WomenChangeMakers Fellowship Pilot Phase 2011-2015 · WomenChangeMakers Fellowship – Pilot Phase 2011-2015 2 ... and costumer´s profile. ... Rede Asta financial reports (2015)

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

http://www.redeasta.com.br/

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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


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 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


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

http://www.educategirls.in/

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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


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


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.


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


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.

---

https://en.wikipedia.org/wiki/Development_impact_bond

https://en.wikipedia.org/wiki/Development_impact_bond

EVALUATION REPORT


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EVALUATION REPORT


23

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

EVALUATION REPORT


24

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.

EVALUATION REPORT


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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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27

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.

EVALUATION REPORT


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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?

EVALUATION REPORT


31

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?

EVALUATION REPORT


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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

EVALUATION REPORT


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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)

EVALUATION REPORT


34

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.

[email protected]

Buenos Aires, Argentina

+5411 4780 1848

www.ziglaconsultores.com

mailto:[email protected]

http://www.ziglaconsultores.com/

Documents

WomenChangeMakers Fellowship Pilot Phase 2011-2015 · WomenChangeMakers Fellowship – Pilot Phase 2011-2015 2 ... and costumer´s profile. ... Rede Asta financial reports (2015)