The document discusses the VVLead Fellowship Program, which engaged 330 fellows across the globe over 3 years to work on issues related to violence against women, harmful cultural practices, and women's economic empowerment. It launched in 2012 to test an innovative model for women's leadership development using both in-person and online programming. Through VVLead, fellows gained a sisterhood for support and validation, clearly defined professional goals, and took action in their communities. The documentarian project conducted case studies with 36 fellows to better understand how the program led to outcomes like greater impact. Case studies highlighted how the program fostered sisterhood, validation of fellows as leaders, goal mapping, and goal achievement.
This document discusses motivating students to engage in meaningful service opportunities. It argues that simply using service hours as a punishment or for resume padding fails to honor the spirit of service. The generation of millennials wants service opportunities that allow them to make a real impact and be part of positive change. The organization Invisible Children is highlighted for successfully inspiring millennials to take action on social issues. It mobilized millions through emotional storytelling and films, challenging participants to make sacrifices and take leadership roles in creating solutions. Research found Invisible Children significantly increased participants' skills, confidence, motivation and civic engagement. The document concludes students desire grand adventures through service that allow them to share their experiences and feel they changed history.
The Portraits of PACE Luncheon was held on March 17th at the Florida Blue Conference Center in Jacksonville. It was the largest event to date, with over 420 attendees generating over $250,000 in donations. A successful PACE alumna and her father shared touching personal testimonies about the positive impact PACE had on the alumna's life. The luncheon celebrated the 30-year legacy of PACE Jacksonville and featured performances by current and former PACE students. Funds raised will support PACE's academic, health, career development and post-graduate programs for girls.
Presentation made by Cormac Russell ABCD Institute faculty memeber, and ABCD Global Consulting at University of Limerick. May 2009. visit: www.abcdglobal.ie email cormac@nurturedevelopment.ie
This document provides information about Leadership Greater Augusta (LGA), a nine-month leadership development program for individuals in the Greater Augusta, Virginia region. It lists the companies that partner with LGA and provides testimonials from past participants and their employers about the benefits of the program. The summary also outlines the schedule and topics for the 2015-2016 session and provides details about the application process.
My vision is for girls and young women to have equal opportunities and access to pursue their dreams and achieve economic independence and prosperity. I want to see a society where gender is not a barrier to success and all human potential is cultivated.
The document summarizes the mission and activities of the Journalism & Women Symposium (JAWS), a national organization that supports professional development and networking for women in journalism. JAWS aims to promote gender equity and diversity in newsrooms and media portrayals. Key activities include an annual conference that provides training, mentoring and networking, regional events and programming, and online community building through listservs and social media. The organization has grown in recent years and aims to further expand programming and membership.
PACE Jacksonville is expanding its counseling services in the community and partnering with local organizations. As of October 2015, PACE Reach Counseling Services provides free counseling to girls ages 11-17 in Duval County. PACE girls also participated in career exposure events with Johnson & Johnson and commercial real estate professionals, and a summer STEM conference expanded their horizons in science, technology, engineering and math.
This document discusses motivating students to engage in meaningful service opportunities. It argues that simply using service hours as a punishment or for resume padding fails to honor the spirit of service. The generation of millennials wants service opportunities that allow them to make a real impact and be part of positive change. The organization Invisible Children is highlighted for successfully inspiring millennials to take action on social issues. It mobilized millions through emotional storytelling and films, challenging participants to make sacrifices and take leadership roles in creating solutions. Research found Invisible Children significantly increased participants' skills, confidence, motivation and civic engagement. The document concludes students desire grand adventures through service that allow them to share their experiences and feel they changed history.
The Portraits of PACE Luncheon was held on March 17th at the Florida Blue Conference Center in Jacksonville. It was the largest event to date, with over 420 attendees generating over $250,000 in donations. A successful PACE alumna and her father shared touching personal testimonies about the positive impact PACE had on the alumna's life. The luncheon celebrated the 30-year legacy of PACE Jacksonville and featured performances by current and former PACE students. Funds raised will support PACE's academic, health, career development and post-graduate programs for girls.
Presentation made by Cormac Russell ABCD Institute faculty memeber, and ABCD Global Consulting at University of Limerick. May 2009. visit: www.abcdglobal.ie email cormac@nurturedevelopment.ie
This document provides information about Leadership Greater Augusta (LGA), a nine-month leadership development program for individuals in the Greater Augusta, Virginia region. It lists the companies that partner with LGA and provides testimonials from past participants and their employers about the benefits of the program. The summary also outlines the schedule and topics for the 2015-2016 session and provides details about the application process.
My vision is for girls and young women to have equal opportunities and access to pursue their dreams and achieve economic independence and prosperity. I want to see a society where gender is not a barrier to success and all human potential is cultivated.
The document summarizes the mission and activities of the Journalism & Women Symposium (JAWS), a national organization that supports professional development and networking for women in journalism. JAWS aims to promote gender equity and diversity in newsrooms and media portrayals. Key activities include an annual conference that provides training, mentoring and networking, regional events and programming, and online community building through listservs and social media. The organization has grown in recent years and aims to further expand programming and membership.
PACE Jacksonville is expanding its counseling services in the community and partnering with local organizations. As of October 2015, PACE Reach Counseling Services provides free counseling to girls ages 11-17 in Duval County. PACE girls also participated in career exposure events with Johnson & Johnson and commercial real estate professionals, and a summer STEM conference expanded their horizons in science, technology, engineering and math.
Leading like a Lady :How to Shatter Glass Ceiling ?Nimisha Nandan
This document discusses how to shatter the glass ceiling that prevents women from advancing to leadership positions in organizations. The glass ceiling exists due to factors like family responsibilities, cultural barriers, lack of mentoring, and gender stereotypes. Networking opportunities are also often restricted for women intentionally or unintentionally. Organizations can help shatter the glass ceiling by establishing a more inclusive culture with flexible work hours, mentoring programs, childcare facilities, and by conducting gender audits. The paper examines how organizational culture relates to potential career advancement opportunities for women.
