cambodia impact report 2019 · centered design and empathetic storytelling. ... stretch themselves...

D2international CAMBODIAIMPACT REPORT2019

DEVELOPING OUR PEOPLE, DEVELOPING OUR WORLD

T A B L E O F C O N T E N T S

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From Sally and Peter | 5 D2i Overview | 9

From John | 8

Letter to the Reader Introduction Setting the Stage FY19 Fellowship

D2i Program Structure | 11

Issues, Country and Partners | 13 D2i Fellowship Journey | 17

Business Challenge Teams | 19

Impact | 29

Our Team | 40

Hear from our PPMD Program Champions

Hear from our FY19 Cambodia Fellowship PPMD Program Sponsor

Understand D2i’s vision and purpose D2i’s approach to selecting the FY19 Cambodia Fellowship issue, country, and partners

Walk in the shoes of a D2i Fellows, Leads, and Advisors

Learn about the programs that make up D2i

Learn about the wicked challenges our teams tackled and solutions delivered

Understand the impact of D2i on fellows, leads, Deloitte, and our partners

Meet the FY19 Cambodia Fellowship team

T A B L E O F C O N T E N T S

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L E T T E R T O T H E R E A D E R

FROM SALLY AND PETER

As the sponsors of D2i (Developing Our People, Developing Our World), we have the unique opportunity to be the biggest fans of the D2i annual fellowship. Even as the D2i organization has grown, the original annual fellowship remains the premier program and is a powerful platform to inspire, innovate with purpose, challenge assumptions and lead with our values.

It is always fun each year to watch the annual fellowship form, bond and mature. Each fellowship team has always developed its own culture and grown together. As sponsors of D2i, it is a joy to observe the impact of the fellowship every year on both our professionals and the causes they support.

This year, the team worked with two non-profit partners, each operating in Cambodia and other countries. Both partners are focused on anti-trafficking efforts, Chab Dai (founded in 2005) a collaborator across over 50 organizations working on anti-trafficking in Cambodia and Hagar International (founded in 1994) specifically focused on recovery services for survivors of human trafficking, slavery and abuse.

The experience of the fellowship was moving, vibrant and innovative. Our fellows were tested by our partners and their organizational challenges.

Throughout the D2i fellowship, the fellowship design stayed true to some key tenets:• Empower and provide maximum autonomy

to a group of junior practitioner leaders. This year the fellowship leadership team were a powerful set of 8 consultants and analysts leading the 34 high performing analyst and consultant practitioners fellowship from across our consulting and advisory Government and Public Services (GPS) practice.

• Follow an intense curriculum-based program over the course of four months. The team worked closely with specialists in Deloitte and our non-profit partners to understand the complexities their organizations face while achieving their mission and to develop a meaningful solution curriculum embracing user centered design and empathetic storytelling.

• Deliver socially impactful and sustainably designed business solutions in country that help strengthen our partner organizations and the communities they serve through the right balance of consulting support with knowledge transfer.

This year’s fellowship taught us critical lessons, some that repeat every year and some that are new discoveries… • It matters. Investing in two non-profit

organizations in far-away communities in Cambodia makes sense. It not only matters to the thousands of survivors in communities they serve but it also matters to our people and it matters to Deloitte.

• It inspires empathy. The stories we heard of women given new hope by Hagar and Chab Dai and the sacrifices of their staff to serve those women under the most difficult conditions moved all of us. Thinking with the perspective of our partners and their communities teaches the need to consider the human experience and challenges us to act.

• It is about joint learning. Learning to build relationships, partnerships and connections with other passionate people across generations and cultures is a skill we all must continue to build and invest in. D2i allows us to learn how to grow and achieve great things together.

• And It is personal, and the experience lives in each of the fellows and the lives touched by this year’s work. This fellowship, like others in the past, gives our professionals a uniquely inspiring career experience they would never experience otherwise. This year’s fellowship reminds us that delivering impact that matters should come from a real place of experience and learning. And that applies to us as the programs sponsors; we have been inspired anew by the energy and passion of this year’s amazing leads, fellows and advisors.

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The D2i connections and experience on both sides of our business and culture are immeasurable and long lasting.

The fellowship report that follows will provide more detail on this year’s fellowship’s ultimate impact on the communities we support and what the experience has meant for all the people involved -the fellows, the nonprofit teams who are our partners and their local communities.

Thank you to this year’s amazing fellowship leads for driving the fellowship to tackle such a difficult social challenge. Thank you to the advisors who selflessly gave so much of their time, wisdom and encouragement. And thank you to the fellows who we believe will be the type of leaders we wish for the future for D2i, Deloitte, and the world.

Enjoy the read.

Sally D’Amato and Peter LiuD2i PPMD Program Champions Deloitte Consulting LLP

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FROM JOHN

As the D2i Fellowship kicked off in April, I thought of all the inspiring stories and anecdotes I had heard from practitioners who were proud to call themselves former Fellows and Leads. The positivity and excitement that seemed to come out of those involved with the Fellowship was contagious, so I was thrilled to serve as the PPMD champion this year and work directly with the practitioners involved. After witnessing the incredible impact that our junior practitioners had on Hagar and Chab Dai, I realized that D2i exemplifies Deloitte’s investment in developing our talent to become future leaders and commitment to working with non-profits to make a global impact.

Throughout the 14-week Fellowship, our young professionals were given the opportunity to unleash their creativity and pursue solutions for a cause they are passionate about—supporting survivors of human trafficking in Cambodia. They found solutions to difficult business challenges—from improving service delivery and employee engagement, to enhancing the use of data and partnerships—all with a focus on supporting survivors. They gained advice from specialists and advisors across Deloitte about topics that will be vital to their professional lives, such as workshop design, leadership, and even managing conflicts between clients. Last but not least, our professionals facilitated impactful workshops and presented solutions to our clients—an experience they may not have had a chance to work on otherwise.

At the core of D2i is a commitment to a social cause and our Fellows’ ability to make an impact on our partner organizations.

In the case of Hagar and Chab Dai, it was clear that the program had achieved this commitment. Each organization’s leader expressed how skeptical they were going into the program. Yet, over a short amount of time, our fellows gained their trust and commitment. This allowed our fellows to transform their thinking and start enabling new tools, techniques, and essentially a new culture for both Hagar and Chab Dai.

