Sattva Consulting
ASSESSMENT & SOCIAL AUDIT
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OBJECTIVE
A Mumbai-based manufacturer of cement and ready mixed concrete was looking to strengthen and measure its Corporate Social Responsibility (CSR) programmes implemented across 14 plants present in 11 states. We conducted a social audit to give each plant a performance score on the basis of its nine CSR projects executed across villages in the vicinity.

SATTVA’S METHODOLOGY
As third-party assessors, our mandate was to measure performance of the company’s CSR programmes implemented at its plants across seven parameters and steer them forward. We created a comprehensive rating framework and scoring metric to give each plant a weightage score on 100, applicable across the company’s manufacturing units. This framework helped the company assess headway made by its CSR team in conjunction with project plans set out at the beginning of 2017 and take decisions on certain projects in plant locations as well.

KEY LEARNINGS
Through this engagement undertaken in collaboration with the company, we developed a comprehensive framework for evaluation that can be extended to CSR programmes by other manufacturing companies. It was interesting to note that results of the audit directly impacted the company’s business. It was able to promote, reward, remunerate plant heads and managers based on overall score each manufacturing unit got. Additionally, it helped the company plan and budget the next year’s CSR initiatives better. In parallel, we were able to test and demonstrate our ability to execute and complete a large-scale project in a short span of 30 days.

HIGHLIGHTS
● 14 plants audited in one month
● 11 states covered: Chhattisgarh, Odisha, Jharkhand, West Bengal, Uttar Pradesh, Madhya Pradesh, Himachal Pradesh, Rajasthan, Karnataka, and Tamil Nadu, and Maharashtra
● Projects covered in diverse areas of sanitation, health, livelihood, education, and general community development
● 30 non-profit organisations were engaged in this audit

EMPLOYEE VOLUNTEERING
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OBJECTIVE
A Mumbai-based paint-manufacturing company wanted to implement an employee volunteering programme as part of its Corporate Social Responsibility (CSR) initiative to engage employees on social causes. We developed this project end-to-end, that included identifying and building a rapport with high performing, credible partners across 17 locations.

SATTVA’S METHODOLOGY
Our first step was to review NGOs in each location. A few selection parameters to select these CSR partners included financial data, due diligence based on a check list of documents, prior work experience, focus on emerging and underdeveloped areas in education (digital classroom/sports), ability to work in multi-stakeholder environments with agility, as well as provisions for infrastructure and events centred around schools. Partner NGOs were asked to propose a Programme Plan – which comprised of weekly activities, infrastructure support and final culmination event, a crucial aspect for selection. The Programme Plans of activities by 23 selected NGOs were shared with the company’s CSR team. We then designed and executed necessary internal communication campaigns to get employees to volunteer. As employee sensitisation tool, we were able to successfully use in-house workshops as well as region-wise WhatsApp groups for continued engagement and motivation. To ensure smooth functioning of on-ground activities and their monitoring, we set up a robust progress monitoring and communication system involving designated SPOCs (points of contact) within the company.

KEY LEARNINGS
This project clearly demonstrated that a company’s CSR initiatives can be a great way to make the future generation more socially conscious and aware. Also, as a result of this engagement many employees were encouraged to continue volunteering with these NGOs independently. Through our efforts we managed to mobilise 695 employees who put in 2000+ hours of volunteering time. This project reinforced a positive perception of the company with its workforce across the board.

OUTCOMES
23 partners onboarded across 17 locations
Total investment outlay: INR 55 Lakh+
695 volunteers engaged
2000+ volunteer hours contributed
7,234 beneficiaries reached
Focus Areas: Digital Literacy, Education, Sports & Life skills, Elder Care, Child Welfare, Health and Well-Being, STEM, WASH, PwD

BLURB
“This project clearly demonstrated that a company’s CSR initiatives can be a great way to make the future generation more socially conscious and aware.”

IMPACT ASSESSMENT
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OBJECTIVE
The Corporate Social Responsibility (CSR) arm of a Mumbai-based bank wanted to understand the impact of its programme aimed at improving livelihoods of Victims of Commercial Sexual Exploitation and Trafficking, implemented with an on-ground NGO partner across five states. We conducted a detailed assessment of the impact of the project.

SATTVA’S ASSESSMENT APPROACH
We studied 400 women from three of the five states using a hybrid methodology combining qualitative and quantitative data. These women, who had been part of the programme before September 2015, were interviewed through focus group discussions along with multiple stakeholders – implementation partner, local NGOs and anganwadi workers. The discussion was a means to gauge improvement in livelihood patterns, changes in income levels, overall empowerment in taking household decisions for those who chose to opt out of this trade, and more importantly reduction in social exclusion. These parameters formed the qualitative side. Quantitative data, on factors like increase in household income, improvements in family’s standard of living, and education opportunities for their children because of higher income, was collected through a survey.