This document provides an overview of Public Allies Delaware, a leadership development program for young adults. It discusses the history and founding of Public Allies Delaware in 1994, with the goal of empowering young people through community service apprenticeships and training. The program places participants ("Allies") in nonprofit organizations for 10 months of service, training, and completing a team project. It aims to develop leadership skills and a lifelong commitment to public service. After 20 years, Public Allies Delaware continues advancing new leadership and building a more just society through its diverse cohort of Allies.
Innovation Women Speak! What 100 Women Entrepreneurs Say They Need From Their...Innovation Women
Effective allyship can help women entrepreneurs and other under-represented entrepreneurs knock down the hurdles they face. How do allies know they're engaging in the good stuff, and avoid the traps of performative allyship? The strategies you’ll learn in this webinar emerged from interviews with 100 women entrepreneurs, especially those who are BIPOC, as well as nonbinary entrepreneurs and experts in the field.
You’ll learn:
Easy steps to support the entrepreneurs you know -- including micro affirmations, Shine Theory, and sponsorship.
What you can do to help make your local start-up ecosystem more inclusive and equitable.
How being a good ally leads to a stronger economy, more jobs, and more innovation for everyone.
The document contains commitments from various individuals to take actions that support social causes and empower communities. Many pledged to volunteer time with organizations supporting issues like education, youth empowerment, and civic engagement. Others committed to fundraising, developing programs, and mobilizing people to create positive change. The overall document showed individuals' desires to use their skills and networks to help communities and empower future generations of leaders through social innovation and grassroots efforts.
This document outlines the mission and vision of a nonprofit organization called Young A.D.U.L.T.S. Inc., which aims to mentor and support teenagers through education, inspiration, and guidance. The organization's objectives are to help youth avoid risky behaviors, build character and skills, and gain opportunities. It provides various programs in tutoring, leadership, college preparation, and community involvement. The nonprofit seeks donations, partnerships, and volunteers to help disadvantaged youth improve their education, relationships, and life prospects.
The document provides an agenda and details for the 2013 National Talent Dividend Network Convening held in Philadelphia on April 7-9, 2013. The convening brought together leaders from 57 cities involved in a $1 million Talent Dividend Prize competition to increase college attainment rates. The agenda included keynote speakers, panel discussions on building partnerships and supporting diverse student populations, and workshops on using data and sharing stories. The goal was for cities to learn from each other and address strategies to increase college attainment.
Special Letter from Timothy McClimon, President of American Express Foundationmobilizedotorg
American Express Foundation provided funding for the first Mobilize.org Millennial Leadership Summit in New York City. The foundation supports developing new leaders through grants like the one provided to Mobilize.org for the summit. The letter encourages the millennial leaders to learn from speakers and each other at the summit and continue cultivating relationships to further impact their communities through leadership.
This document discusses how nonprofits can harness social media and connectedness to create change. It argues that small actions like sharing content, having conversations, and crowdsourcing can add up when people are passionate about an organization's work. When done effectively, these actions can help nonprofits with engagement, fundraising, monitoring their reputation, identifying new supporters, and mobilizing people to create change at larger scales. The key is for nonprofits to listen to supporters and have two-way conversations in order to build relationships and drive adoption of their missions.
The document provides information about creating a Youth Advisory Board (YAB). It discusses establishing a structure for the YAB including electing officers, defining officer roles and duties, and establishing a code of conduct, mission statement, and strategic plan. It also addresses how adults should serve as facilitators for the YAB, allowing youth to take a leadership role. Potential barriers to a successful YAB like attendance, transportation, and time management are identified along with strategies to overcome them. Finally, the document discusses tools for communication and lays the foundation for future youth leadership of the board.
This document provides information about the Target 2020 Florida Summit being held June 1-3, 2012 at the Deauville Beach Resort in Miami, Florida. It includes welcome letters from the CEO of Mobilize.org, the Under Secretary of Education, the President of the John S. and James L. Knight Foundation, and former Senator Bob Graham. The letters welcome students selected from South Florida community colleges and emphasize the importance of their participation and civic engagement in developing solutions to challenges facing their generation in education. The schedule provides opportunities for students to network with leaders and each other to discuss issues and develop ideas for driving change.
Target 2020 florida summit commitments to actionmobilizedotorg
The document contains commitments to action from participants of the Target 2020 Florida Summit. Many commitments involve mentoring and inspiring other students, helping those in need, creating programs to assist with college transfers and career goals, and getting civically involved through volunteer work and leadership roles to enact positive change in their communities.
This document provides an executive summary of a research report on girls' and young women's views on leadership. Some key findings from interviews with nearly 10,000 girls in 19 countries include:
- 76% of girls aspire to be leaders, and 62% are confident in their leadership abilities, though perceptions of gender discrimination increase with experience of leadership.
- Girls define good leadership as collaborative, focused on positive change and social justice rather than authority and control.
- However, they are aware of barriers like gender discrimination, sexism, and lack of female role models in positions of leadership.
- Family support, challenging of sexism, transforming notions of leadership, education, and experience are seen as important for empower
2015 workshop for Lucas County foster parents on YABsLisa Dickson
This document provides guidance on creating and maintaining a community of foster care youth and alumni. It discusses equipping youth for success through leadership development, emotional support, and advocacy opportunities. It also outlines how involving youth assists professionals by providing first-hand expertise and helping achieve organizational goals. The document recommends establishing structure for a youth board through a code of conduct, strategic plan, and governance model. It identifies barriers to sustainability like low attendance and offers solutions such as outreach, peer mentoring, and communication tools.
In June 2013, a gathering of leaders concerned with leadership capacity in the fields of education, community development, state government and the nonprofit sector gathered to identify map current initiatives and craft an idealized future, where leadership development is available to all Vermonters’ at each stage of their lives. During this 90-minute on-line presentation, Common Good Vermont and its partners will report on the findings of that day and open a discussion about next steps in developing a leadership “pipeline” for Vermont.
Mobilize.org is a national organization that improves democracy by investing in Millennial-led solutions. In 2010, they convened over 700 Millennials at summits to identify issues and develop solutions. Participants received over $125,000 to implement projects like Team Rubicon, which provides disaster relief. Mobilize.org equips Millennials with leadership skills to create sustainable change on campuses and in communities.
