Rede Asta’s strategy; nevertheless, the
organization is clearly advancing and improving the lives of women all around the
country. Over 90% of the production groups’ members are women, most of whom
used to be underemployed and aspired to working close to home to be able to raise
their children while doing what they are best at doing.
2. REDE ASTA’S JOURNEY DURING WCM’S INTERVENTION
Alice Freitas was selected as a WCM Fellow in Brazil in August 2011 by a Selection
Panel that took place in Rio de Janeiro. WCM’s experience with Rede Asta in Brazil
was the Program’s first.
II.2.1. NEEDS’ ASSESSMENT
After the selection process, WCM appointed Accenture to carry out
a needs’ assessment of Rede Asta. The needs’ assessment process
entailed questionnaire-based interviews and meetings with Alice
Freitas and her team, and a field visit, in order to identify gaps and
needs, and draft an action plan as a way forward.
Source: Baseline (2012). Rede Asta financial reports (2015).
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Duration: 2 months
What Worked Minor Setbacks
Analyses of the organization’s
strategic and operational
dimensions.
Priority needs identified and a way
forward established in the action
plan.
Rede Asta did not actively receive
feedback on the final material produced.
Gaps identified were generic and ranging
from very strategic to basic operational,
with limited prioritization.
The action plan did not include potential
local partners.
The data collection process for drafting
the needs’ assessment did not include a
baseline, which had to be created later.
II.2.2. PARTNER ENGAGEMENT FOR CAPACITY BUILDING
STRATEGY (pro bono)
One of the most impactful capacity building opportunities for Rede
Asta was its collaboration with Accenture. The consulting company
had a key role on Rede Asta’s development over the past few years,
having been a strategic and thought partner of the organization
since 2012. Rede Asta’s key staff and Alice recognize Accenture as
one of the most strategic partnerships for the organization. In 2013,
Accenture made a significant financial investment in Rede Asta.
Since then, it has provided the organization with professional
support and consulting services.
Through Accenture’s support, Rede Asta has been able to revise its
strategy and engagement plan, map internal processes, create a tool
to trace the impact on productive groups, identify IT solutions to
streamline the organization’s work, etc.
It is important to highlight that, although Accenture is a strategic
partner in the WCM Program in Brazil, it collaboration with Rede
Asta began before Alice’s selection for the Fellowship.
OPERATIONAL CAPABILITIES
The needs’ assessment made it possible to clearly identify the operational
capabilities that needed to be built. This has led to engaging with other Program
Partners with specialized capabilities.
HUMAN RESOURCES (pro bono)
Based on one of the most crucial opportunities identified in
Accenture’s needs’ assessment, WCM facilitated a connection with
Egon Zehnder International in order to tackle all of Rede Asta’s
human resources´ needs.
After several months, in 2014, Womanity Foundation reached out to
Maitée Soares de Camargo from Egon Zehnder Brazil, who worked
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pro bono with Rede Asta on assessing employee performance,
competent staff retention, incentives, team efficiency, and
leadership.
Thanks to EZI’s recommendations, Rede Asta has been able to
identify measures that will improve its HR management and
processes.
MONITORING AND EVALUATION (paid, professional fees)
One of the first partnerships facilitated by the WCM Program was
established with ZIGLA. The consulting company delivered a
baseline assessment of Rede Asta in October 2012 that provided
insights on the advantages/disadvantages of the current approach.
This baseline report also identified the main indicators that Rede
Asta should monitor so as to review its growth and impact
generation, and provided recommendations to WCM about how to
monitor and evaluate its partnership with Rede Asta.
During a one-day training session in Rio de Janeiro, ZIGLA also
worked with Rede Asta’s team on building the organization’s
monitoring and evaluation (M&E) framework. On that occasion, a set
of indicators was designed to monitor Rede Asta’s outcomes and
impacts.
BRAND AND PR (pro bono)
In the framework of a partnership facilitated by Womanity
Foundation, Francesca Versace created a pattern design for Asta to
use on a new product line, which was launched in September 2014,
helping the organization extend its visibility and increase sales.
WCM co-funded the Asta’s production.
In terms of income generation, the product line designed by
Francesca Versace sold slightly more than other products in the
portfolio. The greatest benefit brought about by this partnership,
though, was the impact on Rede Asta’s brand. This collaboration
meant that many more people learned about Rede Asta, and it had a
significant impact especially on the Ipanema store.
MARKETING & SALES
WCM also facilitated a collaboration between Rede Asta and Chanel
Brazil, via the Chanel Foundation in Paris, aimed at reviewing Rede
Asta’s design, branding and marketing, and providing expert advice
in this field. In the end, the skills-based support from Chanel
Corporation employees could not be implemented due to several
challenges on both Rede Asta’s and Chanel’s side.
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In order to illustrate the performance of the capacity building interventions
implemented by WCM for Rede Asta, an evaluation matrix was drafted considering
all the findings gathered during the rounds of interviews with all the stakeholders.
The matrix presented below is based on the following dimensions:
PERTINENCE: Was the intervention pertinent in its own context and based
on previously identified needs?
EFFECTIVENESS: Was the intervention effective and carried out properly
and on time?
