GWLN-Packet-2010

GWLN General Proposal

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Executive Summary It is increasingly being recognized that there can be no peace, security, or sustainable economic development without women’s equal participation in all spheres of society. Global Women’s Leadership Network (GWLN) has long believed that empowering women is the RIGHT thing to do: it is also the best means of ending poverty, violence and terrorism, environmental degradation and creating a more just, free world. That is why GWLN is part of Santa Clara University -‐-‐ helping to build leaders of competence, conscience, and compassion – particularly women leaders. GWLN was founded in early 2004 with the mission of providing women’s leadership that was global in scope and was effective across cultures and generations. That has been accomplished. GWLN has educated 100 women leaders from 29 countries through its Women Leaders for the World (WLW) program, most of them from NGO’s. Ranging in age from 25 to 75, these women are a powerful network – supporting each other’s projects and fortifying each other’s spirit through the use of the Internet. As an organization, GWLN’s approach is ready to scale. According to Laying a Solid Foundation from Public/Private Ventures, GWLN meets all of their criteria for replication:

1. GWLN addresses an important social problem or need. More and more, the role of exceptional leadership, and particularly women as leaders, is being recognized as a high leverage point for gaining traction on numerous world issues.

2. GWLN’s program is effective. GWLN commissioned an Impact Report in 2009, which showed lasting effects of the leadership training. The effectiveness could be attributed to the combination of leadership methodologies used as well as the follow-‐up coaching sessions and the “network effect” on an ongoing basis.

3. The participants in Women Leaders for the World make immediate and lasting impacts in their communities. Participants meet their 3-‐month milestone as well as continuing to chart and achieve breakthroughs with their initiatives.

4. The essential elements of our leadership education are clear and replicable. We are poised to go in-‐country to train trainers and coaches who will be able to train in local language at a much lower cost.

Given funding, GWLN is ready to have its leadership education accelerate efforts around the world. For instance, Icon Academy in Uganda has already agreed to partner with GWLN to start an initiative. Imagine that the top leader from each of 20 health-‐related NGOs are trained in the breakthrough leadership methodologies used in the WLW program. (Debbie Kaddu-‐Serwadda, the Executive Director of Icon is a graduate of that program.) A small “seed” fund will be given to each leader as an initial investment in their projects. The leaders will be coached by Debbie and other trained coaches for the 6 months following the initial education in the implementation of projects to forward women’s and girl’s health. An impact analysis system of measurement will be put in place to monitor and determine which of the organizations/projects warrant further investment. This measurement system will use tools from Open Action and Women’s Funding Network (Making the Case) and all leaders will be encouraged to implement it for their entire organization. Thus, in one year, there will be improved leadership capability instilled in a vital social society sector. Several projects will have been implemented and results achieved. New measurement discipline will have been instilled. Future investment opportunities will have been identified. Last but not least, there will be in-‐country people capable of continuously educating leaders who can lead organizations more effectively. The Issue Meeting the basic requirements of survival and independence is still a significant challenge for many women in the world (57% of the world's population lives on less than $2.50 a day; most are women and children). Centuries of male-‐dominated cultures have “taught” women to be powerless. In the context of women as leaders, there is real irony in Maryanne Williamson’s words, “Our deepest fear is not that we are inadequate. Our deepest fear is that we are powerful beyond measure. It is our light, not our darkness that frightens us most. We ask ourselves, 'Who am I to be brilliant, gorgeous, talented, and famous?'”1 And, then, she speaks the truth that women worldwide need to heed, “Actually, who are you not to be?”

1 An excerpt from A Return To Love by Maryanne Williamson and used by Nelson Mandela in his inauguration speech


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As demographer Maddy Dychtwald explains, in a recent study on the growing role of women in the global economy and their growing influence in the marketplace in the 21st century, women’s full participation is required if a nation hopes to remain globally competitive:

“The health of the global economy demands that women realize their full potential as economic participants. This transformed world, where women hold economic power equal to men’s, is inevitable not only because it’s fair and just (which it is), but because human economic success now depends on it. In the coming decades, countries that harness women’s economic power will win; those that fail to do so will lose.” 2

Today, with these high stakes in the balance, there is a heighted awareness-‐-‐if not the political courage-‐-‐to accelerate social investments to improve the lives of women and to provide them with the technologies of self (e.g. employment, education, empowerment, leadership training, etc.) needed to fully participate as global citizens, workers and change-‐makers.3 The potential ROI speaks for itself:

In 2006, The Economist estimated that over the past decade, women’s work has contributed more to global growth than China.4

The Economist further noted that if Japan raised the share of workingwomen to American levels, it would boost annual growth by 0.3% per year over 20 years.5

According to the United Nations, economies in the developing world grow by 3 percent for every 10 percent increase in the number of girls able to access secondary schooling.

These are but a few examples of studies showing that educating and empowering women and girls are among the most cost-‐effective means to long-‐lasting development. Educated and empowered women and girls marry later, earn more, and have fewer, healthier and better-‐educated children. The GWLN Approach It is time for women to become the leaders they are destined to be -‐-‐ in every realm and in every sector of society. This is the task that GWLN is focused on. Impactful social movements take 60 to 80 years. GWLN is building leadership capacity for sustainable global change beyond any one person’s lifetime. As an organization dedicated to a new future for humanity, the Global Women’s Leadership Network (GWLN) is fueling this historic demographic shift towards female economic emancipation worldwide. In the past six years, we have focused our capacity-‐building efforts for women around transformative leadership. We strive to engage and empower women as leaders and agents of change by shifting their thinking about themselves and their communities, giving them confidence in their abilities beyond what they ever imagined and networking them together for support and the proliferation of best practices. GWLN’s strategies to accelerate and foster social justice and economic sustainability include:

A. Leadership Development – today held in the U.S. for global leaders; in the next 5 years by establishing women’s learning centers in Africa, Asia, and the Middle East

B. Complementary Services: Using the knowledge and expertise of our global network to discover and support the rapid growth of civil society and business organizations with high social impact potential. Activities include coaching, mentoring and cooperative projects. We enlist the social capital across GWLN’s “human network” to foster relationships that stimulate new levels of capability.

C. Partnering with international groups and members of GWLN to accomplish A & B while spreading awareness of women’s impact.

2 Quoted in Dychtwald, M. & Larson, C. Influence: How Women's Soaring Economic Power Will Transform Our World for the Better. Voice 2010. 3 International Labour Organization (ILO). 2008. Global Employment Trends for Women, March 2008. Available from: http://www.ilo.org/wcmsp5/groups/public/-‐-‐-‐dgreports/-‐-‐-‐dcomm/documents/publication/wcms_091225.pdf 4 Economist. 2006. The importance of sex (April 15). Retrieved 6 February 2009 from Academic Search Premier database. 5 Ibid.


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Worldwide women represent the largest untapped source of leadership. Generally, women play a limited role in decision-‐making processes and are underutilized in most economies. GWLN’s vision is a world in which capable, competent and committed women assume leadership roles across all domains of society. GWLN’s vision and approach are built around three core principles for creating authentic, transformative and emboldened leaders embodying the quintessence of their character and community:

• Whole Woman -‐-‐ as an individual, fulfilling her purpose • Whole Leader -‐-‐ inspiring and enrolling others because they are needed to fulfill a vision • Whole World -‐-‐ as part of a network, working to ignite a new future for humanity in harmony with nature

GWLN Results The graduates from the GWLN education program, Women Leaders for the World (WLW), have embraced, extended, and embodied GWLN’s vision by carrying out social justice projects that challenge and change the status quo in their communities. The transformations take place across three domains: 1) the individual, 2) the relational, and 3) the social spheres. Three examples of work conducted by WLW alumna instantiate these transformations across these interdependent domains:

1) The Individual (Whole Woman): Sema Basol is a Turkish American who has lived in the United States for more than 25 years. After a successful career with Mattel Toys (launching and building the Barbie Doll Clothes for Girls product line to over $1B), she left her business career to help start the Turkish Space Camp. In 2007, she began working with GWLN and participated in WLW. At WLW, the Turkish Women’s Initiative (TWI) was born. Now, she is fulfilling her purpose – to be a bridge between the United States and Turkey. As that bridge, she is liberating females in the economy. From young women in universities who are doing social projects to the Garanti Bank and KAGIDER (the Entrepreneurial Women’s organization) stimulating new women-‐owned business to independent artisan cooperatives in Anatolia to Mercedes Benz launching social change initiatives, Sema is advancing economic and social expression among Turkish women.

2) The Relational (Whole Leader): Alma Cota de Yanez is the Director of an organization called FESAC ((Fundacion del Empresariado Sonorense, A.C.) in Nogales, Sonora, Mexico. In 2005 when she came to the Women Leaders for the World leadership education program, she was, according to her own words, a “loner with a coffee pot and a copier”. Her project was to obtain 1 (yes, just 1!) computer for the 30 NGO’s that she assists. Within 8 weeks of leaving the leadership program, she had obtained 27 computers to fuel the various worthy causes she fosters. Five years later, her organization is raising hundreds of thousands of dollars to develop this border town. Her organization is recognized for its role in ensuring that life-‐giving services are available to the citizens of her city and that it does not become another “Tijuana.” Through her outreach and contact with partners, Alma helped reorient how people in Nogales viewed philanthropic initiatives. Her efforts changed the conversation among her predominantly Catholic community from one focused on the piety of “individual charity” to one focused on the need for “social investment.” Alma led a purposeful shift in moving the philanthropic community of Mexico from a traditional culture of charity to one of investment in empowerment.