I was able to witness firsthand the results of the Fellows’ hard work in a series of workshops in Phnom Penh with Hagar and Chab Dai’s leadership team. As I sat in a facilitation room at the Chab Dai headquarters, I watched as the leaders intently listened to our Fellows explain how to deliver good feedback during an Employee Engagement workshop and how to leverage data as a powerful decision-making tool during an Impact Measurement activity. Hearing comments from Chab Dai leaders and professionals like “I did not know how to deliver good feedback before, but now I do,” “I believe we can now change not only our organization but our whole country”, or “I love data! Thank you for showing us how we can use it to do our work!”—these were the pinnacle of the Fellowship for the Fellows and Advisors alike.

What I will take away from this experience is a renewed excitement for what the future holds for Deloitte. The depth and breadth of talent, as well as the creativity, tenacity, and energy of each D2i fellow was inspiring. The fellowship not only allowed this group to focus on their enthusiasm for social impact, but it also allowed them to gain two years’ worth of experience building and presenting solutions to clients, all within four months. I have no doubt that each of them will continue to grow and excel in whatever they choose to do. Experiences like these not only transform junior professionals’ skillsets but they also provide them with the confidence to take on leadership roles and stretch themselves in ways they would not have prior to joining the program. This experience enlightened me to how I can better foster growth, innovation, and passion in the work of our junior practitioners.

I would like to thank the Fellows and Leads for representing Deloitte so well in Cambodia. I would also like to thank the D2i Program for allowing me to come along on this journey.

Best,

John Stinn, Managing DirectorFY19 Cambodia Fellowship PPMD Program SponsorDeloitte Consulting LLP


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I N T R O D U C T I O N

D2i OVERVIEWD2international (D2i) is Deloitte Government and Public Service’s (GPS) flagship social impact program, which seeks to develop talent in junior practitioners through global skills-based volunteering work. What started as a white paper among Deloitte millennials has over the years grown into a widely successful, multi-faceted social change engine and skills development program.

D2i is built upon the idea that “doing good is good business.” In other words, we believe that social responsibility can have huge impacts to Deloitte’s overall business value by increasing employee talent and retention, strengthening Deloitte positioning, and encouraging innovative solutions to diverse problems. All this is achieved through our efforts to collaborate with “Changemakers” around the world to positively impact communities and address complex problems.

The Cambodia Impact Report

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Purpose-Driven & Business Growing

Believes that social and business value can be mutually reinforcing, achieving greater outcomes together than on their own.

Junior Practitioner-Run & Cross-Generational

Trusts completely in management by Deloitte’s junior practitioners, with supportive interactions across all levels.

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Sustainable Partnerships & Lasting Impact

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.

Systems Thinking

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

Social Intrapreneurship

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

This report showcases the work we do with our Deloitte practitioners to continue bringing the very best of Deloitte to communities and organizations around the world. In it, we will focus primarily on the activities and impact of the annual D2i Fellowship – to learn more about the broader D2i program, please reference the comprehensive D2i Program Impact Report.

The Vision: Developing Our People, Developing Our World Internationally

We’d like to thank you! Your interest in our D2i family is much appreciated and always encouraged, in order to help us continue these efforts.

I N T R O D U C T I O N

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D 2 i P R O G R A M S T R U C T U R E

D2i PROGRAM STRUCTURE

D 2 i P R O G R A MS T R U C T U R E

F 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

R E P U R P O S E

INTERN

MANAGER

D 2 I G O V E R N A N C E T E A M

D 2 I P O R T F O L I O

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

D E L O I T T E L E A D E R S H I P

G P S T A L E N T & I N C L U S I O N

Developing Our People, Developing Our World

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1https://www.britannica.com/place/Cambodia2https://www.cia.gov/library/publications/the-world-factbook/geos/cb.html3https://www.state.gov/wp-content/uploads/2019/06/2019-Trafficking-in-Persons-Report.pdf4https://www.globalslaveryindex.org/2018/findings/regional-analysis/asia-and-the-pacific/

S E T T I N G T H E S T A G E

SET T ING THE STAGEAs Deloitte’s global reach as a professional services firm continues to expand rapidly, so does D2i’s presence as a junior practitioner-driven catalyst for social change and innovation. Following Deloitte’s increasing investment in the Asia-Pacific region, this year’s Fellowship went where it has never gone before – Cambodia. Southeast Asia and, more specifically, the social enterprise ecosystem within Phnom Penh presented this year’s Fellows a gateway to create critical impact the anti-human trafficking space.

In its early history, Cambodia’s civilization absorbed influences from India and China and, in turn, transferred them to other Southeast Asian civilizations. From Hindu-Buddhist kingdoms through the classical age of the Angkor period, Cambodia held sway over territories that are now part of Thailand, Vietnam, and Laos. After becoming a French colony in the 19th century, Cambodia entered the 20th century to find the turmoil of war, occupation by the Japanese, postwar independence, and political instability. Between 1975 and 1979 the country was devastated by the reign of the Khmer Rouge, a rural communist guerrilla movement. During the Khmer Rouge’s period of power, at least 1.5 million Cambodians were killed or died, a monumental tragedy with lasting effects that challenge Cambodia’s success and stability in the present era. Despite its dark past, Cambodia is a country overflowing with human potential, cultural richness, and unwavering resilience.1

The Country The Wicked Problem

When deciding on the wicked problem that would define the FY19 Fellowship, the Leads team referred to the 17 Sustainable Development Goals set forth by the United Nations to methodically evaluate potential contenders. Located in a region gaining global attention for its economic potential, Cambodia remains one of the poorest countries in Asia, even regressing in several economic health indicators, including the annual growth rate of real gross domestic product per capita. Long-term economic development remains a daunting challenge, inhibited by corruption, limited human resources, and high income inequality.2 For most Cambodians, job prospects and earning potential remain low, which unfortunately makes vulnerable populations susceptible to human trafficking. This shortage of employment forces some women and girls to leave their homes in rural areas to try to find work in tourist destination cities.3 Given Cambodia’s strategic geographical position in the region, the country is also viewed as an attractive source, transit, and destination country for those subjected to trafficking. For this reason, Cambodian men as well as migrant workers seeking better opportunities turn to the region’s agriculture, fishing, and construction industries. In both cases, many men and women find themselves trapped in situations of sexual exploitation, forced labor, and domestic servitude.

Key statistics from the 2018 Global Slavery Index4 illustrate the reality and severity of Cambodia’s human trafficking problem as follows:


261Kpeople out of Cambodia’s nearly 16 million-strong population are

living in modern slavery

64out of every 100 people in Cambodia are vulnerable

to modern slavery

9Cambodia’s rank on the

Prevalence Index

Recognizing Deloitte’s potential as a convener in Cambodia’s sweeping anti-human trafficking system, the FY19 D2i Fellowship mobilized to address Sustainable Development Goal 8 – Decent Work and Economic Growth – with a focus on the eradication of forced labor and modern slavery (Target 7) by optimizing the operations and empowering the missions of diverse organizations.