RELEVANCE: Did the intervention add significant value to the Fellow’s
organization?
Each dimension was scored from 1 (low) to 5 (high) with the following references:
Duration: 3 Years
What Worked Minor Setbacks
Coordination
The WCM team’s (especially Antonella’s)
flexibility and receptiveness.
Operational Capabilities
The opportunity for Rede Asta to focus on
important improvements that were not
deemed an urgent priority but were
nevertheless crucial for the organization.
Long-term engagements (advisory) rather
than short-term projects (consulting)
yielded the best results.
The most fruitful partnerships for Rede
Asta were those implemented through
paid or pro bono support by committed
professional consultants (such as Egon
Zehnder) rather than by volunteering
consultants.
Coordination
Significant gap between fellow selection and
kick off of WCM support.
Several changes in the local team affected
the capacity building performance and
threatened its traceability.
Strategy
Accenture’s involvement was not completely
recognized by the Fellow as part of WCM’s
support.
Volunteer support can be challenging given
the limited time investment from
consultants.
Operational Capabilities
Operational needs change constantly, so
solutions need to be quick and easy to
implement.
Program Partners were not very clear about
the expectations and scope of work.
Some Partner interventions were not as
effective as expected.
Rede Asta’s operational capacity
constraints were an obstacle for the
effectiveness of capacity-building.
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II.2.3. NETWORKING AND FUNDRAISING SUPPORT
In 2012, thanks to the Womanity Foundation, Rede Asta received
funding from the Fondation Chanel that helped them to start
implementing their strategy in 2013 to increase sales and improve
efficiency. The funding and strategic collaboration were crucial for
Rede Asta to grow. In 2014, the Fondation Chanel continued to fund
the organization and started helping Asta’s team with design and
branding. One of Chanel Corporation’s senior directors has joined
Rede Asta’s board.
The Womanity Foundation has also facilitated a conversation
between Rede Asta and Roberto Patriarca, from the UBS Bank in
Brazil. Together, they assessed the possibility of working on a
volunteer program to support Rede Asta using skilled volunteers
from UBS. UBS has already organized a Christmas Market that sold
goods amounting to USD$ 500 in one day, boosting sales and brand
knowledge. On November 12, 2015, Rede Asta was granted the UBS
Social Entrepreneurship Award and received USD 25,000 to invest
in the organization.
Duration: 3 years
What Worked Minor Setbacks
Alice’s high exposure has helped her to gain visibility
and raise funds for the organization.
There is a new pipeline of potential partners (not
recurrent partners).
Alice has developed public speaking and networking
skills.
Rede Asta has been exposed to new ideas and insights
for evolution.
WCM played a strong role not only by introducing new
partners but also by managing and troubleshooting
partnerships.
Rede Asta valued the accessibility, openness and
commitment of the Womanity team.
Networking
opportunities not clearly
relevant or missing
context for Rede Asta.
No collaborations with
other Fellows.
II.2.4. STIPEND
The first WCM model included financial support for its Fellows, mainly in the form
of a stipend (salary) for the social entrepreneur him/herself or to a key person
leading the transition. The aim was to enable the social entrepreneur and his/her
team to take the project to the next level of growth. Alice has pointed out that the
stipend allowed her to focus and invest in things that she would not have otherwise
been able to invest in. More specifically, Alice used the stipend mainly to pay for
part of her MBA studies (she received a scholarship that covered the rest). The total
amount of the stipend was USD 36,4002 for the three years.
2 This amount is equivalent to CHF 36,000 - Exchange rate considered: 1 USD = 0.9891 CHF - (http://www.xe.com/).
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III. SAFEENA HUSAIN AND EDUCATE GIRLS
1. A SNAPSHOT OF EDUCATE GIRLS
With the mission of working in Indian
districts which fare very poorly as regards
the gender ratio in public education,
Safeena Husain established Educate Girls
(EG) in 2007 to improve education prospects
for 5- to 15-year-old girls. EG drives
transformation in education for girls by
bringing about a noticeable shift in the
current education delivery model through
active collaboration with all relevant
stakeholders: government, community and
parents.
The aim of Educate Girls is to measurably improve the current system’s chances of
providing quality education, increased enrolment, and retention. EG’s
comprehensive model helps communities assess their school’s situation and
implement action plans, and empowers them to sustain positive results at the
lowest cost. By leveraging the government's current investment in schools, EG
delivers measurable results to a large number of beneficiaries, avoiding duplication
or parallel delivery of services. Over the past few years the organization has
undergone significant transformations in order to refine its business model, test
new approaches to better support productive groups, and adapt to the national
social-economic context.
“The more you invest in the program,
the more you'll get. The larger (or more
ambitious) your vision is, the more
impact you will be able to
achieve with this fellowship.”
SAFEENA HUSAIN
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BEFORE WCM INTERVENTION
EG’s status before the WCM fellowship:
STRATEGY
Growth and Expansion
A five-year strategic plan created with help of Dasra in 2011 guided
EG’s journey. However, the plan needed an upgrade to include a
financial model, a partnering strategy, and a risk management
approach.
Fundraising
Fundraising was largely carried out through networking opportunities
facilitated by Dasra. There was no structured, well-formulated
fundraising strategy.