KEY LEARNINGS
Working and studying a sensitive community brought out valuable insights for us as well as the ecosystem at large. This programme successfully demonstrated self-employment is a sustainable model for livelihood for this group of women, and one that can be institutionalised. Our hybrid methodology, that blended quantitative and qualitative data, proved to be innovative as well as a disciplined and systematic approach leading to desired results within designated time-frame. Also, liaising with an external expert, who came with in-depth understanding of this community, helped us communicate effectively in order to gather valuable information. Collaborating with the NGO provided balance in field dynamics, as they gave us necessary inputs and direction on broaching sensitive questions. This, we believe, was a crucial aspect of the assessment. As a result, the CSR arm was able to assess the programme’s impact well, and the programme proved to be feasible for this community.

HIGHLIGHTS
● Studied a sample set of 400 women in three states
● States covered: Uttar Pradesh (Lucknow), Andhra Pradesh (Vizag) and Maharashtra (Pune)
● Duration: 2.5 months
● Age group: 20-50 years
● Adopted a scientific research methodology blending qualitative and quantitative data
● Assessed a complex socio-economic and cultural setting

BLURB
“Adopting a hybrid methodology was an extremely disciplined and systematic approach leading to desired results within the time-frame earmarked for this assessment.”

CONSULTING – CHANGE MANAGEMENT
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OBJECTIVE
A Mumbai-based non-government organisation operates the world’s largest 24-hour toll free emergency phone service for children in distress. Currently its reach is spread across 420 districts in India. The NGO wants to restructure itself internally and establish better processes and systems to scale their programmes to 710 districts in India. Sattva played a role in helping redesign the organisation across three broad elements: structure, people and processes.

SATTVA’S APPROACH
To enable the NGO, we first had to identify key capabilities essential to deliver its mission and diagnose current strengths and gaps across these areas. This was all through the lens of ensuring future priorities and scale. We then designed the new organisation across three elements of structure, people and processes. Finally, we defined the step-by-step transition plan required to build the new organisation along with possible risks and mitigation measures. Simultaneously, a detailed resource mobilisation plan was created, defining donor segments most relevant to the NGO, product positioning and other recommendations.

The major recommendations to organisational structure included creating new departments such as human resources, and strengthening existing departments, along with a physical decentralisation to ensure ground teams are closer to field. The physical decentralisation essentially retained their existing regional centres as ‘hubs’ while instituting state level offices as ‘spokes’, further deepening their presence on-the-ground and ability to cultivate relationships with important stakeholders. On the people front an HR department was recommended to ensure the organisation remains employee-centric, redefined role descriptions as required and ensure it attracts, retains and develops top talent within.

Major recommendations surrounding processes were to ensure the organisation becomes more systems-driven and not dependent on any one person. This included a performance management rhythm system to ensure relevant individuals were speaking at required frequency, and identifying key SOPs to ensure standardised operations across the country. All recommendations were made to ensure the organisation is better able to scale across the country in a seamless manner.

KEY LEARNINGS
The Sattva Consulting team engaged with stakeholders including the governing board, senior leadership, field teams and partners on-the-ground in order to get a full understanding of the organisation. Being an NGO working with the Government of India was another layer of complexity which brought about many opportunities along with challenges. A deeper understanding of district complexity in regards to geography, population and child-related issues was garnered in order to project the number of partners and associated people count, followed by budgetary requirements. Sattva Consulting will now support the organisation throughout the transition plan, and drive the change management within the organisation, with the intention of enabling them to deepen their presence and create child friendly environments across every district in India.

HIGHLIGHTS
● New department structures included monitoring & evaluation, partner management unit, human resources and technology & systems.
● Strengthened departments included research & advocacy, finance and fundraising.
● New organisational model included: 5 regional centres and 22 state level offices
● Empowered regional centers to ensure decentralised operations.
● Recommendations regarding a vice chairman for a tenure of 3-5 years, to ensure continuity across board chairmanship
● Expected growth in three years: 72% increase in districts coverage.

IMPLEMENTATION – SKILLING SOLUTION
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OBJECTIVE
A Nashik-based company in the construction industry wanted to bring unskilled and semi-skilled youth into their value-chain through a model of micro-entrepreneurship. They were trying to bridge the gap between those who are unemployed inspite of graduation or ITI courses (as they lack the right skills), and job demand in the construction sector. Sattva’s role as on-ground implementation partner was to create, design and manage a skilling programme for the company across eight locations to mobilise this segment and encourage them with cost-effective business ideas for employment.