3) The Social (Whole World): Maame Yelbert-‐Obeng is a native of Ghana and a grant officer with Global Fund for Women. At WLW, Maame’s vision became to “create a new paradigm of leadership where women can bring all of their gifts to work.” She is now not only approving grant requests, but partnering to see the projects to fruition. She recently partnered with another graduate, Melinda Kramer for a water project congress in Africa. Maame was a role model and leader at the event helping other women to shatter the traditional role of women as beasts of burden to the civil engineers of water projects. At a recent meeting of women from 6 S.F. NGO’s, she led a conversation that may lead to a stronger international coalition of development and educational organizations.

Women, like Sema, Alma, and Maame are only a few of the success stories. Nearly all of the 100+ say that their results are well beyond what they predicted prior to the education and coaching they received. Since more than 90%


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of the participants are from not-‐for-‐profit entities, we have provided whole or partial scholarships for them to attend the residential program in Silicon Valley. GWLN Measurement In our 2009 Impact Report on graduates from the first four years, there were gratifying results:

• 91% responded that the vision they left WLW with still directs their life • Multiple benefits experienced, both personally and professionally:

o Increased confidence, courage o Expanded network and global perspective o Viewed by others as leaders, given more responsibility; sought after as subject matter experts, and

community leaders relative to their project/vision. o Reported experiencing better communication and relationships, career advancement, and more

energy/well-‐being • Well above average assessment of WLW’s impact on their success and ability to network effectively • On the difference made to their success (in fulfilling, moving toward their vision), on a scale of 1-‐10, with 10

being “a very significant difference” 60% rated WLW as 8 or above Noted below are some of the quantifiable local impacts reported by alumna after participating in WLW training:

• Able to reach out to more than 12 million radio listeners in sub-‐Saharan Africa; • Trained 12 head trainers, who oversee 810 community trainers, who serve 250,000 girls and 25,000 boys. • 5,000 villagers in the Manyesa area are beginning to take ownership of their own development. • Serving 125 women in India within four months of beginning operations there. • Established a “Living Library” in Golcuk Art Center that 27,000 people visited in 1.5 years. • Trained 60 Journalists on gender-‐sensitive reporting to promote women candidates in Ghana’s 2008

Parliamentary elections. • Over 600 Veterans, Wounded Warriors and Caregivers trained in Healthcare and IT, with 2,000 more

estimated this year. • Expanded operations from 10 to 18 hospitals in 18 months. • Recruited 81 trekking guide trainees annually; received award for positive impact on Nepal GDP • Trained the Capacity Development Unit, Adolescent Development Programme, Education, BRAC in

Bangladesh serving 250,000 girls and 25,000 boys. BRAC the world's largest non-‐government organizations. • Purchased 120 acres of land for women survivors of domestic violence. Purchased one brick maker • Attracted 2,500 participants to the Tropical Farmers conference in Mexico.

Part of our future plans is to increase the ability of GWLN members and WLW graduates to report on and share best practices from their social justice projects via web-‐based tools. Currently, we are piloting an outcome mapping and impact measurement initiative with some WLW graduates using the Open Action web portal. The GWLN Business Model – to date GWLN’s success to date is a tribute to the entrepreneurial spirit and generosity of hundreds of Californians. We have no permanent staff, relying on hundreds of volunteers and a few people who are paid through program grants on a part-‐time contractor basis. According to the Foundation Center, each hour of labor volunteered is valued at $20.61/hr.6 GWLN volunteers donate over 5,500 hours each year, valued at over $110,000 in in-‐kind services. Moreover, each year we are fortunate to call upon the services of an elite corps of professional coaches whose services, valued at over $250/hour would normally be out of reach for most WLW participants, but who make themselves available to WLW participants as coaches throughout a three-‐month long process. Santa Clara University’s Leavey School of Business provides us with meeting space, financial oversight, web services, etc. To pay for out-‐of-‐pocket expenses such as airfare, lodging, etc., we have raised over $650,000 from individuals, corporations, and a few small foundations, particularly private family foundations.

6 Corporation for National and Community Service. “Research Brief: Volunteering in America Research Highlights.” (2009).


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The Future GWLN’s FUTURE goals are ambitious and focused on the Global South. In quantitative terms, they are: • 1,000,000 people ‘s incomes are increased at least 5 fold through interaction with the GWLN Network by

International Woman’s Day, 8th March 2013 At the heart of the GWLN culture is a passion for results. Economic empowerment means that people have more income. The greater GWLN Network includes our program graduates, faculty, staff, partners, donors, sponsors, and the people in the communities/organizations who these people are working with.

• 2500 Leaders in the Inner GWLN Network by International Woman's Day, 8th March 2013 The inner GWLN Network consists of graduates of all of our current and future leadership training and exchange programs. Thus, it currently includes the 100 graduates of Women Leaders for the World, the 75 students who have participated in the Global Fellows program, and the 20 (men and women) who are attending the Global Leaders for Justice program this summer plus our core staff and faculty – about 250 people. Reaching this 10X level in the next 3 years requires new approaches beyond just an expanded schedule of WLW programs. Our direction includes defining and scaling a Train the Trainer (T3) program in 2 to 3 developing countries7 and utilizing technology to enable vastly improved communication, including the sharing of best practices worldwide.

• GWLN is a sustainable organization by 12/31/10 Sustainable means having the funds and permanent staff required to offer regular programs and to nurture the network without disruption. We are targeting $5M by the end of December this year.

• Creating a version 1.0 kit of tools and training materials for in-‐country distribution by 12/31/10. To reach these ambitious goals requires leveraging GWLN assets: 1) knowledge of transformative leadership education, 2) our human network, and 3) an emerging technology platform. Garnering massive social impact will require using these assets well and finding, funding, and supporting initiatives that are ready to scale. Here are 7 strategies that we hope to implement to transform inputs into transformative outcomes:

1. Develop coherent, seamless, and extended learning experiences that link formal and informal education channels and convey the excitement of self-‐transformation and actualization. Make these available through an open source model via the Internet.

2. Provide high-‐quality, leader training to people in partner organizations (local community based organizations) so they can train local people in local language over the longer term.

3. Help to scale projects and programs proven to help women and girls succeed.

4. Find more established, in-‐country strategic partnerships serving high numbers of women and children. 5. Find and provide online measurement tools such as Open Action and Making the Case (from the Women’s

Funding Network) so the trained leaders can articulate their progress and prove the results 6. Embrace new technologies as a means of delivering workshops for graduates, companies, and the general

public. Two in-‐kind grants from Webex and LINQTO in 2010 will provide the initial tools to pilot and refine various offerings using a cost-‐effective Internet collaboration platform.

7. Partner with larger NGO’s for funding of WLW courses and building a worldwide ICT infrastructure to employ new media and social networking. Potential collaborators include Ashoka, the global association of the world’s leading social entrepreneurs; the Center for Science, Technology & Society at Santa Clara University, CEDPA (Center for Development and Population Activities); Icon Academy in Uganda, Women’s Funding Network, the Turkish Women’s Initiative, and KAGIDER, the Women Entrepreneurs Association of Turkey. In the economic security arena these will be micro-‐finance institutions (international as well as those in various countries), banks, the Leavey School of Business, Women’s Initiative, CEO Woman, etc.

7 A pool of young trainers is created and utilized for GWLN programs, particularly in Global South countries


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Our policy is to work for women, in partnership with men, and to create an environment conducive to broad participation. We build bridges of trust, respect and friendship and offer advice and constant follow-‐up to our trainees and graduates. We constantly strive to ensure quality, uniqueness, inclusion, innovation and long-‐term focus. We focus on transformational and ethical leadership practices. We continually monitor qualitative and quantitative metrics in planning and managing outcomes. Funding for this project would allow GWLN to put in place the infrastructure, including a small cadre of permanent staff to broaden the impact of our programs. Pilot Project Timeline Year 1: International Outreach & Capacity Building

o Engage partner-‐candidates for in-‐country training of trainers and participant training sessions. o Travel, talk and train: provide technical assistance to partner or anchor sites to enable delivery of

quarterly trainings. Observe the trained leaders in their element – with their teams. o Design, develop and deliver: localize curriculum, coaching and collateral for outreach.

Year 2: Share and Scale Best Practices

o Document, analyze and share emerging best practices in women’s leadership development training and capture data on subsequent transformational outputs and outcomes as lessons learned among the GWLN partner ecosystem.

o Leverage ICT and other social networking technologies to accelerate adoption, implementation and communication of WLW participant project insights, challenges, and triumphs in the field.

o Publish and present research data at sector conferences, women’s events and social justice forums.