The Opportunity

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https://www.britannica.com/place/Cambodia

https://www.cia.gov/library/publications/the-world-factbook/geos/cb.html

https://www.state.gov/wp-content/uploads/2019/06/2019-Trafficking-in-Persons-Report.pdf

https://www.globalslaveryindex.org/2018/findings/regional-analysis/asia-and-the-pacific/

1https://chabdai.org/about2https://hagarinternational.org


SET T ING THE STAGEThis year’s Fellows were honored to collaborate with two organizations at the center of Cambodia’s anti-human trafficking movement: Chab Dai and Hagar International. Although each organization tackled the issue of human trafficking from a different perspective, 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.

The Partners


Founded in Cambodia, Chab Dai means “joining hands” in Khmer and is an organization committed to working with diverse stakeholders to abolish all forms of abuse and exploitation. Chab Dai has been building partners and competency within the anti-trafficking movement since 2005.

The organization was initially established as a response to the rapid but uncoordinated growth of anti-trafficking individuals and organizations coming to Cambodia to combat the issue. Recognizing the gap in collaboration, Chab Dai connected with all these groups and asked if they would be willing to work together. Today, their coalition of both international and local NGOs working on the issues of human trafficking, exploitation and abuse, has grown to a membership of 51.

Chab Dai also recognized the need for additional programs beyond coalition building and capacity support of organizations. With the ever-changing trends of human trafficking in Cambodia and around the world, Chab Dai added on projects working on prevention andcommunity engagement, community-based client care and legal support, and a research team dedicated to highlighting the voices tosurvivors of sexual exploitation. In 2018, their organization grew to 55 staff members across 10 projects.1

The Hebrew name Hagar means “one who flees” or “one who seeks refuge.”Hagar was founded in 1994 in response to the prevalence of extreme domestic and community violence affecting women and children in post-civil war Cambodia. In addition to Cambodia housing Hagar’s first office, the country also retains Hagar’s largest operation.

In 2008, Hagar began operations in Afghanistan to support women and children facing the worst forms of gender-based violence andhuman trafficking. More recently, Hagar began delivering programs for women through their support office in Singapore, and is partnering with organizations in Myanmar to increase their capacity to provide Trauma-Informed Care.

Hagar is committed to the whole journey, which starts with a survivor – an individual who has experienced severe trauma as a result of slavery, trafficking or abuse. From the moment that individual enters their care, Hagar works with them to assess what their needs are, and offers a full range of intensive and individualized services so that the survivor is not simply surviving, but thriving. Hagar rebuilds trust and resilience through the healing process.2

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https://chabdai.org/about

https://hagarinternational.org/

THE D2i FELLOWSHIP JOURNEY

ACTIONS

THOUGHTS

FEELINGS

FellowshipApr

Business challenge teams begin Discovery Phase

JunSolutions are finalized and workshop prep begins

JulWorkshop is delivered to clients during trip to Cambodia

MaySME input and curriculum help inform draft solutions

Post-Fellowship

AugSustainability team kicks off continued solution delivery

Pre-FellowshipOct

Fellowship Leads are announced

NovAnti-Human Trafficking is selected as the wicked problem

DecPartner organizations are finalized

FebApplications are released and interviews begin

MarFellows are selected and Fellowship is kicked off

JanLeads go to Cambodia on Scoping Trip

“Scoping allowed me to have the experience of learning how to be a project manager -by defining the areas in which we would work while also allowing room to pivot.”-- Sadie Harlan, Lead

Excited Overwhelmed Challenged Trusted

“We wanted to be intentional about creating a diverse group of engaged fellows.” -- Jamar Williams, Lead

“We had to hit the ground running. There were so many potential partners to evaluate and we wanted to make sure that we had reached agreement for whichever partners we ended up choosing.”-- Jackie Whittaker, Lead

Empowered UncertainEnergized BittersweetDriven

JOURNEY

“I was thrilled to meet my cohort of fellows. We all came from different areas and brought extremely unique perspectivesto the challenges wewere presented!”-- Alex Plott, Fellow

“Delivering the workshop was such a meaningful experience because we got to see and feel the enthusiasm of Chab Dai’s staff members with our materials, as well as make a plan together for implementation.”-- Ada Tso, Fellow

“I didn’t really want it to end! I will miss working with all of my team mates and interacting with our partners!”-- Adam VanGorder, Fellow

Determined Hopeful

“The process was very consensus driven. We very much trying to make sure we were moving forward as a united front as a leads team.”-- Austin Jackson, Lead

The Fellowship experience begins long before fellows start developing solutions. It is a journey that encompasses the entire lifecycle from partner discovery through the evaluation of the Fellowship’s impact and kickoff of the Sustainability phase.

ACTIONS

“I was so hyped to learn something completely new and put my all into it.”--Hana Alverina, Fellow

“I began to have more belief that we could make a tangible impact for our partner, while giving me more confidence in my client work.”--Matt Cullom, Fellow

“The quick wins we developed in the latter half of June were a great way to make the team and I feel like we were already making an impact for our partners.”-Alexa Pereda, Fellow

D 2 I F E L L O W S H I P J O U R N E Y

“I had no idea at the time that this team would grow to become so much more than just my colleagues. It was the beginning of quite the journey!”-- Hannah Gable, Lead

• Determined vision and strategy for country, wicked problem and partner organization selection

• Selected Chab Dai and Hagar as the partner organizations

• Conducted in-country scoping workshops to determine organization business challenges

• Participated in kickoff session to meet fellow cohort and get introduced to business challenges

• Provided feedback and suggestions on solution finalization and connected teams to relevant SMEs

• Discussed vision, designed solutions and reviewed deliverables to address challenges at the partner organizations

• Facilitated workshop with key stakeholders

• Held information sessions to socialize the D2i Program

• Reviewed applications, interviewed potential candidates, and selected fellows

• Learned helpful context about the wicked problem and solutioning strategies

D2i Gala LeadershipVision Setting

Relationship Building

PartnerSelection

Cambodia Scoping Trip

Fellowship Application

Fellow Selection

FellowshipKickoff

Curriculum Sessions

Team Meetings

Integration Sessions

In-Country Workshop

Delivery

Sustainability Kickoff

• Provided guidance to the leads during partner selection process

• Introduced as the official leads for the 2019 Fellowship

• Provided direct real-time feedback on in-country workshop delivery

• Built rapport with Partner POCs

D2i LeadsD2i Advisors D2i FellowKey:

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6Direct clients, ranging in

various positions in leadership

B U S I N E S S C H A L L E N G E T E A M S

FY19 BUSINESS CHALLENGE TEAMS

On the brink of a large-scale reorganization, Chab Dai identified high priority areas of opportunity including: creating a culture to empower employees, aligning processes with a reorganization strategy, and standardizing data management to communicate impact. The Business Challenge teams collaborated with Chab Dai leadership and stakeholders to create solutions that address these high priority areas and magnify the organization’s impact on the anti-human trafficking movement.