This document discusses transparency in organizations. It begins by defining transparency as openness, communication, and accountability, where others can easily see what actions are performed. Transparency matters because people need information to trust and follow an organization's leadership. Younger generations especially value transparency more. Areas where transparency is important include finances, processes, personnel, academic decisions, and change processes. The document discusses increasing transparency through sharing thinking, research, and budgets. It also notes potential risks but argues transparency advances vision and builds trust. Overall, the document promotes transparency as a way to engage communities and retain members through openness and understanding of organizational priorities.
The document proposes a partnership between the Residence Hall Association (RHA) and the newly formed Syracuse Youth Development Council (SYDC). The SYDC is a coalition of six student groups focused on improving the lives of Syracuse youth through service, advocacy, and support of member organizations. The proposal outlines the SYDC's mission and objectives, as well as descriptions of its founding member organizations. It then proposes three areas of collaboration with RHA: an advocacy campaign, civic engagement opportunities, and joint programming. The SYDC believes this partnership could benefit both organizations by increasing engagement with the local community.
The VVLead Fellowship Program aimed to support a global network of emerging and established women leaders. It provided a tailored fellowship experience through online courses, peer exchanges, challenge grants, and other activities. Over three years, the program trained 330 fellows from 75 countries in areas like economic empowerment, violence against women, and cultural issues. The blended learning approach and international network helped fellows increase their capacity, collaborate across borders, and empower women worldwide.
This document summarizes an assessment survey of the ACE Program. It highlights the program's achievements over the past year, including training, networking, seeing program results, program design and measurement, fundraising, learning, and advocacy. Challenges included limited funding, staffing, resources, and issues with measurement, evaluation, and language barriers. Priorities for the future include donor communications, organizational culture, leadership, fundraising, communications strategy, and leadership development programs. The document also discusses using social media and the internet for networking, curriculum development, and strategic communications, and provides examples of how women's organizations have leveraged these tools.
The Learning Bridges project was a collaborative initiative between three women's funds - the Reconstruction Women's Fund, the Slovak-Czech Women's Fund, and the Women's Fund in Georgia. Over two and a half years, members from each fund visited the other funds through a series of site visits to share experiences, challenges, and best practices. The goals were to develop mutual understanding and learning between the funds, and to empower their work supporting women's movements. Through open communication and knowledge sharing, the project helped strengthen relationships and provided lessons that reinforced each fund's approach.
Leading like a Lady :How to Shatter Glass Ceiling ?Nimisha Nandan
This document discusses how to shatter the glass ceiling that prevents women from advancing to leadership positions in organizations. The glass ceiling exists due to factors like family responsibilities, cultural barriers, lack of mentoring, and gender stereotypes. Networking opportunities are also often restricted for women intentionally or unintentionally. Organizations can help shatter the glass ceiling by establishing a more inclusive culture with flexible work hours, mentoring programs, childcare facilities, and by conducting gender audits. The paper examines how organizational culture relates to potential career advancement opportunities for women.
This document provides an overview of Public Allies Delaware, a leadership development program for young adults. It discusses the history and founding of Public Allies Delaware in 1994, with the goal of empowering young people through community service apprenticeships and training. The program places participants ("Allies") in nonprofit organizations for 10 months of service, training, and completing a team project. It aims to develop leadership skills and a lifelong commitment to public service. After 20 years, Public Allies Delaware continues advancing new leadership and building a more just society through its diverse cohort of Allies.
Innovation Women Speak! What 100 Women Entrepreneurs Say They Need From Their...Innovation Women
Effective allyship can help women entrepreneurs and other under-represented entrepreneurs knock down the hurdles they face. How do allies know they're engaging in the good stuff, and avoid the traps of performative allyship? The strategies you’ll learn in this webinar emerged from interviews with 100 women entrepreneurs, especially those who are BIPOC, as well as nonbinary entrepreneurs and experts in the field.
You’ll learn:
Easy steps to support the entrepreneurs you know -- including micro affirmations, Shine Theory, and sponsorship.
What you can do to help make your local start-up ecosystem more inclusive and equitable.
How being a good ally leads to a stronger economy, more jobs, and more innovation for everyone.
The document contains commitments from various individuals to take actions that support social causes and empower communities. Many pledged to volunteer time with organizations supporting issues like education, youth empowerment, and civic engagement. Others committed to fundraising, developing programs, and mobilizing people to create positive change. The overall document showed individuals' desires to use their skills and networks to help communities and empower future generations of leaders through social innovation and grassroots efforts.
This document outlines the mission and vision of a nonprofit organization called Young A.D.U.L.T.S. Inc., which aims to mentor and support teenagers through education, inspiration, and guidance. The organization's objectives are to help youth avoid risky behaviors, build character and skills, and gain opportunities. It provides various programs in tutoring, leadership, college preparation, and community involvement. The nonprofit seeks donations, partnerships, and volunteers to help disadvantaged youth improve their education, relationships, and life prospects.
The document provides an agenda and details for the 2013 National Talent Dividend Network Convening held in Philadelphia on April 7-9, 2013. The convening brought together leaders from 57 cities involved in a $1 million Talent Dividend Prize competition to increase college attainment rates. The agenda included keynote speakers, panel discussions on building partnerships and supporting diverse student populations, and workshops on using data and sharing stories. The goal was for cities to learn from each other and address strategies to increase college attainment.
Special Letter from Timothy McClimon, President of American Express Foundationmobilizedotorg
American Express Foundation provided funding for the first Mobilize.org Millennial Leadership Summit in New York City. The foundation supports developing new leaders through grants like the one provided to Mobilize.org for the summit. The letter encourages the millennial leaders to learn from speakers and each other at the summit and continue cultivating relationships to further impact their communities through leadership.
This document discusses how nonprofits can harness social media and connectedness to create change. It argues that small actions like sharing content, having conversations, and crowdsourcing can add up when people are passionate about an organization's work. When done effectively, these actions can help nonprofits with engagement, fundraising, monitoring their reputation, identifying new supporters, and mobilizing people to create change at larger scales. The key is for nonprofits to listen to supporters and have two-way conversations in order to build relationships and drive adoption of their missions.