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Who We Are Organization Name: Global Women’s Leadership Network (GWLN) Contact: Linda Alepin, GWLN, Founding Director Email: [email protected] Organization Website: http: //www.gwln.org Organization Phone: +1 (408) 551-‐1831 Organization Address: GWLN, Santa Clara University, Lucas 316c, 500 EL Camino, Santa Clara, CA 95053 USA Is your organization?

A non-‐profit/NGO/citizen-‐sector organization: GWLN is a sponsored program at the Leavey School of Business at Santa Clara University.

How long has this organization been operating (please delete those that don’t apply)?

More than 5 years What is this organization’s annual budget (in USD. Please delete those that don’t apply)?

Less than $499,999

Does your organization have a board of directors or an advisory board? YES, both Does your organization have any non-‐monetary partnerships with NGOs? YES Does your organization have any non-‐monetary partnerships with businesses? YES Does your organization have any non-‐monetary partnerships with government? NO Funding sources:

Friends and family Individual donations Foundations Businesses

1 GWLN, c/o L. Alepin, Lucas Hall 316C, Santa Clara University, 500 el Camino Real, Santa Clara, CA 95053

June 18, 2010 Office of Global Women’s Issues U.S. Department of State 2201 C Street NW Washington, DC 20520 Dear Amb. Verveer and Ms. Rodin: In response to the Secretary’s Innovation Award for the Empowerment of Women and Girls Call for Concept Papers, the Global Woman’s Leadership Network (GWLN) respectfully submits the enclosed proposal requesting funding in the amount of $500,000 over three years in support of our replication and scaling initiatives for the Women Leaders for the World program. GWLN is committed to participatory and creative methods and approaches in providing quality and sustainable leadership programming to women and girls across the Global South. GWLN is creating the network, training programs, and leadership support systems necessary to embolden and enhance the capability of women leaders worldwide. A key part of sustaining results is the availability of a vibrant social network to facilitate continuous mentoring, training and collaboration. GWLN is committed to providing this network through the use of technology. The establishment of in-‐country academies and the gathering and sharing of best practices among a network of committed change-‐makers will further enhance the impact of this collaborative web-‐based platform. GWLN plans to expand and deepen its already existing and successful initiatives to include people of both sexes in a continuous process of cooperative learning and civic engagement. We are poised for continued success and believe that there is a current need to:

1. Expand the WLW program to cover additional in-‐country sites and to broaden their working network to include other Global South countries.

2. Facilitate networking, mentoring and exchange of information between WLW participants via partnership with LINQto and WebEx to provide ICT training and technical assistance.

3. Upgrade training materials, books and video resources for GWLN while creating an online version of some sections of WLW under a Creative Commons license.

4. Design joint programs with other in-‐country women’s NGOs that do programming for young women and men in general and develop and expand international networks dealing with the status of women

5. Bring in subject area specialists for areas of network building, scaling operations, entrepreneurship, and economic security/sustainability. .

6. Exchange best practices to enable the ongoing sustainability and scalability of successful social ventures.

7. And, GWLN will encourage the formation of an alumni network of graduates and selected members to form a WLW Advisory Council. This council will include outstanding graduates of GWLN programs who will be responsible to support the GWLN management with information on women needs and expectations of their respective leadership projects. They can also aid in outreach for potential trainees, and potential supporters and advocates, as well as follow up with training graduates to perform alumni network activities. They will come from both locally based organizations in the Global South as well as internationally dispersed organizations such as Room to Read, Women’s Funding Network, and Global Fund for Women.

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GWLN’s mission is to create a new future for humanity by training and galvanizing women leaders to bring us all to a world where there is universal economic security in harmony with nature. We fulfill on this mission by providing leadership education and partnering with organizations to provide other necessary vocational and life skills. Women Leaders for the WorldTM (WLW) is GWLN’s highest impact program. Annually WLW brings together 20-‐25 international participants from multiple sectors—business, government, nonprofit, academia—to explore what it is to be a global citizen and innovation leader, and to expand women’s leadership capacity and capability. Each woman must bring a visionary project she wants to implement, as well as the commitment to achieve significant milestones after completing the program. Rare, among training sector offerings, WLW is a leadership program for global women leaders. Moreover, the residential portion of the program is followed by three months of coaching and mentoring conference calls. From experience and research, we understand that the coaching during and after the classroom sessions is a key component of the process that enables ongoing breakthrough results. WLW is focused on sparking innovation, creativity, and breakthrough thinking; launching women into global leadership roles; and expanding women leader’s capacity and capability for creating networks, coalitions, and alliances. The intensive, residential portion of the program includes classroom presentations, small group sessions, reading and reflection, all designed to have participants assimilate new information that enables them to take their project to the next level. Afterwards, three months of coaching, along with on-‐going communication among cohort members, supports implementation of plans formulated and revised during the course of study. This year, GWLN is partnering with the Santa Clara University Law School to offer a “themed” WLW program called Global Leaders for Justice. GLJ will bring together social justice leaders including business, government, non-‐profit organizations, and academia. These are leaders who have demonstrated their commitment to social justice; for example, leaders in human rights, the environment, health care, or other areas of public interest. With your support we envision a more just and humane world led by women and men committed to economic sustainability and social justice for all. For clarification or additional information, please feel free to contact me at [email protected] or (650) 948-‐4122. Respectfully submitted,

Linda T. Alepin Founding Director, GWLN

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GLOBAL WOMEN’S LEADERSHIP NETWORK (GWLN) OVERVIEW AND HISTORY Global Women’s Leadership Network (GWLN) is a non-governmental, non-profit organization that has been training women leaders with a vision who are willing to catapult themselves and their communities from “excellent to extraordinary” since 2004. GWLN was founded to develop the leadership capacity of women who aspire to transform their organizations, communities and the world. Generally, women play a limited role in decision-making processes and are underutilized in most economies. GWLN’s vision is a world in which capable, competent and committed women assume leadership roles across all domains of society. Over the past 6 years, graduates from the Women Leaders for the World (WLW) program have embraced, extended, and embodied GWLN’s vision by carrying out social justice projects that challenge and change the status quo in their communities. The transformations take place across three spheres: 1) the individual, 2) the relational, and 3) the social domains. Three examples of work conducted by WLW alumna instantiate these transformations across these interdependent domains:

1) The Individual (Whole Woman): Sema Basol is a Turkish American who has lived in the United States for more than 25 years. She had a very successful career at Mattel Toys – launching and building the Barbie Doll Clothes for Girls product line to over $1B. She left her business career and helped to start the Turkish Space Camp for kids from around the globe. As her family grew up and left home, she found herself thinking more and more about her vocation. She began working with GWLN and participated in WLW. From her work there, she has started the Turkish Women’s Initiative which is bringing creativity and entrepreneurship to young women in universities in Turkey. She knows that she is fulfilling her purpose – to be a bridge between the United States and Turkey.

2) The Relational (Whole Leader): Alma Cota de Yanez is the Director of an

organization called FESAC ((Fundacion del Empresariado Sonorense, A.C.) in Nogales, Sonora, Mexico. In 2005 when she came to the Women Leaders for the World leadership education program, she was, according to her own words, a “loner with a coffee pot and a copier”. Her project was to obtain 1 (yes, just 1!) computer for the 30 NGO’s that she assists. Within 8 weeks of leaving the leadership program, she had obtained 27 computers to fuel the various worthy causes she fosters. Five years later, her organization is raising hundreds of thousands of dollars to develop this border town. Her organization is recognized for its role in ensuring that life-giving services are available to the citizens of her city and that it does not become another “Tijuana.” Through her outreach and contact with partners, Alma helped reorient how people in Nogales viewed philanthropic initiatives. Her efforts changed the conversation among her predominantly Catholic community from one focused on the piety of “individual charity” to one focused on the need for “social investment.” Alma led a purposeful shift in moving the philanthropic community of Mexico from a traditional culture of charity to one of investment in empowerment.

3) The Social (Whole World): Maame Yelbert-Obeng is a native of Ghana and a grant officer with Global Fund for Women. Maame’s mission has been furthered by WLW in helping her to define her vision of implementing “a new paradigm of leadership.” She is now dedicated to fostering a new wave of leaders that are “empowered at every level who lift others up around them.” Maame recognizes that a vision is only as powerful at its implementation. As a result, she currently utilizes her global leader skill of enrollment rather than marketing to connect her vision to that of others to

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ensure the commitment of both parties. She recently partnered with another graduate, Melinda Kramer to initiate a water project congress in Africa. Maame found herself stepping far beyond her normal role of “grantor” into a leader at the event helping other women to shatter the traditional role of transporting water to engineering fresh water projects.

Women, like Sema, Alma, and Maame represent the largest pool of untapped talent in all societies. GWLN’s mission is to create a new future for humanity through liberating these women leaders to bring us all to a world where there is universal economic security. We fulfill on this mission by providing leadership education and partnering with organizations to provide other necessary vocational and life skills. The 100+ graduates from the Women Leaders for the World program represent 29 different countries from Africa, Asia, Latin America, Europe and USA. More importantly, about 90% of them are from not-for-profit entities, many of them grassroots organizations. We have provided whole or partial scholarships for 90% of these women to attend the residential program in Silicon Valley. GWLN PROGRAM AND PROJECT GOALS:

1- Improving the ability of women from diverse fields - particularly young women and those serving underserved populations - to take on a transformative leadership role;

2- Increasing the access of women to opportunities for participation in the economic and civic spheres;

3- Mobilizing our networking capability - locally, regionally and internationally through the strategic use of information & communication technology (ICT);

4- Raising the level of awareness of the global need to unleash the power of energized and engaged women leaders; and

5- Accelerating economic security for women through social entrepreneurship and social venture incubation.