Chab Dai Teams

This year’s D2i Fellows encountered Hagar during an inflection point within the organization. Although Hagar continued to lead the trauma informed care space, the organization was facing the difficult reality of limited resources and a major transition among its executive leadership. These challenges presented the Hagar Business Challenge Teams with the opportunity to step in and engage with three different internal and external stakeholder groups, who shared common pain points, but aligned on moving towards stability and sustainability to ultimately deliver the best trauma-informed care to survivors of human trafficking, slavery, and abuse.

Hagar Teams

Following the Fellowship, members from both Chab Dai and Hagar Business Challenge Teams continued to work with POCs from respective organizations for 6 weeks to operationalize recommendations made over the course of the 2019 Fellowship and provide solutions to net new business problems.

Short-Term Sustainability

46Tools and methodologies

delivered to partner organizations

34Fellows working across six Business Challenge

Teams 8Workshops delivered to partner organizations


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Process Enabled Growth collaborated closely with leadership to navigate an inflection point in their organization. By aligning current processes with their reorganization strategy, the team drove increased operational

efficiency to magnify Chab Dai’s impact on the AHT movement.

Through a comprehensive suite of tools, Employee Experience equipped Chab Dai with a foundation for an improved performance management system that

prioritizes employee empowerment, structure performance evaluations and clear role expectations.


EMPLOYEE EXPERIENCE

How might Chab Dai create an organizational culture that makes employees feel valued, empowered and connected?

OPPORTUNITY AREAS

SOLUTIONS

Social Media Guide Best practices on growing and maintaining an effective social media platform and how to craft and deliver a brand strategy

Meeting Strategy Toolkit A suite of facilitation templates that offer added convenience to all Chab Dai teams in hosting maximally productive and planned meetings

Proposal / Donor Playbook A detailed outline of all phases in an ideal proposal process, including recommended activities, roles, and standardization techniques

Newsletter Template A fully-formatted Outlook template of a regular Chab Dai internal newsletter that focuses on cross-team communication by presenting accomplishments and opportunities for collaboration

PROCESS ENABLED GROWTH

How might Chab Dai optimize processes to improve organizational efficiency, enable growth and enhance impact on the anti-human trafficking movement?

Project Management Toolkit A tool designed to help teams understand the current status of assigned project tasks and the distributed workload across team members, while also encouraging ownership of tasks with minimal leadership oversight. Key components include:

• Potential Salesforce integration opportunities• Functional prototype of task dashboard

Tools: Excel, Salesforce

Reorganization Toolkit A suite of tools to assist Chab Dai in the organization’s restructuring timeline, improve communication practices and ensure employee efficiency and outputs are aligned with the goals of the Theory of Change. Key components include:

• Job role recommendations• Communication templates• Branded graphics for internal distribution

Key Concepts: RACI Matrix, Theory of Change

SOLUTIONSPerformance Management Overview An overview of reasoning, approach and tools associated with the new performance management system

Communications Plan A recommended strategy for activities, timing and messaging around the components of performance management to the staff

Implementation Roadmap A high-level outline of the suggested implementation activities and timing needed to shift to this new performance management approach

Check-In Guide A one-page placemat outlining the key

components (milestones, logistics, talking points) of a successful Check-In Meeting series for both staff and management

Performance Assessment Form A standardized form used to evaluate staff at the annual and mid-year mark

Individual Development Plan An individual development plan that can be used to create understanding and commitment between managers and staff around their development goals

Role Expectations Framework A high-level list of expectations divided by level for Chab Dai employees that aligns to the performance assessment

Position Expectations Form A form used to facilitate understanding between managers and staff around what is expected of them in their position

LOOP Survey A survey to be used by managers or leadership to solicit anonymous feedback on their performance from staff and peers

Performance ManagementEstablish a system that focuses on feedback and recognition for staff

Hierarchical TransparencyFoster a culture of trust through increased and consistent communication from leadership

Employee DevelopmentProvide support for employees to reach goals and acquire new skills

Reorganization StrategyCollaborate with Chab Dai leadership to navigate a shift in organizational structure

Operational EfficiencyStreamline existing processes to deliver work products effectively and efficiently

Internal Communications

Drive increased transparency and integration among Chab Dai teams

OPPORTUNITY AREAS

IMPACT IMPACT


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The Service & Impact Measurement Strategy team conducted a thorough analysis of existing data process and identified areas for growth. The team

delivered a comprehensive guide to enable Chab Dai to make strategic, data-driven programmatic decisions.


SERVICE & IMPACT MEASUREMENT STRATEGY

SHORT-TERM SUSTAINABIL ITY : CHAB DAIHow might Chab Dai have a more active relationship with data to improve the way data is collected, entered, stored and analyzed?

After workshop delivery, a team of fellows continued their support for Chab Dai to encourage sustainable adoption of solutions

OPPORTUNITY AREAS

SOLUTIONS

Data Tracker Consolidation A synthesized list of data trackers currently used across the organization that gives a comprehensive view of data collection across Chab Dai

Streamlined Storage Structure A proposed proof-of-concept for a reorganized data storage structure to improve operational efficiency

Coalition Impact One-Pager An overview of Chap Dai’s historical and current impact to be communicated to staff, coalition members, donors, and associated stakeholders

Data Collection Toolkit A suite of tools that include recommendations and examples for Chab Dai’s data collection, entry, storage, reporting, and governance. Key components include:

• A 60-page guide that includes best practices for data processes

• Standard Operating Procedure (SOP) Creation Roadmap

• Data governance workbooks• Tracker proof-of-concepts for risk management,

events, etc.