OPERATIONAL
CAPABILITIES
Human Resources
Limited bandwidth from Safeena for strategic initiatives (only 25% of
time spent on strategy).
The organization was in the process of developing a “second line of
management”.
It was facing the challenge to manage cultural differences among field
staff due to varying socio-economic backgrounds, mindsets, etc.
Lacked human resource management as a full-fledged organizational
function.
Communications
The organization lacked a consistent messaging and branding strategy.
Campaigns were mainly ad hoc, and execution did not leverage a
uniform, single “brand”.
Technology
Technology was not being tapped as an enabler for business
processes; e.g. the accounting and financial management was Excel-
based.
Attendance and performance management of field staff were handled
manually, which was time consuming, inefficient and suboptimal
when the field team was expanded.
DURING WCM INTERVENTION
In 2013, during the first year of WCM’s Fellowship, 20,226 out-of-school girls were
enrolled through EG’s program across its areas of operation. The overall enrollment
rate in their target areas is now 98% with girl students’ attendance at 75%. In
addition, 35% of pupils were able to read a story in Hindi in a test run across target
schools, as compared to 15% in non-program schools. Also, EG has helped the
community to obtain the means to build facilities, such as libraries, and acquire
new books.
In 2015, the last year of WCM’s Fellowship, Educate Girls was operating in 11,000+
schools across 4,500+ villages in the Pali, Jalore, Sirohi, Ajmer, Bundi and
Rajsamand districts in Rajasthan, India. Educate Girls is looking forward to
expand its presence in other gender-gap districts in neighboring states, and has
started discussions with the state governments of Uttar Pradesh and Madhya
Pradesh.
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Source: ADP Needs’ Assessment (2012) and EG database (2015)
Table 2. EVOLUTION OF EG’S MAIN INDICATORS
# Indicators Baseline (2012) Endline (2015) Var. (%)
1 Number of districts covered 2 7 +200.0%
2 Number of schools 4,425 11,175 +152.5%
3 Number of beneficiaries impacted 495,210 1,092,400 +120.6%
4 Number of girl leaders 22,490 26,429 +17.5%
5 Number of SMC members 55,718 140,850 +152.8%
6 Number of Team Balikas 1,070 4,768 +345.6%
Currently, EG has an ambitious target with a replicable model and a clear vision to
improve access to and quality of education for 4 million children and 30,000
schools by 2018.
2. EDUCATE GIRLS’ JOURNEY DURING WCM’S
INTERVENTION
Safeena Husain was chosen as the first WCM Fellow in India in 2012. The final
selection panel took place at Accenture’s Mumbai office in July 2012. WCM offered
her a unique mix of two components: i) Professional support through Program
Partners, and ii) Opportunities for networking, partnerships and funding with allied
organizations.
III.2.1. NEEDS’ ASSESSMENT
After the initial induction, the fellowship formally commenced when
WCM appointed the Accenture Development Partnership (ADP) to
carry out a needs’ assessment of EG. The needs’ assessment, which
spanned across EG’s business and operating model, started seven
months after the Fellow selection and was carried out over the
course of a month.
Duration: 1 Month
What Worked Minor Setbacks
Comprehensive analysis of business
and operational models.
Information and knowledge transfer
from multiple sources.
Identification of potential partners.
7-month gap from Fellow selection
to needs’ assessment.
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III.2.2. PARTNER ENGAGEMENT FOR CAPACITY BUILDING
STRATEGY (pro bono staff hours)
In April 2013, a partnership with Strategy& (Formerly Booz &
Company) was established as per ADP’s recommendation. Strategy&
continued after ADP’s work and started working with EG on its
growth and expansion strategy. The aim was to review and update
EG’s 5-year strategic plan, which was initially developed with help
from Dasra in 2011.
Strategy& also reviewed the organization’s financial model and
partnership strategies in order to recommend appropriate risk
management strategies and tools.
By June 2013, Strategy& was already working with EG on
completing their agreed milestones and delivered 100% of their
action plan, which included a broad 5-year expansion strategy; an
exit readiness scorecard; and a 3-tier orientation for EG’s team
members to ensure a smooth adoption of their recommendations.
OPERATIONAL CAPABILITIES
Based on the needs’ assessment and the strategy document, the operational
capabilities to be built were clearly identified. This initiated the engagement with
other Program Partners with specialized capabilities.
IT - INFORMATION AND COMMUNICATION TECHNOLOGIES
(subsidized staff hours)
Along with Strategy&, Peocit Technologies started its engagement
with EG by providing support in producing the organization’s 2011-
12 Annual Report, which Peocit Technologies designed and printed
it. The company also conducted a pro bono IT audit for EG,
assessing its IT capabilities, and recommended appropriate
solutions to enhance its operational efficiency. Based on these
recommendations, EG implemented Web Tally Solutions in order to
improve its financial and accounting procedures. WCM India
facilitated EG’s relationship with Web Tally Solutions who provided
pro bono man hours for EG to implement the solution in their office
and make the software functionally compatible.