As an organization dedicated to a new future for humanity through social change GWLN is seeking ways to accelerate the impact being made. As such, we focus our technical assistance and capacity-building efforts around: 1) education, 2) entrepreneurship, and 3) leadership. GWLN’s strategies to accelerate the building of social justice and economic security include:

1. Leadership training – today held in the U.S. for global leaders; in the next 5 years by establishing women’s learning centers in Africa, Asia, and the Middle East

2. Consulting: Using the knowledge and expertise of our global network to discover and support the rapid growth of civil society and business organizations with high social impact potential. Activities will include research, coaching, and business model development.

3. Partnering with international groups and members of GWLN to accomplish A & B while spreading awareness of women’s impact.

4. Mentoring: Enlisting the social capital across GWLN’s “human network” to foster mentoring, coaching, sharing and visioning between alumna and partners worldwide.

WHY INVEST IN WOMEN AND GIRLS? Documented evidence on the positive impact of investing in women and advancing women’s rights continues to grow, for example:

• According to the United Nations, economies in the developing world grow by 3 percent for every 10 percent increase in the number of girls able to access secondary schooling.

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• The impact of education for girls extends into their adult years. Each extra year of education obtained by mothers results in a 5-10% reduction in the mortality rate for children under the age 5. (UNFPA)

• World Bank data collected during 1990s and early 2000s from 87 villages in Bangladesh showed that when women started small businesses to increase their income, they spent the money on improving the welfare of the family, including education for both girls and boys. Household welfare was significantly better than when men controlled the income.

These are but a few examples of studies showing that educating and empowering women and girls are among the most cost-effective means to long-lasting development. Educated and empowered women and girls marry later, earn more, and have fewer, healthier and better-educated children. Moreover, it is increasingly being recognized that there can be no peace, security, or sustainable economic development without women’s equal participation in all spheres of society. GWLN has long believed that empowering women is the RIGHT thing to do: it is also the best means of ending violence, reducing poverty and creating a more just, free world. In fact, the 2009 World Survey on the Role of Women in Development makes the argument that gender equality in the distribution of economic and financial resources has positive multiplier effects for a range of key development goals, including poverty reduction and the welfare of children.1 However, the current global financial and economic crisis challenges progress made in gender equality in many areas.2 Despite considerable progress on many aspects of women’s economic empowerment through increases in educational gains and share of paid work, deeply entrenched inequality persists as a result of discriminatory norms and practices. The pace of change has been slow and uneven across regions. In many parts of the world, women continue to face discrimination in access to land and other productive resources, as well as to infrastructure, services and technologies needed to facilitate their effective use of those resources. Their access to financial services is often limited. Without access to the economic resources provided through social protection, many women are unable to insure themselves against contingencies arising from old age, ill health, disability, unemployment and other life-crises.3 Moreover, historical data and research by the UN Development Program over the last 3 decades reveal that there is a statistically significant positive association between gender equality and economic development.4 Not surprisingly recent research provides empirical evidence indicating that a country failing to close the gender gap in education and employment could experience a decrease in per capita income of 0.1 to 0.3 percentage points per annum. In view of the above, issues surrounding gender equality need to be addressed for effective and sustainable economic and human development. Today, there is a heighted awareness--if not the political courage--among policy-makers worldwide of the need to accelerate social investments to improve the lives of women and to provide them with the technologies of self (e.g. employment, education, empowerment, etc.) needed to participate fully as global citizens, workers and change-makers.5 The potential return on investment speaks for itself:

1 United Nations (2009). World Survey on the role of women in development: women’s control over economic resources and access to financial resources, including microfinance. New York: Division for the Advancement of Women. 2 King, R. and C. Sweetman (2010). “Gender perspectives on the global economic crisis”, Oxfam International Discussion Paper, Oxford. 3 United Nations (2010). World economic situation and prospects 2010. United Nations publication Sales No. E.10.II.C.2. 4 Abu-Ghaida, D and S Klasen (2004) The Costs of Missing the Millennium Development Goal on Gender Equity. IZA DP, no 1031. 5 International Labour Organization (ILO). 2008. Global Employment Trends for Women, March 2008. Available from: http://www.ilo.org/wcmsp5/groups/public/---dgreports/---dcomm/documents/publication/wcms_091225.pdf

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In 2006, The Economist estimated that over the past decade, women’s work has

contributed more to global growth than China.6 The Economist further noted that if Japan raised the share of working women to

American levels, it would boost annual growth by 0.3% per year over 20 years.7 EU has reported that different countries and regions of the world could

dramatically increase GDP simply by reducing the gap in employment rates between men and women: the Eurozone could increase GDP by 13%; Japan by 16%; the US by 9%.8

When women are afforded the equality of opportunity that is their basic human right, the results can be striking. Chris Grumm, president and CEO of the Women’s Funding Network, Judy Patrick, president and CEO of the Women’s Foundation of California, and Kavita Ramdas, president and CEO of the Global Fund for Women said this in a March 2009 editorial in the San Francisco Chronicle, “…as lawmakers and economists attempt to find a way to stop the downward spiral and rebuild the economy, investing in women and women-led solutions must be central to any plan. Women are capable of forging lasting change, starting with their families, then transforming entire communities and beyond.” MEETING THE NEEDS OF WOMEN Worldwide women represent the largest untapped source of leadership. GWLN’s vision and approach are built around three core principles for creating authentic, transformative and emboldened leaders embodying the quintessence of their character and community:

• Whole Woman -- as an individual, fulfilling her purpose

• Whole Leader -- inspiring and enrolling others because they are needed to fulfill a vision

• Whole World -- as part of a network, that is working to ignite a new future for humanity GWLN is committed to participatory and creative methods and approaches in providing quality and sustainable leadership programming to its target groups with a focus on increasing opportunities of women and the poor based respect for human rights. GWLN and TRANSFORMATIONAL LEADERSHIP EDUCATION Transformational leadership education engages the leader intellectually and emotionally9 and alters their assumptions and worldview. This produces a significant and irreversible shift in understanding and behavior10 According to adult learning theorists11, the transformational learning process is an inherent part of expanding personal agency, a critical task in the process of becoming a leader. For example, Zaleznick12 argued that leaders are twice-born individuals, and Bennis13 noted “What distinguishes the leader from everyone else is that she takes all of her life experiences…and makes herself all new and unique.”

6 Economist. 2006. The importance of sex (April 15). Retrieved 6 February 2009 from Academic Search Premier database. 7 Ibid. 8 International Trade Union Confederation (ITUC). 2008. Report on the Global Gender Pay Gap. Available from: http://www.ituc-csi.org/IMG/pdf/gap-1.pdf 9 Kegan, R. (2000). What ‘form’ transforms? A constructive-developmental approach to transformative learning. In J. Mezirow (Ed). Learning as transformation: Critical perspectives on a theory in progress (pp. 35-69). San Francisco, CA: Jossey-Bass. 10 Mezirow, J. (1991). Transformative dimensions of adult learning. San Francisco, CA: Jossey Bass. ; Clark, C.M. (1993). Transformational learning. In S.B. Merriam (Ed.), New directions for adult and continuing education: no. 57. An update on adult learning theory. (pp 47-56). San Francisco, CA: Jossey Bass 11 (Kegan 2000; Mezirow. J. (2000). Learning to think like an adult: Core concepts of transformation theory. In J. Mezirow (Ed.), Learning as transformation: Critical perspectives on a theory in progress (pp. 3-33). San Francisco, CA: Jossey-Bass; Rogers, C. R. (1961). On becoming a person: A therapist’s view of psychotherapy. New York: Houghton Mifflin Co. 12 Zaleznick, A. (1977). Managers and leaders: Are they different? Harvard Business Review, May/June, 67-78. 13 Bennis, W. (2003). On becoming a leader. Basic Books: New York. , p 62

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The GWLN transformational learning process for women’s leadership education involves the first four phases depicted in Figure 1.14

Figure 1: The process of WLW leadership transformation. When a leadership opportunity is encountered, it becomes salient, occupies the forefront of the WLW learner’s emotional and intellectual attention, and creates the conditions for meaning making. In an effort to overcome a problem and achieve a goal, the individual seeks new information that would enable her to understand what she has to do to overcome difficulties and effectively pursue desired outcomes. This leads to the third phase of transformational learning, achieving a transformative insight, “epochal, a sudden dramatic, reorienting insight or incremental involving a progressive series of transformations in habits of mind”15. Once a transformative insight is achieved, it tends to be irreversible16. Finally the emerging WLW leader must connect the transformative insight to her everyday leadership practice through an evolving shift in thinking and acting—a re-framing. CURRENT ACTIVITIES/ PROGRAMS

• Women Leaders for the WorldTM (WLW) is GWLN’s flagship program. Annually WLW brings together 20-25 international participants from multiple sectors—business, government, nonprofit, academia—to explore what it is to be a global citizen and innovation leader, and to expand women’s leadership capacity and capability. Each woman must bring a visionary project she wants to implement, as well as the commitment to achieve significant milestones after completing the program. Rare, among training sector offerings, WLW is a leadership program for global women leaders.