Tools: Excel, Data strategy

Job Description RecommendationsCreated examples of full job descriptions that align with the

reorganization

Performance Management

Operational Efficiency

Workflow Proof-of-Concepts

Modeled end-to-end processes to

demonstrate delivery within the new

operating model

SupervisorCheck-in

TemplatesDeveloped training materials to aid in effective check-ins

with staff

Reorganization Strategy

Data Collection Toolkit

WalkthroughConduct one-on-one

sessions with the Coalition team to review the data

toolkit

Data Collection

Data CollectionStandardize and simplify Chab Dai’s data collection methods

Storage StructureImprove data storage methods to help staff more efficiently navigate files

Coalition ImpactEffectively communicate Chab Dai’s impact on the AHT movement to stakeholders

IMPACT


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Through an Agile project management methodology, Program Delivery & Partnerships brought fresh ideas to help clients and staff efficiently build trust

with each other, enable staff to perform their best in their role, and revitalize the approach to partnerships in a time of rapidly changing funding streams and

evolving client needs.

Markets & Messaging provided Hagar International an extensive set of tools that touched every part of the life cycle process of external support, from first

communicating with a donor or initiating a bid proposal, to submitting a grant and finally sustaining the external relationships.


OPPORTUNITY AREAS

SOLUTIONS

Current State Assessment & Sustainability Plan The deliverable includes a standard operating procure for implementing future surveys, and provides a comprehensive look at survey best practices and survey tool options.

Client Journey Map A visual representation of a potential client’s experience as they go through the case management lifecycle with Hagar Cambodia service providers.

Key Concepts: Client Experience Journey Mapping

Client Onboarding Packet An informational guide providing potential Hagar clients with the knowledge and understanding to instill confidence in Hagar as the correct service provider for their needs.

Training Development GuideA guide that equips Hagar Cambodia staff with the framework and tools to develop and implement trainings for its employees.

MARKETS & MESSAGING

How might Hagar International use their brand and strategically develop relationships with donors and grantors to secure long-term funding and advance their mission?

PROGRAM DEL IVERY & PARTNERSHIPS

How might Hagar Cambodia provide the best services to clients, boost employee morale and utilize relationships with partnering organizations?

Intake & Entry Reference Guide Best practices when first engaging new clients, and provides reference documentation on key themes of the Intake Procedure and Case Management Standards and Practice Guide.

Partnership Strategy & Dashboard The Strategy recommends evaluating partners based on relevance for business development, thought leadership, and service provision. It then establishes recommendations and best practices for maintaining and maximizing partnerships. The dashboard provides visual representation of Hagar Cambodia’s current partnership landscape, and the ranking of each partner organization and identify gaps in services offered by partners, to strategically pinpoint where to target new partnerships.

Tools: Qlik

Pitch DeckA presentation to give a short summary of Hagar Cambodia while providing Hagar’s unique value proposition to ultimately establish new partner relationships.

SOLUTIONS

Grant Strategy Template Guide to help Hagar identify and track each country’s grantor landscape and funding priorities, and create a plan for reaching out/engaging with the identified grantors. Includes a re-usable template.

Key Concepts: Strategic Choice Cascade

External Communication Toolkit Recommendations to enhance the donor and grantor experience, build and maintain external relationships, and ensure all electronic and verbal external communications are aligned to Hagar’s brand. The toolkit identifies a brand promise and pillars for Hagar, the tone of which should underscore all communication with examples of how to do so. Additionally, it includes a tracker to maintain all donor communications and mail-merge method to ease the process of sending multiple emails to donors.

Key Concepts: Brand PromiseTools: Excel, Mail Merge

Grant Pursuit Toolkit Recommendations for managing the grant bid process – including team structure, responsibilities, and application flow, writing grants, and ensuring all requirements for the grant application are met

Key Concepts; RACI Matrix, Shipley Color Review and Standard Responsibility Matrix

Grant Evaluation & Tracking Tool A tool that follows the entire lifecycle of the grant from the decision to pursue a grant to monitoring the grant once it has been awarded and allocated. It uses a macro-enabled Excel workbook that outlines and weighs a set of criteria to bring a quantitative measure to grant pursuit decisions. Once a grant is awarded, the tool has a tracker to monitor the attributes and reporting requirements of the grant.

• The information in the tool can be migrated to a cloud-based platform (such as Salesforce)

Key Concepts: Excel (+Macros)

External Communication Standardize communications and branding so each office is able to consistently emphasize Hagar’s value proposition in the AHT space to external stakeholders

Customer AcquisitionProvide effective tools and processes to target new grantor organizations that Hagar previously lacked in order to secure long-term funding

Customer ManagementStreamline internal systems and processes of maintaining external relationships

ClientExperience

Improve the client’s journey as they go through trauma-informed care

Investment in Staff

Empower staff to feel comfortable with various role-related tools, reducing risk of inconsistent service delivery

Strategic Relationships

Develop an innovative strategy for current partnerships and approaches to attaining new partnerships

OPPORTUNITY AREAS

IMPACT IMPACT


2 5 2 6

The Revitalization of Operations team used a human centered design approach to conduct an analysis of current state operations, resulting in the identification

of pain points and gaps in operational capabilities. The team delivered a suite of tools and strategic approaches to reduce identified inefficiencies within Hagar’s

internal processes.


REVITAL IZAT ION OF OPERATIONS

How might Hagar Cambodia streamline internal processes and provide employees with effective resources make their jobs easier? Following workshop facilitation in Cambodia,

a team of fellows continued their support for Hagar to ensure effective implementation and sustainment of solutions

SOLUTIONS

Solution Implementation & Scaling Roadmap

Performance Management

Continued Learning

General Executive Workshop

Supported the Hagar International Board meeting with executive leadership

in Vietnam

Implementation Strategy

Internal Alignment

IMPACT


Established a structured framework to help Hagar staff adopt new tools as

part of their routine responsibilities

Pitch Deck Training

Created a template for training

employees on pitching Hagar to potential partners

Program Kickoff Communication

TemplateProvided draft

language to socialize solutions developed

throughout the Fellowship

OPPORTUNITY AREASEmployee Support

Enable employees to be pro-active instead of reactive in their workloads by removing ad-hoc tasks and a lack of clarity in their roles

Technology Challenges

Efficiently utilize available technology and associated licenses; as well as store, share and report data in a consistent, standardized way

Policies & Procedures

Streamline the processes for distributing, sharing and reporting tasks and information

Information Flow Leading Practices A visualization of how employees should be communicating up and down the chain and leading practices to provide tips and tricks in effectively completing the employee’s day-to-day tasks to ultimately maximize productivity and reduce redundancies in decision making

Management & Operational Checklists A framework that helps depict current state process flow and help Hagar gain insights on how they are currently operating in regards to their key management and operational processes.