HUMAN RESOURCES (pro bono staff hours)
Followed by the entry of Strategy&, Mercuri Urval began working
with EG in May 2013 on the organization’s HR processes. The
company reviewed EG’s existing HR systems in order to suggest
improvements and provide appropriate strategies to cope with
increasing HR needs. Mercuri Urval focused its work on capacity
building and on facilitating the recruitment of senior hires. The
company aided EG in the hiring of three senior managers in a
process that involved a psychometric test developed by Mercuri
Urval. Later on, Mercuri Urval formulated an HR manual for EG
establishing team management, core values and guiding principles
for employees. Lastly, the company worked on updating EG’s
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organizational structure with clarification on roles, responsibilities
and scopes. Safeena also received mentorship from the senior
management at Mercuri Urval. Mercuri Urval is currently working
on devising a psychometric test for the hiring of Team Balika (EG’s
community volunteers).
COMMUNICATION & OUTREACH (subsidized fee)
By the end of 2014, a unique partnership was established with
APCO. The engagement was aimed at producing a study on
government partnership opportunities for EG. Through secondary
research, APCO identified key programs within the Indian
government, which the organization could seek to partner with, and
suggested ways to approach. APCO has also helped EG to develop its
staff capacity towards government-based research. Additionally,
APCO has conducted a one-day workshop for EG’s team. Two senior
managers and six district managers took part in the workshop,
which helped them to understand the approach for communication
and collaboration with various levels of government agencies.
In order to illustrate the performance of the capacity building interventions
implemented by WCM for Educate Girls, an evaluation matrix was drafted
considering all the findings gathered during the rounds of interviews with all the
stakeholders.
The matrix presented below is based on the following dimensions:
Duration: 3 Years
What Worked Minor Setbacks
Strategy
Defining or reviewing Fellow organization's strategy immediately after
needs’ assessment was key to align
potential partnerships and give the Fellow
a sense of direction.
Fellow’s clear objectives aided in building a comprehensive strategy laser-focused
on achieving the objective.
Fellow support in the form of resources shared.
Understanding of requirements and deliverables by both Fellow and Program
Partner.
Senior management involvement in discussions with Program Partners.
Operational Capabilities
Miscommunication between Fellow and Program Partner on certain
occasions.
Limited capability of Program Partner to deliver as per requirements in one of the
engagements.
Weak understanding of Fellow and one Program Partner regarding
expectations from the engagement.
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PERTINENCE: Was the intervention pertinent in its own context and based
on previously identified needs?
EFFECTIVENESS: Was the intervention effective and carried out properly
and on time?
RELEVANCE: Did the intervention add significant value to the Fellow’s
organization?
Each dimension was scored from 1 (low) to 5 (high) with the following references:
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III.2.3. NETWORKING AND FUNDRAISING SUPPORT
One of the greatest contributions of the WCM Program was that the support
provided helped EG to close 50% of funding for the budget planned until 2018.
The ADP needs’ assessment and action plan executed in partnership
with WCM have helped Educate Girls to raise USD 150K towards
their growth strategy from LGT Venture Philanthropy.
EG had the opportunity to match all WCM support with funds from
the Educate a Child Initiative fund of the Qatar Foundation in 2013.
WCM facilitated the collaboration between EG and the UBS Optimus
Foundation, which led to the launch of the Development Impact
Bond, first of its kind in the world in education´s area. DIBs are a
performance-based investment instrument intended to fund
development programs in low-resource countries, which bring
together private investors, non-profit and private sector service
delivery organizations, governments and donors to deliver results
that society values.
Womanity also introduced EG to the Giving Women Network, which
resulted in EG’s successful funding partnership with the Cartier
Foundation and other potential funding leads. Currently, the Cartier
Charitable Foundation is funding the entire district of Rajsamand in
Rajasthan with the objective to improve enrollment, retention and
learning outcomes for over 150,000 children across 1,400 schools.
Duration: 3 Years
What Worked Minor Setbacks
Fellow proactivity in identifying
opportunities and seeking networking
support from WCM.
Direct access to contact WCM leadership.
Accessibility, openness and commitment of
the Womanity team.
Annual Partners Meet has enabled an
exchange of experiences and lessons learned
among Fellows, Program Partners and
potential new partners.
---
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IV. EXPERIENCE OF THE JOURNEY
Based on the analysis and evaluation process of the Brazil and India experiences
discussed in the previous chapters, the main conclusions regarding WCM as an
intervention model, lessons learned, and good practices for future replication are
presented below.
1. CONCLUSIONS
The previous chapters provided a detailed account of each of the first-generation
Fellows’ journeys and the evolution of their organizations over the course of their
three-year WCM fellowship.
It is important at this point to go back to some of the guiding questions that have
structured the evaluation process: Were the Fellows able to scale up their
organizations and/or replicate their models? Were the Fellows able to grow their
direct social impact?
First of all, it should be stressed that both organizations grew over the three years
of their fellowship. In particular, Safeena and Educate Girls are what might be
called a success story. Safeena has established herself at the forefront of an
organization that has significantly scaled its reach and impact, as projected in its
five-year strategy, and attained widespread international recognition in the fields of
education and women empowerment. The organization has grown in structure, in
headcount and, above all, in professionalism. All this growth and consolidation was
deeply rooted in Safeena’s leadership and the new senior management hires that
were part of the advances in HR brought about by the collaborations fostered by
WCM.