SATTVA’S METHODOLOGY
We designed an integrated curriculum combining theoretical and practical aspects of roofing and entrepreneurship. This was initiated with a framework to mobilise and train youth to bring them into the programme that spanned four months. Our foremost step to achieving this was a selection form with ‘must-have’ and ‘may-have’ criteria. The former ensured all candidates wanting to join the programme should have at least completed primary education and aged between 18-38 years. The latter selected youth based on their interest in becoming entrepreneurs, willingness to take a loan, prior experience in the construction sector and overall motivation to join the programme in order for us to understand their future plans for livelihood generation. Technical training involved working on a 6×6 shed as a practical exercise while classroom sessions involved simulation exercises, group activities and case studies. On the last day of training we brought in the company’s dealers from its local ecosystem and sales team to give candidates a better understanding of business and dealership. We handheld them as they set up enterprises including helping with financial and market linkages. We diversified opportunities for candidates breaking them into the following buckets: dealer/sub-dealer, contractors, enterprises apart from roofing; self employment: home based sales agents; employment: skilled labourers/roofers.

Our on-ground partners played an important role in identifying the right candidate for the programme – those with a strong will to commit to investing time and energy to grow in life. All candidates were certified by NSDC and CIDC at the end of the programme declaring them as ‘Masters in Roofing and Fabrication’ to help them access jobs or business opportunities in the market. More importantly, we have piloted a collaboration with an FMCG company who is providing loans to our candidates in Nashik at subsidised rates and helping them scale their business.

KEY LEARNINGS
The multi-regional project, undertaken in collaboration with the company, successfully demonstrated that micro-entrepreneurship is a viable solution to creating future jobs in a country where we require to train 500 million people by 2022. It is also a must-have extension of any skilling programme to reduce placement attrition. We have experimented in the first year, replicated in the second year and will scale in the third year. The intervention thereby proved its potential as a fertile ground for social investments. The programme added to the company’s value-chain with an inflow of candidates who started enterprises or became dealers. This ultimately spurred the company’s sales. Therefore it successfully showed that a company’s CSR initiatives can positively impact rural entrepreneurship as well as contribute to business.

OUTCOME
Age Group: 18-38 years

Mobilised candidates
Jamshedpur: 36
Burdhman: 36
Kharagpur: 32
Nellore : 52
Tumkur : 38
Madurai : 46
Jaunpur : 51
Saharanpur : 35

GENDER ADVISORY
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OBJECTIVE
Women smallholder farmers comprise of 43% of the labour force in emerging economies. However, their productivity is less than male counterparts because they don’t have equal access to productive resources, training, credit, information, or markets. In light of the problem, a group of agricultural innovators met at the 2017 The Global Entrepreneurship Congress in Johannesburg, looking to bring women into their value chain of customers to create business and social impact. We were on-boarded as advisors to develop a plan on gender diversity through a well developed plan to engage women in order to increase their market reach and adoption of products.

SATTVA APPROACH
We had a two-hour session with each innovator to get a sense of their gender inclusivity ratio based on the existing business model, markets served, current numbers and activities undertaken to bring women into their value chain. After a clear assessment of their innovation and model we discussed benefits of gender integration to increase business and market outreach apart from creating social impact. We gave them practical examples of women-focused projects, conducted by us over the years, as proof of our thought process. We also made practical recommendations and suggestions to integrate women into their business model as both customers and important stakeholders in the agriculture value chain. For instance, we suggested working with women self-help groups to evangelise their products.

KEY LEARNINGS
This project demonstrated that innovators can reach untapped markets of women farmers for better business and social impact. It also captured practical methods and strategies to engage women in a playbook which is now valuable information for the ecosystem at large. Through our mentorship we were able to change the mindset of innovators. They now saw women as potential customers since they form an integral part of the household structure working on farms, therefore playing an important role in decision making as well. We had a high number of entrepreneurs who came forth to understand actionable steps to achieve this goal. They eventually added more women into their sales force which led to trust and increased adoption of products.