Performance Management Conversations Leading Practices A tool that provides guidance for both informal mentors and formal team leads or line managers in supervisory roles to facilitate constructive conversations with Hagar employees focused on employee performance and professional development to ensure conflicts are mitigated prior to becoming performance issues and provide support.

Exit Interview Guide An interview guide that provides Hagar with valuable insights as to an employee’s motivation for leaving and the employee’s recommendations for improvements, as well as standardize the facilitation of exit interviews.

Technology Learning Matrix A tool that provides free training resources for Hagar Cambodia's primary technologies (Salesforce and QuickBooks), and maps technology training as recommended, required, or not required depending on job titles/descriptions.

CMS User License Assessment Tool & Guide A gap in understanding exists about the current state of Hagar International’s allocation of user licenses for Salesforce. Assessing how user licenses are distributed could lead to a decrease in overhead costs. The tool visualizes the CMS User License data in a new way to optimize license allocation, and the guide provides the narrative on how to gain insights from the tool.

SHORT-TERM SUSTAINABIL ITY : HAGAR

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Demonstrated impact to Fellow growth and developmentD2i is committed to developing Fellows throughout the course of the Fellowship and tracks impact through a pre- and post-D2i Fellowship Survey. The 2019 survey results demonstrate an increase in social intrapreneurship and core consulting skills.

70% 94%

88%

76%

85%88%

82%

88%

79%

86%

89%

92%

89%89%

89%

94%

86%

Adaptation andEquanimity

Ownership

Problem Solving

Communication

Social SectorUnderstandingGlobal Proficiency

Strategic Leadership

Teaming andCollaboration

Managing ExternalStakeholders

2018 Chile Fellowship

2019 Cambodia Fellowship+24%

+1%

+1%

+21%

+5%+1%

+9%

+7%

+9%

1. D2i administers surveys to Fellows before and after their Fellowship experience to assess their growth with regard to a number of measures of social intrapreneurship and core consulting skills. These measures, which were developed in collaboration with Human Capital specialists, speak to the value the Fellowship affords practitioners.

58%53%

75%

72%53%61%

47%

67%

50%

86%94%

89%

92%

89%89%

89%

94%

86%

Adaptation and Equanimity

Ownership

Problem Solving

Communication

Social Sector UnderstandingGlobal Proficiency


Teaming and Collaboration


Pre-Fellowship

Post-Fellowship+48%

+79%

+19%

+27%

+68%+45%

+88%

+42%

+72%

D 2 I I M P A C T

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

Comparing Pre-D2i and Post-D2i Fellowship Survey Results1 | 2019

D 2 I I M P A C T

Comparing 2018 and 2019 Post-D2i Fellowship Survey Results1 | 2018-2019

+24%YoY increase in the

percentage of fellows who reported a high or very high

proficiency in adaptation and equanimity


percentage of fellows who reported high or very high

proficiency in communication


percentage of fellows who reported high or very high

proficiency in strategic leadership

Commitment to continuous improvementPost-fellowship data from the 2018 Chile and 2019 Cambodia fellowships demonstrate D2i’s commitment to providing an excellent talent development experience to junior practitioners and commitment to continuous improvement.

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Thomas Poston, FellowGPS Enterprise Performance Analyst - Deloitte Consulting LLP

The D2i Fellowship opportunity came at just the right moment in my career, after months of high-burn client work on a long-term engagement with a relatively limited scope of development opportunities. Our work with Hagar and Chab Dai was incredibly energizing, allowing me to rapidly explore and develop a wide range of previously untested consulting skills. Experiencing such passion for our partners’ missions reinvigorated my approach to my day-to-day support for my GPS engagement,

STORIES FROM FELLOWS

Elisha Desmangles, FellowGPS Core Business Operations Consultant - Deloitte Consulting LLP

The D2i Fellowship has been one of the most rewarding experiences I have had at Deloitte. As a junior practitioner, it is often difficult to find opportunities that allow you to play an active role in the discovery and implementation phases of a project, let alone a project that can have a tangible social impact on an international level. The Fellowship provided me with the opportunity of a lifetime. Not only did I get to work with such an incredible group of practitioners that have become my mentors and friends, but

lending my client work an unprecedented creativity and helping me deliver stronger results, solve a wider range of problems

and better understand the best direction for my career in terms of my strengths and long-term interests. The commitment to social impact and practitioner development exhibited by Deloitte through its investment in D2i has reaffirmed my understanding of Deloitte’s values and contributed to my work satisfaction as a practitioner seeking to make a positive impact for people, communities and clients.

Alex Plott, FellowGPS Controllership Advisory Consultant - Deloitte & Touche LLP

The D2i Fellowship provided me with the opportunity to interact with other practitioners that I wouldn’t normally talk to on a day-to-day basis. Before D2i, my Green Dot experience was limited to accounting and analytic professionals in RFA. After having the opportunity for integration with other advisory and consulting professionals through D2i, I realized that there are a lot more perspectives that might

D 2 I I M P A C TD 2 I I M P A C T

be missing when I create deliverables for my client. Through the network and friendships I’ve made with D2i practitioners that have skill sets other than my own, I have been able to bring new perspectives and creativity to my own full-time client work. I believe that the D2i Fellowship has helped fellows achieve the “One Deloitte” motto by having an integrated team deliver solutions to partner organizations.

I was also able to apply what I use and learn every day at Deloitte to a social cause that I am passionate about.

I am so grateful that D2i has allowed me to grow my consulting skillset and professional experience, while simultaneously teaching me to become stronger, better and more confident leader and practitioner. D2i is great because everyone

involved is placed in a stretch role. Young practitioners get to build new skills and interact more directly with nonprofit partners than they would at client site.

“ “

- Matt Cullom, Fellow GPS Enterprise Performance Analyst – Deloitte Consulting LLP

“ ”

“”

3 1 3 2

D 2 I I M P A C T

THE LEADS EXPERIENCEInspired by their experience during the FY18 Chile Fellowship, D2i Leads share a vision for providing an exceptional talent development experience to junior practitioners, building capacity for partner organizations, and challenging themselves to continue to grow as leaders.

