SYSTEMIC TRANSFORMATION – EDUCATION

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

CONSULTING – CHANGE MANAGEMENT

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.