HIGHLIGHTS
● 14 innovators
● Countries covered: India, Jordan, Uganda, Malawi, Nigeria, Mozambique, Cambodia, Ethiopia, Bangladesh, Kenya, Vietnam
● Entrepreneurs brought more women into their sales force
● Practical marketing methodology documented in a playbook as knowledge capital for ecosystem

SYSTEMIC TRANSFORMATION – EDUCATION
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OBJECTIVE
A social change organisation is working in the field of education with the intent to transform the quality in public schools. The systemic transformation plan required providing leadership training to school principals as well as education officers to create a long lasting impact. The solutions had to prepare the organisation to ensure quality delivery at scale for 6,00,000 government schools. Sattva has been working as a key strategic advisor to this organisation and is helping co- create solutions for standardised quality delivery of their flagship Principal Leadership Development Program and newly introduced District and State Transformation Programmes. The approach was to bring together the current strengths of their on the ground workforce & ongoing interventions to build scalable , effective and impactful solutions.

SATTVA’S VALUE-ADD
Sattva’s association with the organisation started with smaller individual projects. In January 2017, we entered into a strategic advisory partnership with the foundation, to co-create a blueprint for quality delivery at scale for 600,000 schools.
We helped them align the core objective of improving the Student Learning Outcomes(SLO) for interventions across the organization across various operations. We helped design a multi-level capability maturity model for the 10 key interventions for development of schools through critical milestones at various stages. We led the co-creation of an organization-wide technology platform through a mobile based application to ensure easy collaboration for fellows (this organisation runs a significant and sough-after fellowship programme) to map their journey across 5000+ schools and gather data analytics for monitoring and evaluation purpose.

KEY LEARNINGS
The Maturity model and the Journey app is being further used by various government schools, NGOs in the ecosystem to map their leadership development initiatives. Our combined efforts helped the organization to structure the products around solutioning for various stakeholders at all levels, starting from teachers all the way to the middle managers in the education ecosystem. The foundation is now a reputed name in the field of education working across states and districts to replicate this model to 6,00,000 schools in the future in line with its overall vision.

OUTCOMES
● Capability maturity model for 10 key interventions for school development across stages through milestones
● Product creation: Journey app for 5000+schools in PLDP and DTP which can be replicated across 6,00,000 schools
● Number of people impacted: 5000+ schools, 500+ fellows
● Interventions planned across 12 states covered in STP – Jammu & Kashmir, Haryana, Delhi, Gujarat, Rajasthan, Maharashtra, Uttarakhand, Assam, Andhra Pradesh, Odisha, Jharkhand, Madhya Pradesh

DIGITAL FINANCIAL INCLUSION
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OBJECTIVE
A Mumbai-based financial services company wanted to design and implement a programme focused on women’s entrepreneurship development and digital financial inclusion across rural Maharashtra and Madhya Pradesh. We, Sattva Consulting, came in as knowledge partners to give further inputs on the programme design and strategy, as well as support in planning, implementation, monitoring & evaluation and reporting.

SATTVA’S APPROACH
The programme has a two-pronged strategy to enable the company reach its goal of empowering women in their households and communities alike. The first track involves mobilising and training 100 Digital Sakhis – women from the rural areas – in personal finance, digital financial literacy, leadership development and communication skills. These women in turn go out to train the larger community on same skill sets. Each Digital Sakhi has individual targets of reaching 1,000 rural community members which culminates to a total outreach of 1,00,000 rural population. The second track is focused on building the capacity of women entrepreneurs to help further develop their business. The first step was finding an implementing NGO with a background in enterprise development, financial inclusion and women empowerment with the ability to implement in the mandated geographies. After a thorough due diligence and selection process, we conducted a two-day co-creation workshop involving the financial services CSR team, business team and implementing NGO. The first day was focused on aligning all stakeholders on the aspirations, values and indicators of success for the programme, while on the second day we dived deep into the operational planning. This included open and honest conversations with all relevant stakeholders regarding the process of community mobilisation, batch sizes for women entrepreneurs, timelines, risks and mitigation measures among various other granular details. Once implementation began, spearheaded by the implementing NGO on the ground, Sattva conducted the programme management and M&E for the project duration and subsequent proposal development for phase two of the programme.

KEY LEARNINGS
This project successfully demonstrated the impact financial services companies can make through Corporate Social Responsibility (CSR) initiatives to do good for business and in turn, benefit the entire community. Our efforts as knowledge partners with end-to-end implementation support were found immensely useful by all stakeholders in helping drive this programme and moulding it to what it is today. In the end, the company was able to spread awareness on digital financial literacy and promote women’s enterprise development, while increasing their brand visibility on the ground in strategic geographies and strengthening their customer base.

