Type of Work: Pro Bono Client: The Global Fund to End Slavery
Slavery today is the world’s fastest growing criminal enterprise but governments have historically underfunded their response. The Global Fund to End Slavery (GFTES) was created to coordinate a global strategy and it turned to Deloitte Consulting to help navigate the organizational startup phase—and the organization is now ready to lead the change they wish to see in the world.
Recent estimates suggest that about 46 million people are currently enslaved globally generating some $150 billion in illegal profits, says Jean Baderschneider, CEO of the Global Fund to End Slavery. The goal of the project was to dramatically increase funding for the fight to dismantle systems of Slavery. “Deloitte worked hand in hand with us to outline financing tools and strategies that could optimize limited resources and effectively steward funds,” Baderschneider says. “As a philanthropist, Deloitte brought excellence, commitment to impact, and genuine passion to better the world.”
Facing an unprecedented challenge, GFTES turned to Deloitte Consulting to help determine a path forward. Building on decades of experience helping commercial, public sector and academic institutions, Deloitte helped GFTES develop an actionable approach entitled “Kickstarting Growth,” intended to serve as a guidebook with insights and strategies, and to potentially accelerate progress toward ending modern day slavery.
“The GFTES is a very impressive organization and we’re extremely proud to be associated with it,” says Sean Morris, Leader of Deloitte’s Federal Human Capital Practice. “They are passionate about anti-trafficking and I honestly believe this organization will be at the center of this global disruption. As an organization, Deloitte always wants to be on the cutting edge with clients making an impact and I think this is an example of that. We saw it as an opportunity for us to have an impact and that’s why we refer to this is a disruptive start up.”
To help launch this “disruptive startup,” the Deloitte team, which included 30 Deloitte Consulting practitioners, focused on two big questions: 1) How will GFTES succeed? 2) What capabilities will GFTES need to succeed?
“We started with strategy but as we took a look at where they were in their maturity as an organization we took a look and said we think we can help you stand up your organization in a sustainable manner,” he says. “You can point to and measure the impact of those funds you are receiving and to do that you need to have the infrastructure and the processes in place arguably even before the strategy work could be done.”
And according to Nes Parker, Engagement Manager for the Project, Deloitte was looking to help GFTES with an implementable strategy. “Being good stewards of government grant dollars was critically important for them,” Parker says. “We also looked at some innovative financing options for them outside of grants that they could use to raise funding to evoke more change.”
And, of course, that’s the ultimate goal, Morris says. “Being on the cutting edge and working with organizations that are having a positive impact is at the very core of what Deloitte does,” he says. “To me, that was why Deloitte began a partnership with this organization.”