Rede Asta has shown a more moderate growth than EG, with a downward trend in
sales in the volatile Brazilian context of the last three years. Another salient
element of Rede Asta’s trajectory is its business model under constant review,
which is yet to consolidate a sustained, scalable approach to women empowerment
for women artisans in the productive groups. The organization has grown modestly
in structure, but has evolved in terms of professionalism, not only as regards its
staff but mainly in its relationship with the value chain and the productive groups,
whose members recognize the benefits they have derived from their working
experience with Rede Asta. It should be noted, finally, that Alice Freitas has
maintained her leadership by consolidating a high-profile style with significant
visibility in Brazil as an entrepreneur, mainly in the social business and fair trade
sectors, and, to a lesser extent, in women empowerment.
But what has been WCM’s contribution to the organizations’ growth? Both Fellows
have explicitly stated that they have significantly benefited from the Program. For
both Safeena and Alice, WCM’s assistance in the form of professional support but
mainly in access to networking and fundraising opportunities have been key in
their organizations’ evolution. Safeena and her senior management team have
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acknowledged the strategic value of interventions such as Strategy&’s or Mercuri
Urval’s.
It is also worth noting that even somewhat disrupted or uncoordinated experiences,
such that the capacity building attempts with Rede Asta, Alice’s and her
organization’s journey with WCM has been one of learning and evolution. The fact
that Rede Asta was the Program’s pilot in Brazil, as well as the instability of WCM’s
local team in Brazil, impaired the effectiveness of capacity building. However, the
Fellow herself has praised WCM’s flexibility and ability to adapt to her
organization’s changing needs and dynamic nature over the last few years, and
seen many of the contributions made by Womanity Foundation’s members and
Program Partners as positive, rewarding insights.
There is an interesting counterfactual question that may be asked about whether
the Fellows and their organizations could have attained what they did without
WCM’s intervention. Even when this question was out of the scope of the
methodological approach of the evaluation and it cannot be answered rigorously, it
should not be eluded either. The Fellows’ profile and leadership style identified
during the selection process would probably have earned them sustained growth in
the last few years. However, based on the evidence gathered for the evaluation, it
can be assumed that their organizations’ growth rate would have been lower.
Therefore, it is clear that WCM is by itself a value proposition that can be best
leveraged by a proactive fellow and organization. Safeena and EG are good
examples of the Program’s potential for a Fellow with a great leadership profile, a
strong vision, and a mature organization with a clear strategy that is standing on a
turning point. However, even in situations when those ideal conditions have not
been met in a stable manner, such as in Rede Asta’s case in Brazil, the Program
has successfully adapted itself and found ways to create value in accordance with
the Fellow’s profile and expectations.
The question that should be asked here, then, is — but at what cost? WCM has
undoubtedly contributed to escalating a proven, high-impact model with EG in
girls’ education and women’s empowerment. But in Alice and Rede Asta’s case, the
impact of WCM on women’s empowerment is harder to document. Asta focuses on
production groups’ economic inclusion through income generation, but has so far
not directly measured ASTA’s value added for production groups from a gender
perspective in terms of social strengthening and empowerment.
As a consequence, the opportunity cost of not having emphasized a focus on
women’ empowerment at Rede Asta has probably been higher than expected.
Hence, Womanity should, as a matter of priority, reflect on strategies that create
value for its WCM fellowship by increasing its Fellows’ ability to escalate their
impact on women’ empowerment.
It is important to bear in mind that WCM’s intervention model is one of
organization-level support as opposed to project-level support. Consequently,
WCM’s intervention impacts every activity carried out by the Fellows and their
organization. At the same time, however, there is no way of calculating WCM’s
share of impact.
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Finally, we would like to open a question for future rounds of evaluations: is WCM’s
intervention model effective for escalating impact on women’ empowerment? The
scope of this assessment of WCM's pilot phase may serve as a basis for a
preliminary answer, but it cannot be considered enough of a sample to draw any
rigorous conclusions.
In this regard, it is important to highlight that WCM has refined a productive and
continuous process of reflection and self-assessment, which has led to many
learnings, refinements and improvements during the last years. The present
evaluation report is an important milestone in this process, but it should be
considered as part of a healthy habit already in motion. Looking ahead, with
upcoming evaluations and this consolidated learning process, all the accumulated
evidence will surely enable a most solid analysis and a deep reflection of the
effectiveness of WCM's intervention model and its contribution to women’s
empowerment. The challenge is open.
2. 360° LESSONS LEARNED
In order to promote an integral approach that incorporates learnings from the
different key stakeholders, we list 15 lessons learned from three complementary
perspectives: the Fellows, the Program Partners, and the WCM team.
KEY LEARNINGS AS REGARDS THE FELLOWS
01/ THE FIT OF CANDIDATES WITH THE PROGRAM IS
DECISIVE FOR THE SELECTION
The decision to select one particular fellow and organization over
other candidates must be based on the hypothesis that the value
added by the program’s intervention can lead to a turning point
in the fellow’s potential and in the organization’s growth curve
and social impact.