The document provides information about creating a Youth Advisory Board (YAB). It discusses establishing a structure for the YAB including electing officers, defining officer roles and duties, and establishing a code of conduct, mission statement, and strategic plan. It also addresses how adults should serve as facilitators for the YAB, allowing youth to take a leadership role. Potential barriers to a successful YAB like attendance, transportation, and time management are identified along with strategies to overcome them. Finally, the document discusses tools for communication and lays the foundation for future youth leadership of the board.
This document provides information about the Target 2020 Florida Summit being held June 1-3, 2012 at the Deauville Beach Resort in Miami, Florida. It includes welcome letters from the CEO of Mobilize.org, the Under Secretary of Education, the President of the John S. and James L. Knight Foundation, and former Senator Bob Graham. The letters welcome students selected from South Florida community colleges and emphasize the importance of their participation and civic engagement in developing solutions to challenges facing their generation in education. The schedule provides opportunities for students to network with leaders and each other to discuss issues and develop ideas for driving change.
Target 2020 florida summit commitments to actionmobilizedotorg
The document contains commitments to action from participants of the Target 2020 Florida Summit. Many commitments involve mentoring and inspiring other students, helping those in need, creating programs to assist with college transfers and career goals, and getting civically involved through volunteer work and leadership roles to enact positive change in their communities.
This document provides an executive summary of a research report on girls' and young women's views on leadership. Some key findings from interviews with nearly 10,000 girls in 19 countries include:
- 76% of girls aspire to be leaders, and 62% are confident in their leadership abilities, though perceptions of gender discrimination increase with experience of leadership.
- Girls define good leadership as collaborative, focused on positive change and social justice rather than authority and control.
- However, they are aware of barriers like gender discrimination, sexism, and lack of female role models in positions of leadership.
- Family support, challenging of sexism, transforming notions of leadership, education, and experience are seen as important for empower
2015 workshop for Lucas County foster parents on YABsLisa Dickson
This document provides guidance on creating and maintaining a community of foster care youth and alumni. It discusses equipping youth for success through leadership development, emotional support, and advocacy opportunities. It also outlines how involving youth assists professionals by providing first-hand expertise and helping achieve organizational goals. The document recommends establishing structure for a youth board through a code of conduct, strategic plan, and governance model. It identifies barriers to sustainability like low attendance and offers solutions such as outreach, peer mentoring, and communication tools.
In June 2013, a gathering of leaders concerned with leadership capacity in the fields of education, community development, state government and the nonprofit sector gathered to identify map current initiatives and craft an idealized future, where leadership development is available to all Vermonters’ at each stage of their lives. During this 90-minute on-line presentation, Common Good Vermont and its partners will report on the findings of that day and open a discussion about next steps in developing a leadership “pipeline” for Vermont.
Mobilize.org is a national organization that improves democracy by investing in Millennial-led solutions. In 2010, they convened over 700 Millennials at summits to identify issues and develop solutions. Participants received over $125,000 to implement projects like Team Rubicon, which provides disaster relief. Mobilize.org equips Millennials with leadership skills to create sustainable change on campuses and in communities.
This document discusses transparency in organizations. It begins by defining transparency as openness, communication, and accountability, where others can easily see what actions are performed. Transparency matters because people need information to trust and follow an organization's leadership. Younger generations especially value transparency more. Areas where transparency is important include finances, processes, personnel, academic decisions, and change processes. The document discusses increasing transparency through sharing thinking, research, and budgets. It also notes potential risks but argues transparency advances vision and builds trust. Overall, the document promotes transparency as a way to engage communities and retain members through openness and understanding of organizational priorities.
The document proposes a partnership between the Residence Hall Association (RHA) and the newly formed Syracuse Youth Development Council (SYDC). The SYDC is a coalition of six student groups focused on improving the lives of Syracuse youth through service, advocacy, and support of member organizations. The proposal outlines the SYDC's mission and objectives, as well as descriptions of its founding member organizations. It then proposes three areas of collaboration with RHA: an advocacy campaign, civic engagement opportunities, and joint programming. The SYDC believes this partnership could benefit both organizations by increasing engagement with the local community.
The VVLead Fellowship Program aimed to support a global network of emerging and established women leaders. It provided a tailored fellowship experience through online courses, peer exchanges, challenge grants, and other activities. Over three years, the program trained 330 fellows from 75 countries in areas like economic empowerment, violence against women, and cultural issues. The blended learning approach and international network helped fellows increase their capacity, collaborate across borders, and empower women worldwide.
This document summarizes an assessment survey of the ACE Program. It highlights the program's achievements over the past year, including training, networking, seeing program results, program design and measurement, fundraising, learning, and advocacy. Challenges included limited funding, staffing, resources, and issues with measurement, evaluation, and language barriers. Priorities for the future include donor communications, organizational culture, leadership, fundraising, communications strategy, and leadership development programs. The document also discusses using social media and the internet for networking, curriculum development, and strategic communications, and provides examples of how women's organizations have leveraged these tools.
The Learning Bridges project was a collaborative initiative between three women's funds - the Reconstruction Women's Fund, the Slovak-Czech Women's Fund, and the Women's Fund in Georgia. Over two and a half years, members from each fund visited the other funds through a series of site visits to share experiences, challenges, and best practices. The goals were to develop mutual understanding and learning between the funds, and to empower their work supporting women's movements. Through open communication and knowledge sharing, the project helped strengthen relationships and provided lessons that reinforced each fund's approach.
The document describes an Emerging Women Leaders Programme aimed at supporting young women managers in Asia. It notes that while women represent over 50% of hires, they only make up 24% of senior leadership. The program aims to address issues junior women managers face related to culture and life stages. It involves skills building, sharing leadership data and stories, and developing plans for career progression. Participants appreciate gaining confidence, awareness of challenges women face, and networking with senior leaders through the program.
The document describes an Emerging Women Leaders Programme aimed at supporting the career progression of young female managers in Asia. It notes that while women are well-represented in entry-level hires, they comprise just 24% of senior leadership positions. The program is designed to address issues junior women managers face through skills development, peer sharing, and involvement from senior women leaders. It involves a 2-day workshop covering topics like navigating organizational culture, embracing strengths, and developing plans for career progression, followed by individual coaching. Participant testimonials praise the inspiration and confidence gained from the real-life stories and skills learned to overcome challenges in advancing their careers.