Comparing Pre-D2i and Post-D2i Fellowship Lead Survey Results | 2019

D 2 I I M P A C T

Gustell Preston, Lead, GPS Human Capital Consultant - Deloitte Consulting LLP

I elected to be a lead because I wanted to be part of delivering an amazing fellowship experience to junior practioners like myself. The D2i experience for me as a fellow opened my eyes to the immense amount of growth and development that the program has to offer. I wanted to pay that experience forward to other practitioners like myself. I was also excited to build a relationship with our partner organizations from the ground

up and watch that partnership grow into impact, friendships, and growth between both parties. In imagining my role as a lead, I was most excited to see the end of the fellowship because I could not wait to take a step back and witness the growth of our fellows, the impact that we made to our partner organizations and the blossoming of new relationships that our leadership team built from the ground up. I can say now that the fellowship is complete, I have grown in ways that I could not have previously imagined from leadership to client engagement skills. Although I gained a plethora of skills, the biggest thing that I had to gain was a family and a place for me to be my authentic self at work. I am truly proud of what our fellowship has been able to deliver this year and if I could do it all over again, I would!

After culminating my experience as a D2i Chile Fellow in the summer of 2018, I knew that I did not want my experience with the D2i Fellowship to end – however, I knew that I also needed a different kind of experience to refine the skills that would help me succeed as a rising leader in Deloitte and on my client project. I felt that in every step of my experience as a lead, I was able to set intentions and learn how to augment the

Jackie Whittaker, LeadGPS Supply Chain and Network Operations Senior Consultant - Deloitte Consulting LLP

capabilities of the our partner organizations, our fellows, and our program as a whole. The D2i Fellowship has been fundamental to my professional growth and has honed my confidence in setting an approach, executing a project, and building high-performing teams. Fostering relationships on a new team and with a new partner can be challenging, but through the D2i Fellowship I learned how to cultivate a culture of trust and strengths-based learning in both my D2i team and in our relationship with Hagar International. I am thankful for having had the opportunity to establish the foundations for the 2019 D2i Cambodia Fellowship and create a shared vision for how Deloitte contributes to the social impact space – and I am so lucky for the friends I have made along this two-year journey who have contributed to the person I am today.

86%

71%

100%

100%57%57%

57%

100%

71%

100%

100%100%

100%

100%

Adaptation andEquanimity

Ownership

Problem Solving

Communication

Social SectorUnderstandingGlobal Proficiency


Teaming andCollaboration


Pre-Fellowship

Post-Fellowship+0%

+40%

+0%

+0%

+75%+75%

+75%

+0%

+40%

100%Reported a high or very high

proficiency in strategic leadership compared to 57% in the pre-Fellowship survey

100%Reported a high or very high

proficiency in ownership compared to 71% in the pre-

Fellowship survey

224%Increase in the mean

anticipated future tenure at Deloitte

I tell everyone who asks that being a D2i Lead is the best thing I have done professionally. This program is truly run by junior practitioners and I had the honor of taking this year's Fellowship from "where in the world are we going?" to delivering solutions in Cambodia with my amazing team. Prior to D2i, I had never run a team at Deloitte, and this opportunity was a master class on how to manage a high

Austin Jackson, Lead, GPS Human Capital Consultant - Deloitte Consulting LLP

performing team while also managing a client relationship. Everyone involved in the program was driven and intentional (including our wonderful partner organizations), and it resulted in incredible growth and change for all of us. D2i is a one-of-a-kind program, and it provided me with experiences and relationships that have made me a better professional and person.

3 3 3 4

D 2 I I M P A C T

DELOIT TEBeyond serving as a talent development opportunity, D2i builds eminence for Deloitte in numerous ways: from developing tools and resources that can be used for our clients, to building relationships with nonprofits that serve as a catalyst within Deloitte and the private sector to transform the way we achieve business and social outcomes.

D 2 I I M P A C T

D2i provides an invaluable experience to our practitioners, makes a meaningful difference to global issues, highly differentiates Deloitte in the market for talent, and even generates new IP for our paying clients. Working in an international context is important to me. As an Advisor, seeing junior practitioners grow, learn, and care deeply about people in need on the other side of the world is a pointed reminder of why I’m honored to be a part of the Deloitte family. And the experience transcends the nonprofit space, even for us Advisors.

Henry Ennis, GPS Strategy & Analytics Senior Manager - Deloitte Consulting LLP

Just last week, my team incorporated an operating model design exercise, developed by the Chab Dai Cambodia team, into our thinking for a design session focused on standing up a new program for our client in the Government/Public Services industry.

The D2i program is a career highlight and fulfilling experience for all levels in Deloitte. This program expedites development for junior practitioners by giving them the unique chance to learn how to manage and own client relationships, tackle meaningful issues and organizational challenges, and work together to see a project through from beginning to end.

Maureen Klingler, GPS Customer Strategy & Applied Design Senior Manager -Deloitte Consulting LLP

Upon return to the states, junior practitioners are able to apply these skills and lessons immediately to their project work, making it a win-win for the project manager and Deloitte as a whole.

As an Advisor, seeing the tremendous growth of our practitioners within a four month period, and witnessing our clients’ interactions and gratefulness will forever be engrained in my memory. I am humbled to be part of this program and proud of the team’s accomplishments.

“”

“”

I’ve been a D2i Advisor for the past two years and it’s been one of my favorite things I’ve done at Deloitte. Seeing the fellows’ impact, dedication and growth while in the program are all truly remarkable.

“ “

- Devon Halley, GPS Customer & Marketing Senior ManagerDeloitte Consulting LLP

3 5 3 6

D 2 I I M P A C T

Shermaine Singh, Monitoring & Evaluation and Operations Managerwww.chabdai.org

FROM SHERMAINEAfter the D2i fellowship workshop in July, our staff members were in awe of the Deloitte team, saying they were “so professional and coordinated in their presentations”, but also, “friendly and humble.” The appreciation and excitement over Deloitte’s visit was palpable that week.

Overall, Chab Dai has been so thankful for the input from the Deloitte fellows and their consistency, enthusiasm and dedication in helping our NGO here in Cambodia. Who would have thought that we would be selected out of 70 or so other organizations from around the world?

It has been an amazing opportunity for us to become a more professional and sustainable organization, in order for us to reach a new level of our work.

I know that the more we implement the solutions from Deloitte across our business challenges, the more we are able to achieve our mission of ending modern slavery and sexual abuse around the world.

We have been committed to this vision for the last 14 years, and are so thankful that in 2019, Deloitte was able to partner with us to achieve this. We look forward to a continued partnership in the future and we sincerely thank you for all that your team has done for our team so far!