02/ CLARIFYING EXPECTATIONS IS KEY
A complete understanding of the Fellows’ expectations for the engagement helps
Professional Program Partners to plan and deploy resources effectively. Just as the
partnership between WCM and the Fellow needs to be formalized (e.g. with a MOU),
it is highly convenient to define and formalize the scope of each collaboration or
partnership within the program (e.g. with collaboration notes).
03/ AN EXTERNAL NEEDS’ ASSESSMENT HELPS TO SET PRIORITIES AND
OPENS FRESH PERSPECTIVES
A comprehensive needs’ assessment of the organization at the beginning of the
collaboration opens up a whole new set of perspectives for the Fellow and her/his
team, who can then decide on priority areas to be addressed. In this sense, it is key
to involve the team that will be in charge of the needs’ assessment in the Selection
Panel.
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04/ WCM FELLOWS’ MODELS ARE USUALLY COMPLEX
It takes time, patience and effort for the Professional Program Partners to be
efficient in their support and deliverables. Hence, WCM should facilitate an
induction process to the complexities of the WCM Fellow’s organization, activities
and operational context, as well as mediating the initial collaboration meetings.
05/ FELLOWS’ ORGANIZATIONS TEND TO BE VERY DYNAMIC
Fellows’ priorities and needs are constantly changing and the ability of the
Womanity Foundation to promptly respond to the demands is crucial for the
success of the program. Revisiting or updating the findings from the first needs’
assessment as well as the action plan will allow WCM to be more effective.
06/ NOT EVERY OPPORTUNITY IS A GOOD OPPORTUNITY
Some opportunities are not necessarily aligned with the strategy of the
organization, and each Fellow should have the ability and confidence to say “No,
thanks”. Some opportunities that are not completely aligned with the organization’s
strategy might represent a distraction for the organization.
KEY LEARNINGS AS REGARDS PROFESSIONAL PROGRAM PARTNERS
07/ MATURITY IS KEY FOR EFFECTIVE PARTNERSHIPS
Maturity of the Fellows’ organizations increases the synergies with
Partners and allows Fellows to take full advantage of the
potential of the WCM model. The operational capacity
constraints of the organizations can be a critical barrier to the
effectiveness of capacity building and ultimately to the
Program’s impact. On the other hand, the Fellow’s maturity
ensures their understanding that the WCM Program is investing in
building a more resilient organization in the long term.
08/ NEEDS’ ASSESSMENT + 5-YEAR STRATEGY SEEMS TO BE A CRUCIAL
TANDEM
In the first stage of the program, it is key to provide the Fellow with external
support to define a 5Y strategy or to revisit its existing one, after conducting the
needs’ assessment. Only once a deep needs’ assessment is done and a clear
strategy has been devised is it reasonable to push for more partnerships. Moreover,
a mid-term review of needs during the second year of the Fellowship can add
significant value to the program. It will enable WCM to bring in Partners that are
more relevant for the Fellow.
09/ BUILDING STRONG PARTNERSHIPS TAKES TIME AND REQUIERES
INVOLVEMENT OF WCM’S LOCAL TEAM
To build a partnership is to build mutual trust, and it is useful to set a mid- to
long-term view to ensure a win-win relationship. In this sense, successful
collaborations should be based on clearly identified needs; a well-defined scope of
support; committed, capable Professional Partners and motivated, empowered
Fellows; and a right timing facilitated by the WCM local team.
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WCM Team
10/ PROFESSIONAL PROGRAM PARTNERS NEED TO BE SELECTED ALONG
MORE RIGOROUS CRITERIA
Each Professional Program Partner’s core competence and credibility to deliver the
expected output must be verified before the engagement and mapped against the
Fellow’s needs. This helps to take full advantage of the 3-years program and to
avoid frustrating or ineffective experiences for both parties.
KEY LEARNINGS AS REGARDS WCM’S TEAM
11/ TRACEABILITY IN THE FIELD IS CRUCIAL FOR SUCCESS
For a 3-year fellowship, it is key to have an empowered (and as
stable as possible) local team that can keep the program on
track, integrate the learnings into the program management
and build trust among all stakeholders. The changes in the
local team in Brazil affected the capacity-building performance
and hampered its capacity to deliver high-quality support
properly and in a timely manner.
12/ BUILDING TRUST IS A VALUABLE ASSET TO GENERATE SYNERGIES
BETWEEN WCM, FELLOWS AND PROFESSIONAL PROGRAM PARTNERS
The program’s strategic contribution is mainly human. Building trust takes time,
resources and many soft skills such as leadership, good listening and empathy
from every member of the team. Accessibility and openness in the relationship with
the WCM team is the best possible asset. Additionally, the advisory role of the WCM
team helps the Fellow to overcome the roadblocks that the organization faces.
13/ IT IS VITAL TO KEEP A HEALTHY BALANCE BETWEEN STRUCTURE AND
FLEXIBLITY IN THE APPROACH
The program needs to maintain a balance between a structured approach and
flexibility in order to achieve predefined milestones, and to react nimbly to Fellows’
needs. Having clear timelines and deliverables sets the expectations of all
stakeholders and allows them to plan ahead the resources to be allocated and the
calendars to be engaged. This ensures smooth delivery from Program Partners and
complete incorporation of the results into the Fellow’s organization.