The document summarizes the British Council's Active Citizens program, which provides social leadership training to hundreds of thousands of people worldwide. It discusses:
1) The program's global reach, with partners in over 40 countries applying the methodology to strengthen communities through initiatives like football in Pakistan.
2) Impact numbers, including 130,000 Active Citizens trained who have launched over 5,000 social action projects benefiting communities.
3) Examples of projects using Active Citizens to improve education in Pakistan, empower youth civic participation in Bangladesh, and support women's empowerment in the Middle East.
Embedding and Sustaining Participation - GIFT & young people, YoungMinds & pa...CYP MH
The document discusses the importance of participation and involvement of young people, parents, and carers in transforming and improving CAMHS (child and adolescent mental health services). It provides perspectives from young sessional workers on how participation has benefited them personally and helped make CAMHS more successful. Examples are given of how participation is being embedded in different regions across England. Sustaining participation over the long term requires continued commitment, funding, and embedding participation at a strategic level. Parents and carers also want to be involved in CAMHS through participation to help support their children's mental health.
Lead the Change begins with a 8 week program which takes 40 passionate individuals on a rigorous journey to explore themselves inside-out, to internalise the challenges of the country through hands-on exposure. They hone their leadership skills by learning from role models and experts in the social development domain and employ design thinking to undertake a time bound social action.There is a strong focus on deep self-awareness and starting the process from within. Beyond the program, we help participants build their social enterprise by connecting them with mentors and helping them build a team.
This document provides details about the "Women & Empowerment" event held at DeVry University's Long Beach campus on May 15th, 2010. The event aimed to raise DeVry's brand profile, support its positioning as a career university, and generate inquiries and enrollments from adult women learners. Over 300 people preregistered for the event, which featured prominent speakers from companies like Microsoft and HP, breakout sessions led by DeVry faculty, and networking opportunities. Student interns helped plan and staff the event to gain experience. Attendees provided positive feedback and about 30% expressed interest in learning more about DeVry. The organizers viewed it as a successful partnership between DeVry, students
Zureenah Sulaiman has extensive experience facilitating leadership programs and events over the past 10 years. She has facilitated over 200 events, focusing on topics like values-based leadership, communication, dialogue, and future scenario planning. Some of the key programs she facilitated include:
- A 6-month leadership certificate program called the "Western Cape Youth Dialogue Programme" for 60 learners in 2012.
- The 2010 Emerging Leadership Programme where she facilitated modules on values-based leadership and dialogue and communication.
- Workshops on human rights, adult education, and team building.
- Starting a company in 2015 called "Change by Design" focused on empowering people and organizations.
This document provides an executive summary and proposal for the Global Women's Leadership Network (GWLN). GWLN aims to empower women leaders around the world to drive positive change. It has trained over 100 women leaders from 29 countries through its Women Leaders for the World program. The proposal argues that GWLN's model is effective and replicable, and with additional funding it could expand its training programs to more countries and organizations, helping to address issues like poverty, health, and women's empowerment on a larger scale.
This document provides an executive summary and proposal for the Global Women's Leadership Network (GWLN). GWLN aims to empower women leaders around the world to drive positive change. It has trained over 100 women leaders from 29 countries through its Women Leaders for the World program. The proposal argues that GWLN's model is effective and replicable, and with additional funding it could expand its training programs and partnerships to organizations in countries like Uganda to strengthen women's leadership in key social sectors.
Common Purpose delivered leadership programs to over 5,000 leaders from 116 countries in 55 cities in 2017. They measure the impact of their programs through eight leadership competencies. The document provides examples of how professionals and emerging leaders benefited from Common Purpose programs in areas like cultural intelligence, collaboration, decision making and driving innovation. Specific success stories are highlighted, such as Airin who leveraged diversity to improve community projects in Indonesia, and Charles who collaborated across sectors to address food crisis in Malawi.
This document provides an evaluation of PACT's Women's Empowerment Program (WEP) in Nepal, which established over 6,500 savings and credit groups comprising 130,000 women within its first year of operation. The evaluation found that WEP used a novel microfinance model based on building equity in the groups rather than incurring debt. Each group loaned its own savings to members and others in the village, with interest paid to the group and savers. Literacy training was fully integrated into the program. The evaluation collected data from 200 group interviews and 500 individual questionnaires to measure group performance and the program's impact. It found that WEP helped thousands of groups evolve into well-managed, member-controlled savings and
Young Social Innovators: Unleashing PotentialBronagh Ohagan
Through Young Social Innovators' programmes, workshops and events, young people are helped to discover the social innovator within and unleash their potential as powerful catalysts for social change.
This document provides guidance for developing and implementing effective e-mentoring programs for at-risk youth, based on lessons learned from the Urban Youth What It Takes e-mentoring initiative. Key aspects discussed include establishing partnerships, program rationale focused on innovations for serving African American boys, program planning considerations, selecting an e-mentoring platform, recruiting and engaging youth and mentors, integrating online and offline activities, implementation, progress measurement, and conclusions. The power of partnerships, an asset-based approach, and capitalizing on youths' affinity for technology were found to be important factors for success.
Cite at least one example of when your leadership had an impact on or changed a certain situation, and justify how an IE Master’s Degree program would help you to strengthen or improve this competence.
Women's Synergy (WS) aims to bring together women from diverse backgrounds to build symbiotic relationships and support each other's growth. WS encourages women to realize their leadership potential and take responsibility for their own development. Through various programs, WS helps women identify their strengths and opportunities, build skills, and work together to address challenges and contribute to their communities. The goal is to establish a self-sustaining network of women who empower each other through sharing resources, knowledge, and support.
This document discusses Tinig Kabataan, an organization in the Philippines that empowers youth through leadership development, advocacy, and education. The organization believes in giving youth opportunities to understand issues and develop their own advocacy skills. Tinig Kabataan members work to identify the needs, talents, and capabilities of Filipino youth to empower them to improve their lives. The document also discusses the importance of meaningful youth participation and decision making, and lists some national and international organizations that Tinig Kabataan is affiliated with.