The residential portion of the program is followed by three months of coaching and mentoring conference calls. From experience and research, we understand that the coaching during and after the classroom sessions is a key component of the process that enables ongoing breakthrough results. WLW is focused on sparking innovation, creativity, and breakthrough thinking; launching women into global leadership roles; and expanding women leader’s capacity and capability for creating networks, coalitions, and alliances. The intensive, residential portion of the program includes classroom presentations, small group sessions, reading, research, and site visits, all designed to have participants assimilate new information that enables them to take

14 Mezirow. J. (2000). Learning to think like an adult: Core concepts of transformation theory. In J. Mezirow (Ed.), Learning as transformation: Critical perspectives on a theory in progress (pp. 3-33). San Francisco, CA: Jossey-Bass. 15 Mezirow. J. (2000). Learning to think like an adult: Core concepts of transformation theory. In J. Mezirow (Ed.), Learning as transformation: Critical perspectives on a theory in progress (pp. 3-33). San Francisco, CA: Jossey-Bass. (p. 21) 16 Clark, C.M. (1993). Transformational learning. In S.B. Merriam (Ed.), New directions for adult and continuing education: no. 57. An update on adult learning theory. (pp 47-56). San Francisco, CA: Jossey Bass.

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their project to the next level. Afterwards, three months of coaching, along with on-going communication among cohort members, supports implementation of plans formulated and revised during the course of study. This year, the GWLN is partnering with the SCU Law School to offer a “themed” WLW program called Global Leaders for Justice. GLJ will bring together social justice leaders including business, government, non-profit organizations, and academia. These are leaders who have demonstrated their commitment to social justice; for example, leaders in human rights, the environment, health care, or other areas of public interest.

• A Global Innovation DialogueTM (GID) brings together up to 200 people for facilitated conversations around a particular theme. Speaker presentations, from thought-leaders and innovators, provide a framework for small-group discussions in which participants explore challenging, and sometimes counter-intuitive, ideas. Speakers have included Dr. Nancy J. Hafkin, a leading scholar of gender and information technology; acclaimed photojournalist Paola Gianturco; and Anne Firth Murray, a leader in international health policy and women's reproductive health.

• At the WellTM events are designed for groups of people, in dialogue, to forge meaningful connections, to recognize and to boldly tap into their own leadership potential. Attendees are inspired by a personal story of transformation followed by thought-provoking conversations that guide them to discover new practices and actions in leadership. These conversations focus on a range of life experiences, from fulfillment of personal dreams to collaboration for social justice through economic and gender equality, and open up new expressions of leadership.

• Global Fellows ProgramTM: Santa Clara University is dedicated to educating

leaders of competence, conscience, and compassion. The Leavey School of Business Global Fellows Program provides a meaningful 5 – 7 week globally oriented work experience for undergraduate students. Approximately 30 students per year work with graduates of the Women Leaders for the World program in their organizations around the globe. Over the next several years, this program will be the model for expansion into other forms of “exchanges” for both students and adults.

Longer term, programs such as the Global Fellows and Social Justice Projects provide innovative approaches with a focus on experiential learning, networking, leadership and skill building, all designed to prepare women and men to be agents of change in civil society, as well as social entrepreneurs and innovative business owners. EVALUATION Since its inception, GWLN has conducted evaluations of its major activity – the Women Leaders for the World program. Feedback is solicited from both participants and faculty on a daily basis during the course and a final evaluation is collected at the end of the residential portion of the program. Both the participants and the coaches submit reports at the end of the 3-month coaching period. These reports provide both narrative and financial documentation of resource expenditures and review objectives, successes, challenges and future plans. In 2009, GWLN completed a research project to document the first four years of WLW programs through a quantitative and qualitative survey. The results were analyzed and both a summary and a detail report issued. This survey is available on the organization’s website at www.gwln.org.

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The results of the WLW survey were gratifying and heartening. WLW alumni reported that they have an increased sense of confidence and courage, clearer visions, more influential communication skills, an expanded and supportive network, a global perspective, and renewed energy to deal effectively with the challenges they face. They reported new instances of being perceived as leaders by their communities and governments. Over 90 percent of respondents said that the vision they had when they completed the WLW program continues to guide their life. Many of these same women reported their vision had expanded or evolved. They attributed this development to their increased confidence and their ability to share their vision so others could participate, thus removing the pre-WLW perception that they no longer “had to do it all” themselves. While 88 percent of respondents reported that WLW had a positive impact on them personally and on their vision, 59 percent reported that the program, especially the coaching, made a “very significant impact” on their current success. They repeatedly stated that what they learned from WLW enabled them to reach key milestones and accomplish breakthrough results they that they previously did not think were possible. The WLW alumni and GWLN network has been a powerful tool for most graduates. Several themes arose during the research process: a “springboard effect,” social impact, teamwork and organization, economic impact, and the value of the GWLN network. Women learned through their experiences to shift their focus away from the problem to the solution and possibility, and to feel able to take more risks—what they called the springboard effect. Graduates were able to see the greater social impact of their visions and actions, positively affecting hundreds to thousands of people in their communities. As a result of participating in WLW programs, women leaders recognized they had increased collaboration in two areas: 1) within their organizations among team members, and 2) between their organization and other organizations, such as NGOs, government agencies, and nonprofits. The women created economic opportunities for women and families locally through business ventures and micro-lending that they were able to implement after their experience with WLW. The value and impact of the GWLN network was expressed in many ways, from women in different cohorts connecting to support each other's projects and visions, to women sharing the simple statement "I know other women are around the world, working to make a difference. I am not alone." More than half (54 percent) of the graduates contacted others in their WLW class on a monthly basis and often more frequently. FUTURE PLANS GWLN’s FUTURE plans are ambitious. In quantitative terms, they are –

1. 1,000,000 people are touched by the greater GWLN Network by International Woman’s Day, 8th March 2013

By touched, GWLN means people who have been positively impacted and their lives benefitted. The greater GWLN Network includes our program graduates, faculty, staff, partners, donors, sponsors, and the people in the communities/organizations who these people are working with. Our primary focus for these 1 million people will be those in the Global South.

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2. 500 Leaders in the Inner GWLN Network by International Woman's Day, 8th March 2013

The inner GWLN Network includes graduates of all of our current and future leadership training and exchange programs. Thus, it includes the 100 graduates of Women Leaders for the World, the 75 students who have participated in the Global Fellows program, and the 20 (men and women) who are attending the Global Leaders for Justice program this summer. Our core staff and faculty are also members of this network. Reaching this level in the next 3 years requires an expanded schedule of WLW programs, defining and scaling a Train the Trainer program in 2 to 3 developing countries, and utilizing technology to enable constant communication, including the sharing of best practices worldwide.

3. GWLN is a sustainable organization by 1st June 2011 Sustainable means having the funds and permanent staff required to offer regular programs and to nurture the network without disruption. Further, it means embracing technology as a means of delivering workshops for graduates, companies, and the general public. The 2010 grants of Webex and LINQTO will provide the initial tools to pilot and perfect various offerings.

Strategic alliances are vital to our work and plans for growth, providing assistance with recruiting and funding of WLW courses, hosting and presenting events, and building a worldwide ICT infrastructure to employ new media and social networking. Collaborators include Ashoka, the global association of the world’s leading social entrepreneurs; the Center for Science, Technology and Society at Santa Clara University, CEDPA (Center for Development and Population Activities); Icon Academy in Uganda, Women’s Funding Network, the Turkish Women’s Initiative, and KAGIDER, the Women Entrepreneurs Association of Turkey. Further partnerships to provide economic security will be micro-finance institutions (international as well as those in various countries), banks, the Leavey School of Business, Women’s Initiative, CEO Woman, etc. Global Women’s Leadership Network plans to expand and deepen its already existing and successful initiatives to include people of both sexes in a continuous process of learning and engagement. We expect to increase the number of women involved, particularly emerging professionals, broaden the geographic reach to other cities and cover marginalized and underprivileged women. Through its programs, GWLN will tackle unemployment, political and economical participation, and other current critical women issues. GWLN leadership and staff feel that there is a current need to:

1. Expand the program to cover additional in-country sites and to broaden their working network to include other Global South countries.

2. Facilitate networking, mentoring and exchange of information between WLW participants via partnership with LINQto and WebEx to provide ICT training and technical assistance.

3. Upgrade training materials, books and video resources for GWLN while creating an online version of some sections of WLW under a Creative Commons license.

4. Design joint programs with other in-country women’s NGOs that do programming for young women and men in general and develop and expand international networks dealing with the status of women

5. Bring in subject area specialists for areas of human rights, health, entrepreneurship, economic security and the environment.