14/ A “DOUBLE LEVEL” VALUE PROPOSITION
While the core of WCM’s model is based on capacity-building for the organizations,
the program and its team have also built a valuable way to empower its Fellows
through coaching and access to strategic networks. One of the most valuable
aspects of WCM for the Fellows is the program’s ability to identify (with or without
help of a needs’ assessment) issues that are extremely relevant for the Fellows and
could be addressed easily and/or rapidly, thereby improving impact and cost-value.
Both in India and Brazil, Fellows saw support in planning, coaching, networking
and fundraising as one of WCM’s main contributions throughout the Fellowship,
apart from capacity-building.
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15/ A PROACTIVE COMMUNICATION AND KNOWLEDGE MANAGEMENT
STRATEGY IS KEY TO CAPITALIZE LEARNINGS AND INCREASE EFFICENCY
AND EFECTIVENESS
WCM is a high-complexity program, with a 3-year timeline and a multiplicity and
diversity of actors in very different countries such as India and Brazil. Therefore, it
is crucial to strategically manage information and knowledge, based on horizontal
and vertical communication among all team members that make it possible to
continuously identify and replicate learnings and good practices. Open
participatory discussion among stakeholders, mediated by the WCM team, also
ensures real-time knowledge sharing and troubleshooting of any temporary
glitches.
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WCM Team
3. 360° GOOD PRACTICES FOR REPLICATION
In order to replicate the practices and experiences that might benefit new Fellows, the 8 main good practices identified over the
course of the evaluation are presented below.
i. Fellow proactivity has increased the
Program’s value added.
ii. Engaging other key staff members
within the organization has led to
more effective partnerships.
iii. Needs’ assessments and 5Y strategy
reports have leveraged resources
from potential donors and investors.
iv. A high level of commitment from
Program Partners helps to attain a more
dynamic relationship that can be better
adapted to the Fellows’ organizations.
v. Defining or reviewing the Fellows’
organizations’ strategy immediately
after the need assessments was key to
align potential partnerships and give the
Fellows a sense of direction.
vi. Accessibility, openness and commitment from the Womanity
team was crucial for the Fellows.
vii. The WCM team’s operational flexibility in the field was key to
match the Fellows’ dynamic nature and changing challenges.
viii. Arranging an Annual Partners Meeting has enabled an exchange of
experiences and lessons learned with a view to continuing
strengthening fellowships.
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V. APPENDIX
1. METHODOLOGY
Result-based evaluation
This approach allows us to evaluate the impact and the results of the project in
terms of relevance, effectiveness, efficiency, sustainability, and replicability. This
qualitative/quantitative approach is fundamentally based on determining the
progress of the project according to the program criteria and the analysis of the
approach itself. Using the baseline as an input, this approach helps determine to
what extent WCM’s objectives and goals have been achieved at the time of
evaluation, as well as the feasibility of fully achieving them in the future.
Participatory approach
This approach combines the external view of the evaluation team with the inside
experience from WCM, the Fellows, WCM Professional Partners and other program
stakeholders. It involves various qualitative survey techniques combined with in-
depth interviews and participatory workshops. The main contribution of this
approach lies in the identification of best practices, and the knowledge gained from
early failures and successes in the framework of the Program.
Strategic knowledge management
This approach enables the M&E process to serve as a learning tool that can
transform gathered information into strategic knowledge for decision making. Using
systematic techniques of information processing, this approach yields
comprehensive knowledge products that take into account all aspects of the
Program. The main contribution of this approach is the integration of informational
findings into strategic recommendations as a basis for future decision making and
scalability.
2. FINAL EVALUATION QUESTIONS
In this document, we intend to answer the following questions in relation to the main objectives:
a) How have the Fellows and their organizations grown in the last 3-4 years?
Were the Fellows able to scale up their organizations and/or replicate their models?
Were the Fellows able to grow their direct social impact?
Have WCM Fellows contributed to women’s progress in their country, beyond their own activity?
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Have their organizations developed structurally, in terms of management as well as operational and financial sustainability?
What level of recognition and visibility have WCM Fellows gained as effective agents of change for women’s progress in their contexts?
b) How did WCM help the Fellows and their organizations scale their impact?
How significant was WCM’s contribution to the organizations’ scale change and/or model replication?
How significant was WCM’s contribution to increasing its Fellows’ impact?
How deep is the Fellows’ commitment to and ownership of the WCM Program?
How many Womanity/WCM resources were mobilized to scale the Fellows’ impact?
How many third party resources were mobilized to scale the Fellows’ impact?
How many instances of collaboration took place between Fellows and WCM Partners from the private, public or social sectors?
How many instances of collaboration were there between fellows?
How many strategic allies and Program Partners have worked with the fellows?
What type of strategic allies and Program Partners have worked with the fellows?
How relevant was the professional support offering for the Fellows’ organizations’ needs?
How receptive were Fellows’ organizations of the professional support offering?
c) What lessons learned, good practices, and necessary improvements can be identified? What ideas may be gathered on how to further develop the WCM Fellowship and its impact?