2. STORIES OF IMPACT: THE CASE FOR WOMEN’S LEADERSHIP NETWORKS OVERVIEW
FUNDED BY THE UK’S DEPARTMENT FOR INTERNATIONAL DEVELOPMENT (DFID), THE VVLEAD
FELLOWSHIP PROGRAM DEVELOPED OVER THE COURSE OF THREE YEARS TO SERVE AND ENGAGE
A GLOBAL NETWORK OF EMERGING AND ESTABLISHED WOMEN LEADERS WHO FOCUS ON ONE OF
THREE KEY ISSUE AREAS: VIOLENCE AGAINST WOMEN, HARMFUL CULTURAL PRACTICES, AND
ECONOMIC EMPOWERMENT FOR WOMEN AND GIRLS.
Launched in late 2012, VVLead set out to test and implement a new and innovative
model for women’s leadership development programs. VVLead’s in-person and
virtual programming interventions were vital to the fellowship’s capacity-building
mission. The interactive nature of the online platform provided fellows with a toolbox
of resources, ideas, connections and support that could be tapped into instantly
from anywhere in the world, while the in-person exchanges solidified learnings,
connections and collaborative efforts among fellows.
Through VVLead, a sisterhood was created, fellows were validated as leaders,
professional goals and action steps were clearly defined, and fellows took action
toward achieving greater impact in their communities.
330 FELLOWS
To date, the Fellowship has engaged
330 fellows across the globe.
DOCUMENTARIAN PROJECT OVERVIEW
VVLead’s Documentarian Project was developed in 2014 to gain a deeper understanding of how the program influenced
its fellows’ leadership trajectories, as well as explore program outcomes through a descriptive and contextual lens.
Much of VVLead’s quantitative data captured changes in skill levels, connections made, and beneficiaries impacted throughout fellows’
tenure in the program. The qualitative nature of this project, however, allowed VVLead to better understand how the program’s various
activities and interventions led to these changes, and as a result, greater impact in their communities. While the case studies highlighted
VVLead’s three overarching pillars – connect, learn and collaborate – they also captured other unique and unanticipated outcomes of
women’s leadership networks: sisterhood, validation, goal mapping and goal actualization. These four outcomes played a positive role
in shaping fellows’ individual trajectories and propelled them towards achieving their leadership and professional potential.
To capture a diversity of voices and perspectives, VVLead utilized a participatory evaluation approach that resulted in 36 individual
case studies that underscore fellows’ experiences in the fellowship. The following case study excerpts highlight some of our fellows’
stories and voices, and ultimately, make the case for investing in women’s leadership networks.
For more information on the methodology used and lessons learned from the Documentarian Project, and to view the entire report,
please visit bit.ly/1SyDidP
3. SISTERHOOD
VVLead’s all-women’s leadership network created a space where fellows inspired to take professional risks in
front of a non-competitive cohort of other professional women. Having a space and platform to openly share
professional goals, challenges and needs – and subsequently receive encouragement, support and resources from
a global network of women – gave some the motivation they needed to embark on a new professional endeavor,
take on a leadership position, or expand the scope of their work.
SISTERHOOD
“I don’t feel competition. I do
feel that every woman who I am
connecting with sincerely wants
to help.”
“Sometimes [in a mixed-sex organization] you feel you’re getting that patronizing support,
a little pat on the head for doing something really well that people didn’t think you would
do well because you’re a woman. In an all-female network, you get a big applause. [There
is this] ‘I’m behind you because I know you can do it, and guess what, I think I can do it
too because I’ve seen you do it.’”
“[Being a part of the VVLead Program] was a turning point in
my life because I realized that I’m not alone. There are people
supporting me.”
– AMINA EVANGELISTA
SWANEPOEL
PHILIPPINES
– LUMBIWE LIMBIKANI
ZAMBIA
– JENNY SCHWARTZ
ARGENTINA
STORIES
OF IMPACT
SISTERHOOD
VALIDATION
STORIES OF IMPACT: THE CASE FOR WOMEN’S LEADERSHIP NETWORKS
GOAL ACTUALIZATIONGOAL MAPPING
4. Through VVLead, Muthoni reports having gained her “sense
of driving force,” as well as the deep vision and mission for
Mastermind Africa Alliance (MAA), the nonprofit organization
she founded that promotes women’s economic empowerment
across Africa. Muthoi applied to VVLead at the end of 2013
and was accepted into the 2014 Class. About MAA, she said,
“Armed with my conviction on the difference I wanted to make
in women’s lives, plus the affirmation from being accepted
into the fellowship program, I began the online trainings with
growing the company in mind.”
MUTHONI NDUHIU
KENYA
SISTERHOOD
In September 2014, Muthoni registered
the organization, created a website and
began reaching out to clients. She also
formed a team by reconnecting with
some of the women she met through
theMoremiFellowshipandinspiringthem
to get involved in the project.
Through VVLead, Muthoni reports having
had the opportunity to be involved in
a “continual learning and supportive
process.” Inhermind,VVLeadisuniquein
its long-term, individualized commitment
to the fellows. Through the online
platform, Muthoni attended webinars
on Monitoring and Evaluation, Strategic
Planning, and Vision and Goal Setting,
among many others. The possibility to
always access the online platform has also
been helpful to Muthoni, as it serves as
a refresher of the lessons she learned in
previous years.
Muthoni says she draws her inspiration
from the encounters with the other high
achieving VVLead fellows with whom she
connects with daily. Through VVLead she
has developed personal and professional
relationships with other powerful women,
from whom she receives “unconditional
help” for her organization. These women
haveprovidedherwithsupportindefining
her life and professional goals, kept her
“on track,” and improved her ability to
make decisions and focus on her vision
for the MAA.
Overall, Muthoni says she learned to trust
her vision and transformed Mastermind
Africa Alliance from a free time activity
to a true life mission as a result of
VVLead. Thanks to the sisterhood she
felt within the network, and the help and
the encouragement she received from
VVLead, Muthoni also reports having
gained clarity on her vision and learned
to be bolder and more self-confident in
her decision making.