6. Exchange best practices to enable the ongoing sustainability and scalability of successful social ventures.

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GWLN will encourage the formation of an alumni network of graduates and selected members to form a WLW Advisory Council. This council will include outstanding graduates of GWLN programs who will be responsible to support the GWLN management with information on women needs and expectations of their respective leadership projects. They can also aid in outreach for potential trainees, and potential supporters and advocates, as well as follow up with training graduates to perform alumni network activities. They will come from both locally based organizations in the Global South as well as internationally dispersed organizations such as Room to Read, Women’s Funding Network, and Global Fund for Women. Our policy is to work for women, in partnership with men, and to create an environment conducive to broad participation. We build bridges of trust, respect and friendship and offer advice and constant follow-up to our trainees and graduates. We constantly strive to ensure quality, Uniqueness, Inclusion, Diversity, innovation and long-term focus. We focus on embodied, authentic and ethical leadership practices. We continually monitor qualitative and quantitative metrics in planning and managing outcomes. Funding for this project would allow GWLN to put in place the infrastructure, including a small cadre of permanent staff to broaden the impact of the programs. GWLN WEB PORTAL DEVELOPMENT AND DEPLOYMENT In order to provide a persistent home and site of interaction for WLW graduates, alumnae and GWLN members, GWLN plans to design, develop and deploy a Web 3.0 portal that will serve as a learning community and platform for communication, collaboration and training during the multi-year grant period. At this portal, WLW alumnae and GWLN members will be able to track, monitor and disseminate information about their social innovations and projects, as well as partake of learning activities, track learning outcomes and explore additional social venture-related content, tools and resources tied to the annual WLW theme and ongoing GWLN initiatives. GWLN Web Portal will need to be integrated with the existing donor and member data stores and will need to be programmed to function seamlessly with the SQL-backend database system allowing for single-login functionality for current web properties stove-piped under sites for Yahoo, GWLN.org, and SCU, along with deployment of a new database-driven GWLN Training & Learning site for leadership and social entrepreneurship. The scope of work envisioned herein will cover:

1. Design, develop & maintain a GWLN website to house curriculum, including online course work (Or find a partner who will provide us with it.)

2. Design, develop, and implement a Web 3.0 platform using online groupware and multimedia tools. (Migrate current broad network and others to this platform)

3. Implement social networking tools, widgets, and website interfaces to Facebook, etc. to allow for streamlined content sharing and dialogue. This should include a video database to house user-generated videos & other exhibits about leadership from members of the GWLN ecosystem.

IMPLEMENTATION STRATEGIES Four key in-country growth strategies comprise the core work of the WLW Training of Trainers (TOT) field-based leadership development programming. GWLN will act as the source of inspiration and as the convening force to motivate and engage participants and WLW trainers in authentic, meaningful leadership training and practice.

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GWLN will:

1. Enter into strategic partnerships with community-based organizations (CBOs), initially and primarily with organizations serving high numbers of women and children. These partnerships will allow GWLN to co-develop and deliver "customized" learning experiences for train-the-trainer workshop participants and other partner educators, and will work to devise a strategy for implementing the an inspiring project into the partner organizations’ own curricula.

2. Develop coherent, seamless, and extended learning experiences that link formal

and informal education channels and convey the excitement of self-transformation and actualization.

3. Provide high-quality, leadership development training to partner organizations

and other area partner-prospects.

4. Help scale projects and programs proven to help women succeed. In our own work, we seek to find ways to take significant leaps forward to foster transformational change, not only at the level of the individual women, but also at the social plane. We look to stimulate large increases in the number of people served by our partners and ourselves. We believe that garnering massive social impact will require finding, funding, and supporting initiatives that are ready to scale--initiatives, like the ones inspiring the WLW participants in their quest for social justice.

BRIEF PROJECT TIMELINE

Year 1: Infrastructure & Network o Hire and staff GWLN to design, delivery and document program expansion

and institutionalization of the training methodology. o Build-out IT and ICT infrastructure and network to enable streamlined

communications and collaboration among partners, coaches and trainers including online instruction that supplements the current programs.

o Market and communicate the past success of WLW participants as means for securing interest, funding and buy-in from partners, media and other NGOs working with women.

Year 2: International Outreach & Capacity Building

o Engage partner-candidates for in-country training of trainers (TOT) and participant training sessions.

o Travel, talk and train: provide technical assistance to partner or anchor sites to enable delivery of quarterly WLW and TOT sessions.

o Design, develop and deliver: localize curriculum, coaching and collateral for outreach.

Year 3 to 5: Share and Scale Best Practices

o Document, analyze and share emerging best practices in women’s leadership development training and capture data on subsequent transformational outputs and outcomes as lessons learned among the GWLN partner ecosystem.

o Leverage ICT and other social networking technologies to accelerate adoption, implementation and communication of WLW participant project insights, challenges, and triumphs in the field.

o Publish and present research data at sector conferences, women’s events and social justice forums.

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THE FUTURE OF GWLN EVALUATION To measure efficacy in meeting our goals, GWLN will administer a series of surveys to trainers and WLW participants, capturing both qualitative and quantitative data. In addition, feedback from in-country program directors will be captured for field-based pilot programs and social ventures. Our goals are four-fold: (a) to have a complete understanding of what participants and teachers expect in the way of program deliverables, (b) to measure participant and trainer satisfaction, (c) to measure knowledge retention and personal transformation, and (d) to evaluate engagement and implementation post-intervention. Our goal is that 85% of the WLW graduates will have begun implementation and replication of their WLW projects during the 12 months after their initial training. With this measurement information, GWLN will fine-tune key program areas to maximize learning and training benefits. We are also considering hiring a professional evaluation company to help construct and manage the “measurement program,” as noted above. In addition to surveys, GWLN will encourage and collect WLW participant work products (i.e. journals, letters and plans) that show what information has been learned and reinforced over their personal coaching and mentoring sessions. Further, we will track the number of WLW participants that inspire others in their home regions to enroll in WLW-related training and other developmental training offered by in-country partners year-after-year to help monitor and track growth and program impact. Currently, we serve 20-25 women per year. With funding over 3-5 years, we plan to enroll and train 30 partner organizations or training of trainers anchor sites in the US and abroad to enable us to reach 3,000 women. Each anchor site or partner will sponsor 4 quarterly training sessions and will train 100 women per year. For In-Country GWLN & WLW Projects: Site visits by the WLW team and solicited feedback from Advisors and peer organizations of the WLW participant are also used to assess the impact and success of their particular project. Site visits often include meeting with clients served by the program as well as an opportunity to assess WLW participant’s project’s strengths and weaknesses. Gathering feedback from our WLW Advisory Council (a volunteer panel of local partners, affiliates and experts based in the countries where GWLN has identified strategic partners committed to seeing WLW program growth and project implementation) over the next 5 year in Uganda, Turkey, and India. With funding from this grant, GWLN will allocate 10% of total project costs to outcome measurement and impact analysis. All phases of the evaluation process from needs assessment to formative evaluation to remediation strategies and finally with a comprehensive, mixed-method summative protocol capturing lessons learned, success choke-points, growth accelerators and breakthroughs conducted by independent consultants that assess the effectiveness and impact of WLW participation. In the next 12 months, GWLN will further develop its evaluation framework working with colleagues at the Women’s Donor Network to spur the adoption of their online tool, Making the Case. This rollout will allow for more effective monitoring structures within the internal processes of all the organizations associated with GWLN as well as GWLN itself. We will be seeking special grant from the Draper Fisher Foundation to provide the seed money to help streamline our outcome planning and management practices. This grant project will examine whether transformational learning does occur and persist for women leaders participating in GWLN training programs such that perception change is permanent, leading not only to new behavior but a process in which a WLW participant undergoes continual learning in her social milieu—incorporating a fundamentally new sense

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of self in an unchanged setting. In short, we seek to understand how women tap into their authentic and creative selves to become the very change they seek in the world. INTENDED OUTCOMES

Objectives for Grant Sources Monitoring Frequency

Progress Check

Due dates Objective 1—WLW Expansion & Outreach

Metric A –Increase by 4X the number of WLW trainings held each year, from one to four; or 1 per quarter in the USA

Event Attendance rosters

Quarterly June 2011 June 2012 June 2013

Metric B—Increase by 50% number of trainers & TOT offerings delivered

Event Attendance rosters Quarterly

June 2011 June 2012 June 2013

Metric C—Increase by 100% number of coaches/mentors engaged

Trainer commitments & #

of coaching sessions delivered


Objective 2—TOT Programs & Partner Outreach Metric D—Enroll & certify 2 in-country transformative leadership training partners in India, Turkey, and Africa respectively

Partner commitments


Metric E—Engage, enroll & train 3,000 transformative leadership participants over 3 years through the training partners

Labs enrollments; attendance rosters; post-event surveys

Annually June 2011 June 2012 June 2013

Metric F—Increase use of ICT Network among the inner network

Server Logs & Google Analytics for the website

Audience feedback from online broadcasts


Objective 3—WLW Participant Engagement & Implementation Metric G—Ensure 95% of WLW graduates complete coaching and implementation phases

Post-coaching surveys &

implementation reports


Metric H—Ensure 85% of all WLW graduates and alumnae recruit at least one additional participant for WLW and refer at least 1 potential partner for in-country hosting to foster scaling of effort

Recruitment commitment &

referral commitments


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Objectives for Grant Sources Monitoring Frequency

Progress Check

Due dates Metric I—Document, and analyze WLW alumnae impact through the use of Making the Case tool

Participant provided content & realia; case studies

& testimonials


STRUCTURE, PARTNERS, DONORS, AND FUNDS: GWLN has a Governance Board of nine members chaired by Carol Sands, a successful woman venture capitalist in Silicon Valley. The Governance Board executives provide guidance and support to the strategic direction of GWLN programs and activities.