OUTCOME
Reach:
● 100 Digital Sakhis trained on Digital Financial Literacy, Leadership and Communications
● 1000 women entrepreneurs upskilled in their respective trades, trained in enterprise development and digital financial literacy
● 1,00,000 rural population trained on personal finance and digital financial literacy
● Increase in income, knowledge and adoption of formal financial services
● Maharashtra: Pune, Osmanabad and Solapur districts
● Madhya Pradesh: Dhar and Barwani

IMPLEMENTATION – SCALABLE EDUCATION MODELS
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OBJECTIVE
An international philanthropic foundation is looking to develop a technology-based scalable model to evaluate whether Spoken English Skills (SES) leads to an increase in employability of urban poor youth. We played a key role as implementation and programme management partners to help them deliver this programme on the ground for 7,000 students across six states.

SATTVA’S METHODOLOGY
We designed a technology-enabled programme to help the foundation reach its goal of creating a low-cost scalable model to improve English proficiency among college students. We started with a detailed study of technology-based solutions for English in the form of mobile apps, and then looked at products specifically catering to the job market. We shortlisted five technology partners based on the following parameters: alignment with the job seeker segment, ability to cater to scale, management capabilities, cost, interface, and specific features like gamification, incentivisation etc. The programme required students to speak in English for 15 minutes a day for three months leading to a consumption of 40 hours of technology-based content.
We then worked with four training partners working present in this segment to add our programme into their training modules as a supplement. Our application partners sent us weekly dashboards with data on time spent by students per week, content consumed per week, how often they logged in. The training partners helped us monitor their attendance in class. Post this we collected and analysed end results to assess levels of improvement with students.

KEY LEARNINGS
This programme demonstrated that a technology-enabled training model can be used as a low-cost method to scale and be replicated by others in the ecosystem. Through our efforts at designing, implementing and managing it, we gained several insights into the segment which are useful points for anyone who wants to adopt this model. We observed that this population of college students was extremely conscious of data usage and therefore the apps we selected needed to have offline functionality. Also, most students preferred gamification as this motivated them to compete with classmates. The foundation had a two-pronged vision through this programme – one was to make students more employable and second to create a scalable model covering an entire state.

OUTCOME
States covered: Haryana, Delhi, Uttar Pradesh, Tamil Nadu, Karnataka, Rajasthan
Scale: 7,000 students
Technology Partners: 5
On-Ground Training Partners: 4

PROGRAMME MANAGEMENT – SKILLING
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OBJECTIVE
A global social development incubator had developed a programme, funded by a large investment bank, to improve gender diversity ratios and quality of candidates entering the retail sector. This was a one-of-a-kind innovative pilot programme designed to upskill and employ underprivileged women at premium and luxury retail brands in India. We played a key role as programme management partners to deliver and manage the programme in Mumbai and Bengaluru.

SATTVA’S VALUE ADD
In order to reach the desired outcome for the customer and other stakeholders, we needed to ensure that the programme developed was aligned to the market. So, we built a training curriculum based on feedback we got from two large market players who gave us an outside in perspective. The curriculum focused on English skills and conditioning women to nuances of the retail sector — customer service, understanding the segment, corporate brand sensitisation. This was co-developed by the on-ground training partner. Our role was focused on pre-screening and evaluating fitment to the programme based on select criteria – educational qualification, basic English proficiency, and alignment to retail sector. Alongside, we actively engaged with potential employers in the market who gave us feedback on gaps in training and other value-adds needed, if any.

KEY LEARNINGS
This two-month long programme clearly identified that training candidates on high quality customer service for premium and luxury brands, has a definite advantage over mere English proficiency even though the latter is a key requirement. Training women on softer aspects – confidence, communication, presentability – helps them engage with customers better and eventually find employment opportunities across sectors. As the next step in our endeavour, we are now looking to expand to other aspirational industries which value customer experience as a core skill.
It also gave us and other stakeholders useful insights about this segment of women. For instance, most women or their families don’t want to be associated with retail due to long shifts and physical labour involved. Many came in to learn English therefore mobilisation was a key challenge. These findings helped us relook at the programme to bring in more value-additions. The duration, for one, was not enough to build both English and soft skills. As added benefit, the company was able to assess the aspirant needs better from the programme. Overall, these insights helped develop skill sets for candidates to be more aligned with demands of this job.

OUTCOME
No. of women trained: 34
No. undergoing training: 37
Placement rate: 76%
Average salary: Rs 11,000 in Mumbai and Rs 10,500 in Bengaluru
Companies placed: Fossil, Madura Fashion, W, FabIndia, Reliance Trends, Tata Trent, Louis Philippe, Aurelia, Shoppers Stop.
Educational qualification: Std 12th and Graduates