STORIES OF IMPACT: THE CASE FOR WOMEN’S LEADERSHIP NETWORKS
SISTERHOOD VALIDATION GOAL ACTUALIZATIONGOAL MAPPING
5. VALIDATION
VALIDATION
“The association with Vital Voices has
enhanced my credibility, leadership and
business clout…I am also gaining the
visibility I need as the ‘go to person’
when it comes to issues relating to
coaching and mentoring.”
“Before I became a VVLead fellow I used to be
just an echo, but now I am a voice! I used to
just exist as one of those NGOs that deal with
women and gender issues, but now I am a voice,
I am an authority to be reckoned with.”
– TAMALA CHIRWA
MALAWI
– ASMAU BENZIES-LEO
NIGERIA
STORIES
OF IMPACT
STORIES OF IMPACT: THE CASE FOR WOMEN’S LEADERSHIP NETWORKS
SISTERHOOD VALIDATION GOAL ACTUALIZATIONGOAL MAPPING
Many fellows reported that simply being associated as a VVLead fellow led to increased visibility and recognition as
leaders, as well as credibility, by their peers and professional networks. This external validation led many fellows
to recognize their leadership potential, with many women starting to see themselves as leaders for the first time,
which ultimately led them to take bold actions steps within their communities, businesses and organizations.
VALIDATION
6. Teina Mackenzie is an exceptional example of a community organizer,
environmental and youth advocate, and political reformer in not only the
CookIslands,butglobally.AsaCookIslander,Teinahasbroughttogether
her community through the dissemination of knowledge regarding deep
sea mining and issues related to a changing climate. She also recently
represented her island nation by sailing a traditional Polynesian vessel
from the Cook Islands to New Zealand and Australia in order to bring
global attention to the Pacific Islanders’ ongoing struggles with the
effects of climate change and rising sea levels.
TEINA MACKENZIE
COOK ISLANDS
VALIDATION
Teina’s current focus has centered on
educating communities in the Cook Islands
and the Pacific region on the impact of
deep sea mining endeavors through youth
debates. This initiative not only involves
local youth, but invites the community,
politicians and representatives from
the deep sea mining corporations to
participate. By providing local youth with
the opportunity to become involved in
politics, Teina hopes to both encourage
the students’ interests in the environment
and to develop the students’ educational
goals through empowerment and capacity
building. These debates have been
successful in the region because they
facilitate a balanced and non-threatening
environment for local communities to voice
their concerns.
VVLead has provided Teina with a sense
of validation through both the capacity
building exercises and the recognition as
a leader in her own right. This experience
was afforded to Teina at the South-South
Exchange, an in-person capacity building
program where fellows from all over the
world gathered for a week. She recalled,
“I felt noticed, cared for, and appreciated.
Having such genuine attention from my
peers gave me more self-esteem and
definitely more fervor to go out and make
positive change in the world.”
A political future seems imminent for the
community leader. With a strong sense of
personal drive, Teina’s focus is on reforming
local politics to focus on the interests of
the communities represented. Through her
involvement with VVLead, Teina has gained
a sense of validation and empowerment
which she uses to pursue her goal of
becoming a political leader for her country.
VALIDATION
STORIES OF IMPACT: THE CASE FOR WOMEN’S LEADERSHIP NETWORKS
SISTERHOOD GOAL ACTUALIZATIONGOAL MAPPING
7. VALIDATION
GOAL MAPPING
“Before I joined the VVLead
Program I had too much energy
with blurred image and that wasn’t
taking me [anywhere]…but now I
know where I can find myself in five
years. For me, this was a big step.
At this stage of my life I feel like I
have the map and compass of my
life, which means I know where I will
go next and [I] already know where
my next destination is.”
“The VVLead Fellowship Program redirected my course
and focus. I found out through the course that I was not
the only one with a challenge to achieve something for
the good of mankind. There were many other women who
had gone through worse and stood tall and strong. I now
feel empowered and energized.”
– NEBIAT ASSEFA
ETHIOPIA
– MARA BUA JOHNSON
UGANDA
STORIES
OF IMPACT
STORIES OF IMPACT: THE CASE FOR WOMEN’S LEADERSHIP NETWORKS
SISTERHOOD GOAL ACTUALIZATIONGOAL MAPPING
Many fellows entered VVLead with a blurred vision for their future. Throughout various online courses and in-person
exchanges, fellows had the opportunity to define their leadership and professional goals and outline strategic
action steps for achieving said goals. This was especially helpful for those women who were spread too thin by
competing priorities and were instead encouraged to focus their vision and streamline their efforts.
GOAL MAPPING
8. Jaki applied to VVLead at a time when she felt isolated as a woman
in a top management position. She was seeking a space where
she could talk to and seek advice from other women about work.
She also wanted to make a difference, but did not know at the
time how to go about doing so considering the monetary and time
constraints she faces as a single mother. “The Fellowship has
been filling my need to constantly learn and network,” said Jaki.
“This is where I have also developed the courage to work more
on my personal passion – autism.”
JAKI MATHAGA
KENYA
Her son Jayden was diagnosed with
autism at the age of five, and since then
Jaki has become an outspoken advocate
for children and parents affected by
autism. Her dream is to ensure that all
autistic children in Kenya have access to
the therapies and services they need to
reach their full potential. Jaki has since
become an active member of the Kenya
Autism Alliance (KAA), a Facebook group
made up of Kenyan parents who seek
and provide support and information to
one another. Currently, Jaki serves as the
President of the KAA.
One of Jaki’s biggest challenges is
securing enough funding so that she
can work on autism issues fulltime. As
such, one of her short-term goals is to
develop a fundraising and business plan
that will allow her to support her and
her son if she were to quit her day job.
Currently, Jaki is working one-on-one
with VVLead fellow Tamala Chirwa, a
professional coach who offered fellows
pro bono coaching services. Together,
they have discussed options for securing
additional funding, as well as setting a
firm deadline for when Jaki will make the
jump to autism work fulltime.
Regarding the role that VVLead plays
in supporting her passion, she says,
“Starting the VVLead Fellowship Program
crystallized my thinking and affirmed
my desire to do more…The fellowship is
equipping me with tools to not only do
my day work better, but tools that are
helping me better define my dream and
plan for the future.”