GWLN has a volunteer operations team that is chaired by Linda Alepin, Founding Director of GWLN. The total number of volunteer, part-time staff ranges from 10 to 15 to carry on general administrative duties and expands to almost 100 people to handle leadership programs. The volunteer resource mobilization unit works to establish good links with donors regionally and nationally. GWLN has gained the trust of several donors who supported various programs and projects. These donors include:

• Carol Sands, Venture Capitalist • The Morgan Family Foundation • The Perl Nelson Family Foundation • Indians for Collective action • Anonymous Supporters (both institutional & individual)

Additionally, we acknowledge the sponsorship of the Leavey School of Business at Santa Clara University in Silicon Valley as an essential element in our success. We are grateful to many individuals and organizations for funding our initiatives. We salute the hundreds of volunteers and the thousands of hours they have given to make all of our efforts happen. GWLN has maintained excellent relations with the SCU administration, in the person of the Dean of the SCU Business School drawing upon the university’s expertise in innovation, collaboration, and entrepreneurship. GWLN is a member in several local and regional women and human rights networks.

SUSTAINABILITY GWLN takes into consideration that all its projects should have an element of sustainability to its activities. This is achieved by the paid-for training programs that are offered to the general public. This sector of GWLN generates income that can cover operational costs of GWLN. Earned Income Strategies: A major sustainability strategy that GWLN will explore and pilot during the grant period is the establishment of a fee-based consulting and technical assistance agency. This business unit will serve as a means of channeling the energies and talents of GWLN members, WLW alumnae and in-country affiliates toward revenue-generating activity in the service of disseminating best practices and replicating scalable social enterprises and innovations. Discussions are currently under way with an

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international development fund to explore synergies and collaborations around venture identification, innovation implementation and portfolio management and support. GWLN believes that its pool of talent and accumulated expertise in social innovation & enterprise incubation merits business plan development and a feasibility study to determine the market potential of entry into the sustainable development consultancy sector. Additionally, GWLN envisions partnering with regional development agencies and other government entities to provide technical assistance and consulting services for international actors seeking to implement gender-responsive development and leadership training projects. The business model is premised on the organic growth of strategic relations and development of a WLW partner ecosystem that could be tapped to help provision services and products to clients in the Global South, as well, as serve as a vital resource to agencies in the Global North working to meet Millennium Development Goals by 2015 and beyond. Given the realization by the global community that MDGs will not be met, GWLN believes it can fill a need to help close the gap in meeting four of the eight goals related to improving the condition and status of women.

WLW Volunteer Corps: Part of the scaling of GWLN operations will rely on training of trainers (TOT) activities that ensures a pool of young trainers is created and utilized for GWLN programs, particularly in Global South countries. In addition, volunteerism is highly encouraged in GWLN and different workshops are provided to women to increase their sense of responsibility (Global Citizenship) and ownership of their WLW project (Enrollment), targeting their fellow youth and elders. According to the Foundation Center, each hour of labor volunteered is valued at $20.61/hr.17 GWLN volunteers donate over 5,500 hours each year, valued at over $110,000 in in-kind services. Moreover, each year we are fortunate to call upon the pro-bono services of an elite corps of professional coaches whose services, valued at over $200/hour would normally be out of reach for most WLW participants, but who make themselves available to WLW participants as coaches and mentors throughout a three-month long process.

CONCLUSIONS AND LESSONS What are the lessons learned from six years of program and network implementation? For the major program, WLW graduates come to understand leadership as the capacity of a system or a community to co-sense and co-create its future as it emerges. At the root of holding on to the outdated models of leadership development is the single-person-centric concept of leadership. Yet real leadership always takes place through collective, systemic, and distributed action. Seeing things in this light—leadership as the capacity of a community to co‐sense and co-create its emerging future—shifts our framing of leadership development from building individual skills to igniting fields of inspired connection and action among women. The GWLN network is one of these fields of inspired connection. In our work with women from across the globe, we have learned that innovative leadership development is not about filling a gap but about igniting this field. We have found the following seven enabling conditions to be critical:

(1) A shared desire to innovate among the participating individuals and institutions; (2) A diverse microcosm of players that mirrors the key stakeholders of the larger whole; (3) Dialogues with inspired remarkable persons who have changed the system;

17 Corporation for National and Community Service. “Research Brief: Volunteering in America Research Highlights.” (2009).

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(4) Deep‐dive sensing journeys18 that take the group to the edges of a system, where they can experience it through the eyes of its marginalized stakeholders;

(5) Stillness and deep reflection practices that allow people to connect to the sources of inner knowing and to the profound journey of discovering who they really are and what they are here for;

(6) Rapid-cycle prototyping projects that provide safe practice fields to link the intelligence of the head, heart, and hand;

(7) A support infrastructure that helps to move the projects with the best results from the prototyping stage into the next stage of institutional innovation.

From research, conducted in 2009, on WLW program impact on graduates from 2005 to 2008, GWLN has learned that the WLW program dramatically shifted the participant’s ability and capacity to create and fulfill new possibilities and to produce concrete results beyond they what they said was possible and predictable. In brief, WLW programming served as a “force multiplier” and “technology of self” that helped alumna accelerate personal transformation while stimulating communal change. Women entered the WLW program committed to their individual vision and to the effort it would take to fulfill it. They left collaborating with others, declaring their commitment to further each other’s vision, and recognizing how each vision supported the other. They entered as an individual and left as a powerful collective: whole women, whole leader, whole world. Now, as a whole leader, they are committed to the development of whole women and whole men to work with them as partners. They recognize the impact of this kind of leadership as it ripples through their teams, organizations, and communities and it continues at the state and global levels. Financials Will be provided when plan is finalized.

18 Sensing Journeys are a way of experiencing the system through the lens of different stakeholders. Together with other users of the system, participants undertake small journeys to different places in that system. Sharmer, Otto. “Sensing Journeys,” http://www.presencing.com/tools/sensingjourney.shtml, 2009. Accessed: 20 May 2010.

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APPENDIX A: Testimonials19 On The Impact WLW Leadership Development Training Judy Wanjiku Ogana (Kenya): “I have been able to pilot the concept of using the arts

to inspire change in communities that were affected by the political and ethnic tensions outside the capital city. My organization (The GoDown) has spearheaded 2 successful road shows in Naivasha and Mai Mahiu where, with thespians and musicians. The road show was a peace-building initiative which saw more than15,000 Kenyans attend and engage in the arts and the art of understanding across ethnic lines.”

Catherine Wanjohi (Kenya): So today as I was having a cup of tea with my niece at a small restaurant, a pastor friend walks in and I whisper to him that I had an invitation for him to grace our graduation ceremony on the 12th of March. He picks the letter, sits at a separate table, reads the invitation, comes over to me, and whispers to me that he would wish to help us with contacts for fundraising to train the women … now isn’t this what Sarwa keeps saying … that we don’t have to keep chasing … these opportunities present themselves when we are open to genuine conversations within ourselves and connected to all in all dimensions? What do I say? This is amazing … He asked I meet him tomorrow in his office.”

Tsebe Mohlago Mary (South Africa): “I have created a more powerful team. Room to Read embarked on an expansion program that broadens my vision and extends it to East Africa to include Kenya, Tanzania and Uganda. A business plan has been developed and program implementation begins in July of 2010. The vision of an Africa that reads is real. A funding organization has pledged 1.2 million dollars to work with Room to Read on Literacy in Southern, Africa over two years. I am in a position to add on more countries in Southern Africa in the next two years to teach children how to read and teachers how to teach reading. All these results are giving visibility to my vision and making my commitment to this vision a reality.”

Hendrina Doroba (Zambia): “I enrolled by my immediate supervisor into my Vision and I’m now working to develop strategies on how the organization can support and promote girls participation in Mathematic Science and Technology (SMT) at sub-Sahara Africa level. I’m now working and exploring ways in which our organization FAWE could work with the Nairobi based regional training in-service centre for teachers’ of SMT and influence the integration of gender in their curricular and teaching methods.”

Lin Hightower (Atlanta, GA): I created my first website for Ariel Gallery. I had no skills in this area, so even for a simple website it was a steep learning curve and required many, many long hours. It is now functional; more art pieces need to be added. Without WLW my website would not be a reality. It will continue to change and grow, but it is already live. The website name is Arielgallery.net. I have currently purchased enough inventories to sell through my Internet site and the shows in my area. I am currently showing artists from Mongolia, Turkey and Africa. I have found a team member who has a MBA who will meet with me midsummer to discuss building a business structure that can really be grown and produce a sustainable stream of income for the artists. We are discussing a possible NGO and have contacted a previous WLW graduate who build an NGO for guidance.”