Helen Sworn, International Directorwww.chabdai.org

FROM HELENThis has been a truly unique and inspirational experience for us as a grassroots organization. Like many other small non-profits, who are often fully focused on their direct projects, we have not had the opportunity to access this level of expertise to grow our organisation competency and not just our program areas.

At every stage of this fellowship, our interactions with the D2i team have given us an opportunity to explore more deeply our organizational environment, assess our strengths and weaknesses and focus on the areas that require the most support for our future growth and impact.

In addition to the technical expertise provided by the team, it has been inspiring for us as a team to interact with a group of professionals that have such a great ethos and behavior –

from listening to us for many hours, being culturally sensitive and willing to learn to adapt to both our organizational and country context and being flexible in changing and iterating the solution frameworks.

One of the indicators of this inspiration in our team is the development of what we have called the 'Deloitte Champions' team, who are the staff in our organisation who have volunteered to be part of the roll out and internal communication of the recommended solutions, over and above their existing roles.

I think we have all become Deloitte Champions now! From our communication with our team, donors and partners - our aim is to inspire others from this experience and to share our many learnings beyond our own organization to others in the movement.

“” “

”

D 2 I I M P A C T

3 7 3 8

D 2 I I M P A C T

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Being supported by the Deloitte D2i program has been a real gift to Hagar this year. As a small NGO working to free and heal communities of trafficking, slavery and abuse with limited funding but plenty of need, it is often very difficult to invest in key finance, human resource and program quality improvement systems. As a result, Hagar was delighted to be selected as a D2i partner in Cambodia in 2019 along with fellow NGO Chab Dai.

The work the D2i fellows did with our team was amazing. They quickly learned our business and identified our key challenges. Their team of highly professional and motivated fellows then set to work to develop robust solutions to address our key pain points in the areas of communications and marketing, internal systems and program quality.

Although these solutions were predominantly designed for our Cambodia Office and the Cambodian context, the D2i team also worked with our global Group Executive team to tailor these same solutions for implementation across our 5 field offices and 5 funding offices globally.

The implementation is still ongoing however it is already having a tangible and lasting impact on our global business.

As well as the hard work, professionality, dedication (including taking conference calls at very strange hours because of our office locations!), the D2i team was highly agile and adaptable in their approach. I came to Hagar International as Global CEO part way through the D2i fellowship and the D2i team was very flexible in adjusting around my vision, which I really appreciated. They also went out of the way to accommodate additional requests along the way, the most significant being helping develop our next 3-year strategy. A team of D2i fellows completed this for us with their usual high level of competence and application of best practice, which we would not have usually had access to. This, combined with the other fellowship outcomes, will take Hagar forward much more strongly into the future, which I am so pleased about.

For all our staff involved, the partnership with the D2i fellowship has also been a huge learning experience, which we could not have dreamed of. On behalf of Hagar International and our team in Cambodia and internationally, I want to thank the Deloitte D2i team for everything you have done for us this year. This will undoubtedly help us transform the lives of more survivors of slavery, trafficking and abuse around the world.

Dr. Andrew Catford, Global CEO, Hagar Internationalwww.hagarinternational.org

FROM ANDREW

“”

We were very impressed how carefully they [the D2i team] listened to our needs. They really understand us, even though we come from very different countries and backgrounds. They also worked extremely hard on our behalf to improve our work so we can help more clients. For this we are extremely grateful.

“

”Makara Vong, Executive Director, Hagar Cambodiawww.hagarinternational.org

Revitalization of Operations (Rev Ops)

OUR TEAM –B U S I N E S S C H A L L E N G E T E A M S

O U R T E A M

Program Delivery & Partnerships (PDP)

Markets & Messaging (M&M)

Process-Enabled Growth (ProGro)

Employee Experience (E2)

Service and Impact Measurement Strategy (SIMS)

Courtney Dowse Elisha Desmangles Eve Brecker Hana Alverina Liz Nagel Sara Foreman

Allie Love Kennedy Patterson Callan Curtis Avery Coffey Alisha Malkani Laverne Smith

Alex Lacouture Messeret Kebede Matt Cullom Radhika Arora Ada Tso Tara Alemzadeh

Adam VanGorder Allie Rastelli Rabia Momen Alex Plott Pooja Shroff

Sandra Tsikor Shashay Tadesse Mary Buckingham Megan Burke Thomas Poston

Adjoa Bruce Alexa Pereda Chelsea Galera Kaylin Raby Jeron Fenton

4 0 4 2

OUR TEAM –F E L L O W S H I P L E A D S A N D A D V I S O R S

O U R T E A M

Advisors

Henry Ennis Amy Lawson-Stopps Devon HalleyAnuj Suri Maureen Klingler

Fellowship Chief of Staff -Marianne Grima

Fellowship Lead -Neha Agarwal

Jacklyn Whittaker Sadie Harlan Gustell PrestonJamar Williams Austin Jackson Hannah Gable

Business Challenge Leads

4 3 4 4

Fellowship Curriculum ContributorsZohal AtifKim BeanJoanna ChampagneMolly DawsonAndrea EdmanLauren EgbertKat EsserBrian GleasonBec HeinrichDevon HalleySheena MarcusKate McGuireSharlina Hussain-MorganDenise NguyenphuKarina OpdykeDerek PhamKate ReillyDarryl RobinsonMia Ives-RubleeDr. Carlos Scatascini

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

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

Fellowship PPMD SponsorJohn Stinn, GPS Consulting Managing Director - Deloitte Consulting LLP

Fellowship AdvisorsDevon Halley, GPS Senior Manager - Deloitte Consulting LLPAnuj Suri, GPS Senior Manager - Deloitte Consulting LLPMaureen LynAnn, GPS Senior Manager - Deloitte Consulting LLPHenry William Ennis, GPS Senior Manager - Deloitte Consulting LLPAmy Lawson-Stopps, GPS Manager - Deloitte Consulting LLP

External SupportersAshokaDepartment of State Inter-American Development Bank

D2i Impact Report TeamRadhika AroraMary BuckinghamAvery CoffeyElisha DesmanglesCourtney DowseChelsea GaleraKaylin RabyAdam VanGorder

ACKNOWLEDGMENTS

4 5 4 6

Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee, and its network of member firms, each of which is a legally separate and independent entity. Please see www.deloitte.com/about for a detailed description of the legal structure of Deloitte Touche Tohmatsu Limited and its member firms.

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 in the region of 200,000 professionals, all committed to becoming the standard of excellence.

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© 2014. For information, contact Deloitte Touche Tohmatsu Limited.

cambodia impact report 2019 · centered design and empathetic storytelling. ... stretch themselves...

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