Have lessons learned been identified for improved replication with other fellows? What where those lessons?
Which were the best practices concerning the relationship between Program Partners and Fellows? How can these practices be replicated with other fellows?
What types of resources and time allocation should Fellows and their organizations provide for a good collaboration to take place with Program Partners?
How can Fellows capitalize on the "intangible value" of being part of WCM? What good practices have been identified?
Which were the best communication practices for WCM and the Fellows? How can these practices be replicated with other fellows?
What is the WCM Program for the Fellows? What are the most valuable assets that the Program offers? Is there a unique value proposition? If so, what is it?
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3. STAKEHOLDERS
A. WCM Fellows and organizations’ management.
B. Sample of WCM Program Partners (involved in the selection process and/or
in professional support).
C. WCM team (involved in the selection process and program management).
D. Collaborators (involved in networking activities).
4. DATA COLLECTION
The content and analysis presented in this document are based on a review of
existing documents and reports from Rede Asta and Educate Girls — mainly the
findings and conclusions that emerged from discussions and in-depth interviews
with key stakeholders, as shown below.
Interviewees for REDE ASTA (Brazil, May to June 2015)
Stakeholder # Representatives Designation Participated in
REDE ASTA
1 ALICE FREITAS Rede Asta Partner and Executive
Director (WCM Fellow)
In-depth
Interview
2 RACHEL FREITAS SCHETTINO
Rede Asta Partner and Corporate Sales Director
In-depth Interview
3 ROSANE ROSA Rede Asta Partner and Marketing and Retail Director
In-depth Interview
4 ROBERTA LOMONACO
Rede Asta Ipanema Shop Manager
Discussion
5 MAITEE CAMARGO
Egon Zehnder – Program Partner in Brazil
Virtual Call
Program
Partners
6 ROBERTO PATRIARCA
Chief of Staff, COO WM & Marketing UBS Brazil
Virtual Call
7 MARÍA AGUSTINA BUDANI
Partner and Director at ZIGLA Virtual Call
8 MARIANA
ZUPPOLINI
Corporate Citizenship Manager
at Accenture Brazil
Virtual Call
9 FRANCESA
VERSACE Designer and Owner
Virtual Call
10 MIREN BENGOA Foundation Chanel, Executive
Director
Virtual Call
11 ANTONELLA
NOTARI VISCHER
Womanity Foundation Executive
Director
In-depth
Interview
WCM
Beneficiaries
12 CANDANCE
“CINDY” LESSA Former WCM Country Head
In-depth
Interview
13 TIANA VILAR
LINS WCM Brazil Country Head
Discussion
14 ARTISANS FROM TOQUE DE MÃOES PRODUCTIVE
GROUP
Visit -
Discussion
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Interviewees for EDUCATE GIRLS (India, August to October 2015)
Stakeholder # Representatives Designation Participated in
EG 1
SAFEENA HUSAIN
Founder and Executive Director In-depth Interview
2 MAHARSHI
VAISHNAV
General Manager, Development
and Communication
Virtual call and In-depth
Interview
3 NEELAM
RAISINGHANI
Senior Manager, Government
Liaison Virtual Call
4 PARVEZ KATODIA
Senior Manager, Finance and IT Virtual Call and In-depth
Interview
5 ZEESHAN
SUMRANI Senior Manager, Program
Virtual Call and
In-depth
Interview
Program
Partners
6 DIVYA NIGAM Accenture Development
Partnership
In-depth
Interview
7 NIKHIL
BHANDARE Strategy& Virtual Call
8 KENNETH
PEDERSEN Mercuri Urval
In-depth
Interview
9 ASHUTOSH JHA Peocit Technologies In-depth
Interview
10 DR. JOYETA APCO Worldwide Discussion
11 KERBAN APCO Worldwide Discussion
WCM 12
ANTONELLA
NOTARI VISCHER
Womanity Foundation Executive
Director
In-depth
Interview
13 INDRANI
SHARMA WCM India Country Head
In-depth
Interview
14 KALPANA KAUL Consultant Discussion
5. EVALUATION TEAM
The evaluation was designed and implemented under the coordination of ZIGLA:
MAXIMILIANO LUFT, General Coordinator (ZIGLA)
MARÍA AGUSTINA BUDANI, Sr. Advisor (ZIGLA)
JONATHAS BARRETO, Sr. Consultant. Field Work Brazil (ZIGLA)
ABHISHEK KADAM, Sr. Consultant. Field Work India (SOCIAL SYNERGY)
PRATEESH PRASAD, Analyst. Field Work India (SOCIAL SYNERGY)
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We would like to thank at first to the
fellows, Alice Freitas, Rede Asta´s Team,
Safeena Husain and Educate Girls´
Team for their dedication and patience.
Additionally, we want to thank to all the
program partners for their collaboration
with their time, commitment and
valuable feedback.
Finally, we feel very grateful with all the
WCM Team, Antonella Notari Vischer,
Indrani Sharma and Tiana Vilar Lins for
their excellent receptiveness and
cooperation to improve this Evaluation
Report.
info@ziglaconsultores.com
Buenos Aires, Argentina
+5411 4780 1848
www.ziglaconsultores.com
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