Besides reaching a point where she
believes her son Jayden is getting the
best education and services he needs,
Jaki is determined to expand the support
that KAA can offer other parents. “Vital
Voices was the first place I spoke my
dream out loud and it is where I have
started working on actualizing it. It is
where I am meeting women who tell
me—it does not matter how difficult or
impossible it looks, it can be done.”
GOAL MAPPINGSTORIES OF IMPACT: THE CASE FOR WOMEN’S LEADERSHIP NETWORKS
VALIDATIONSISTERHOOD GOAL ACTUALIZATIONGOAL MAPPING
9. “I didn’t know what I could do to do more in the work
that I am doing, and learning these skills through the
webinars was very helpful. Now, I’m applying to this,
I’m applying to that. But then, going to the South-
South Exchange and listening to all those stories and
the work everyone else is doing, I’m thinking I am part
of a bigger picture. I’m part of a bigger family that
is working towards the same goal and I think it gave
me a big boost, a big push to do more, to say more,
to interact more, and to talk more about the issues
that I’m very much interested in.”
“Now that I know what I am going to do, I am
taking steps so it’s going to get done…I’ve
got women on the VVLead platform that are
keeping me accountable and checking back
with me regarding where I am in my process.”
– LUMBIWE LIMBIKANI
ZAMBIA
– JAKI MATHAGA
KENYA
STORIES
OF IMPACT
GOAL ACTUALIZATIONSTORIES OF IMPACT: THE CASE FOR WOMEN’S LEADERSHIP NETWORKS
VALIDATIONSISTERHOOD GOAL ACTUALIZATIONGOAL MAPPING
Through targeted interventions – including online courses, in-person exchanges, peer mentoring and challenge
grants –VVLead facilitated an environment that encouraged fellows to take action on their leadership, professional
and organizational goals. The emphasis on strategic planning, coupled with the mentorship and motivation fellows
providedoneanother,ledfellowstoimplementtheirstrategicplansandtakethenecessaryactionstepsforincreasing
the scope and scale of their businesses and organizations, and ultimately, greater impact in their communities.
GOAL ACTUALIZATION
10. Amina is the Founding Executive Director of Roots of
Heath (ROH), an NGO based in Palawan, Philippines that
strives to empower women and girls and improve family
health. The organization provides clinical services to
women in underserved, resource-poor communities
and sexual health education to students and adults
in the community. The organization is guided by the
principal that health is a human right.
AMINA EVANGELISTA SWANEPOEL
PHILIPPINES
In August 2015, Roots of Health turned
six. Over the past two years, the
organization has received a lot of pressure
from funders to expand their programs.
VVLead, through its online courses and
encouraging network of global women
leaders, has played an influential role in
helping Amina develop her management
style so that ROH can expand its scope
and impact.
AminaappliedtoVVLeadatatimeshewas
seeking more professional development.
The lack of conferences and trainings
offered in the area she lives in, coupled
with the fact that she was bogged down
with the day-to-day operations of ROH,
gave her few opportunities to seek new
networks and skills. Similarly, having not
attended business school, she lacked
some necessary management skills and
expertise in successfully directing an
organization. As such, VVLead’s online
courses in Strategic Planning, Human
Resources and Monitoring & Evaluation
have been the most invaluable to her
personal leadership growth.
Amina credits the Strategic Planning
and Human Resources courses with
encouraging her to reflect on and
evaluate how she was leading and
handling the organization. In order for
the organization to grow, Amina must
entrust the day-to-day responsibilities
to senior-level management so that
she can focus on higher level planning
and management of the organization.
“[VVLead] really helped me to view my
role within Roots of Health at a higher
level… rather than being focused on
doing it all myself.” A major decision
she has made since joining VVLead was
create and hire two senior management
positions. This has allowed her to share
some of her responsibilities and delegate
more of her work so that ROH can expand
its services and reach more communities.
Expanding its programming and services
will mean that more people in Palawan will
have access to sexual health information,
contraceptives and maternal health
services.
GOAL ACTUALIZATIONSTORIES OF IMPACT: THE CASE FOR WOMEN’S LEADERSHIP NETWORKS
VALIDATIONSISTERHOOD GOAL ACTUALIZATIONGOAL MAPPING
11. ABOUT VITAL VOICES
Vital Voices Global Partnership invests in women leaders who
improve the world. Founded by former U.S. Secretary of State
Hillary Rodham Clinton, and guided by the belief that women are
essential to progress in their communities, we partner with leaders
from more than 140 countries who advance economic opportunity,
increase political and public leadership, and end violence against
women. Our programs in strategic planning, business, advocacy
and communications build critical skills needed for creating
transformational change at scale. Through our global platform,
women leaders expand their connections and visibility, accelerating
shared progress for all.
AUTHORS:
ELIZABETH ANDREWS
Monitoring & Evaluation Specialist, Global
Programs, Vital Voices Global Partnership
LUCINA DI MECO
Senior Program Manager, Global Programs,
Vital Voices Global Partnership
LAURA THOMPSON
Program Coordinator, Global Programs, Vital
Voices Global Partnership
ALICIA MASLAR
M&E Fellow, Global Programs, Vital Voices
Global Partnership
SAMANTHA THURBER
M&E Fellow, Global Programs, Vital Voices
Global Partnership
ANNA APPLEBAUM
McLarty Global Fellow, Vital Voices Global
Partnership
EDITING:
YUSHUANG SUN
Intern, Global Programs, Vital Voices Global
Partnership
ELYSE GAINOR
Program Assistant, Global Programs, Vital
Voices Global Partnership
ACKNOWLEDGEMENTS:
Developing and implementing the
Documentarian Project required the
participation, commitment and hard work
of our VVLead Documentarian fellows
and their case study subjects. A special
thank you to former and current VVLead
team members for their help, support and
dedication throughout this process.STORIES OF IMPACT: THE CASE FOR WOMEN’S LEADERSHIP NETWORKS
VALIDATIONSISTERHOOD GOAL ACTUALIZATIONGOAL MAPPING