Marsha Wallace (South Carolina): “As a result of meeting Hellen Nkutaiya at the WLW 2009 program, I was able to take my Dining for Women travel group to see her when we

19 We cite names to provide examples, not to exclude or minimize the accomplishments of others.

17

visited Kenya this March. For all of us, this was a priceless experience. In addition to seeing my new friend in her home country, the opportunity to see her school and the widow’s village provided an invaluable perspective for my travel companions and me. This real life connection deepened our understanding of Hellen’s challenges. Consequently, our appreciation of the cultural barriers she has to overcome grew. We were able to put a real live face on the issues that we as DFW members have learned about. As a leader, I was able to demonstrate the value of what Dining for Women is all about in very concrete terms. It excites me to know that I now have friends all over the world, literally!”

Pamela Kampire (Uganda): “The opportunity of being coached was great, because it gave me a sense of direction. It’s about knowing that someone is there to guide you in every step you make, to encourage and support you in your vision journey. Sometimes you feel lost, resources are scarce, too many changes are taking place, everybody seem immersed in their own realities and the world is moving fast. Then there comes someone to coach you, to facilitate your growth process and to listen to your fears and dreams. Someone who speaks the same language with you and can understand whatever the case. It is indeed a great opportunity to be coached, I enjoyed every bit of it with my fellow teammates and I learnt a lot.”

Sezer Aksoy (Turkey): “Coaching made me more committed, motivated, connected. There are some people who believe in me other than me out there. I feel stronger when I think of this. … Being part of the GWLN last year was one of the most amazing happenings in all of my life. I designed a program to implement another project in Turkey out of this GWLN program. I would like to spread the spirit of whole women, whole leader.”

Sandhya Puchalapalli (India): “Before WLW, I knew I had the courage to stand up against several breakdowns, but what WLW taught me was that "success in any field depends not only on discipline, hard value and luck but also, more than anything, on our perseverance and intelligently looking into the possibilities and opportunities and taking full advantage of them." To make such change happen is not easy, and I can't do it alone. It requires a lot of support from people. But support doesn't come easy either. If I need support, I have to stand up and ask for it too.

A few years ago, the government granted two acres of land to Vijay Foundation Trust, but the actual sanction of this land was in litigation for a long time. When I returned from WLW, I took a new direction to solving this problem. I thought of who is that one person who can resolve this problem in minutes. The Chief Minister! That seemed a little lofty initially, but then the words "If you ask you might gain everything, but if you don't, you lose a precious opportunity" rang in my head. I decided to go ahead with it, happen what may. I made an appointment with the chief minister and just waited for days to see the result. On the day of the actual appointment, I went to his office a half-hour early. The chief minister called me promptly on time. He heard me explain my situation, and within minutes the land problem was resolved. And even after that, he wanted to hear all about VFT and my current undertakings. After WLW I feel that I am not alone. I feel that all women, wherever they are and in whichever part of the world they live, share the same feelings. With this newly found enthusiasm, I am more certain that I can influence women and communities in our state to keep their girl babies and often abort and abandon them. I hope and anticipate that I can help 1,000,000 mothers bring back their girl babies to their homes happily with pride and dignity.”

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SUPPLEMENTAL QUESTIONNAIRE

Organization Name: Global Women’s Leadership Network (GWLN) Contact: Linda Alepin, GWLN, Founding Director Email: [email protected] Organization Website: http: //www.gwln.org Organization Phone: +1 (408) 551-1831 Organization Address: GWLN, Santa Clara University, Lucas 316c, 500 EL Camino, Santa Clara, CA 95053 USA Is your organization?

A non-profit/NGO/citizen-sector organization: GWLN is a sponsored program at the Leavey School of Business at Santa Clara University.

How long has this organization been operating (please delete those that don’t apply)?

More than 5 years What is this organization’s annual budget (in USD. Please delete those that don’t apply)?

Less than $499,999

Does your organization have a board of directors or an advisory board? YES, both Does your organization have any non-monetary partnerships with NGOs? YES Does your organization have any non-monetary partnerships with businesses? YES Does your organization have any non-monetary partnerships with government? NO Funding sources. Please check all that apply:

Friends and family Individual donations Foundations Businesses

© 2008 Charis Intercultural Training

GWLN Vision: Whole Woman, Whole Leader, Whole World

Mission: To ignite a new future for humanity by galvanizing women leaders to bring us all to a world built upon the whole person in the whole

system, social jus=ce, and economic sustainability

GWLN Leadership Framework-‐ a new Business Case for Empowering Women Leaders

www.gwln.org

Interna=onal sources report an 21st C phenomenon –The emergence of women as an economic force.

57% of the world’s pop live on less than $2.50 a day; most poor are women and children (1)

Globally, women perform 66 % of the world’s work, produce 50% of the food, but earn less than 10% of the

income and own 1% of the property. (1)

“…..survival and independence is sNll a significant challenge for most women in the

developing world.” (1)

Women’s wages are as much as 50% less than men – 23% in U.S. YET…

While they toil all their lives on farms, they cannot inherit land in many countries

(1) UNICEF 2007

Women’s Power ShiN underway…

“UnNl the past few years, the massive entry of women into the paid workforce seemed important mostly because it was a victory for social jus*ce. Only recently has another, even more significant implica*on of women’s success become clear: THE HEALTH OF THE GLOBAL ECONOMY NOW DEMANDS THAT WOMEN REALIZE THEIR POTENTIAL AS ECONOMIC PARTICIPANTS.

This transformed world, where women hold economic power equal to men, is inevitable not only because it is fair and just (which it is), but because human economic success now depends on it. In the coming decades, countries that harness women’s economic power will win; those that fail to do so will lose.

In the past few years, prominent economist and policy makers have abruptly woken to the fact that women’s equality in the workplace is not a “women’s issue” but a serious factor in global economic compe**veness.”(2)

(2) “INFLUENCE How Women’s Soaring Economic Power Will Transform Our World for the BeWer” Maddy Dychtwald 2010

•  Women’s ability to parNcipate in the economic sphere of their community and naNon provides a foundaNon for progress in other areas. InvesNng in women also represents “smart development” and offers a cost-‐effecNve way to sNmulate global economic recovery. Mentoring partnerships, whether in person or over the internet, between U.S. businesspeople and women around the world are vital.

•  As women comprise a disproporNonate percentage of the world’s poor, economic empowerment of women is key to achieving the UN Millennium Development Goal (MDG) #1, to halve the number of people in the world living on an income of less than one dollar per day.

•  Access to microcredit, and other tools such as training, is criNcally important for countries in which economic growth is hampered because of the lack of women’s parNcipaNon in the workforce, or where the akermath of the global economic crisis or conflict and warfare has disproporNonately affected women.

•  Source: State Department/USUN Report to the White House Council on Women and Girls May 28,2010

The Economic Empowerment Pathway to Economic and Social Sustainability:

Programs Which Improve the Lives of Women and Girls Around the World: Within the State Department, the Office of Global Women’s Issues (S/GWI) is the lead office charged with advancing programs and policies affecNng women and girls. CollaboraNng with USUN’s work through mulNlateral mechanisms, we focus on (1) advancing women’s human rights and equality (2) prevenNng and combaNng violence against women (3) fostering poliNcal parNcipaNon, (4) promoNng economic empowerment, (5) increasing access to healthcare, (6) improving educaNon access and quality, (7) building leadership capacity, and (8) emphasizing the gender dimension – women’s par=cular vulnerabili=es but also their unique posi=oning to contribute to solu=ons – in foreign policy challenges such as food security and climate change.

New State Department/USUN Report to the White House Council on Women and Girls offers further support for building the leadership capacity of women in order to achieve economic, poli=cal and social goals. May 28, 2010

Economic and poli=cal stability as a result of Women’s Economic Involvement

6 | Page

Invest in Women. Improve the World. The major security, governance, environmental, and economic challenges of our =mes cannot be solved without the par=cipa=on of women at all levels of society. A growing body of research demonstrates that investments in women and girls posi=vely correlate with greater prosperity, poverty reduc=on, and economic growth. (3)

Inves=ng in girls’ educa=on globally delivers huge returns for economic growth, poli=cal par=cipa=on, women’s health, smaller and more sustainable families, and disease preven=on. (4)

A study of South Asia and Sub-‐Saharan Africa found that from 1960 to 1992, more equal educa=on between men and women could have led to nearly 1 percent higher annual per capita GDP growth. (4)

(3) Department of State, Secretary’s InternaNonal Fund for Women and Girls (4) Council on Foreign RelaNons report “What Works in Girls’ EducaNon: Evidence and Policies from the Developing World,” April 2004

Economic Growth through Women’s Educa=on

7 | Page

At the macroeconomic level, female educa=on is a key source of support for long-‐term economic growth. It has been linked to higher produc7vity; higher returns to investment; higher agricultural yields; and a more favourable demographic structure. The economic growth that results from higher educa=on feeds a virtuous cycle, suppor=ng con=nued investments in educa=on and extending the gains to human capital and produc=vity.

A Goldman Sachs Global Economics Paper (No. 164, March 4 2008) reports:

In the BRICs and N-‐11 countries, greater investments in female educa=on could yield a ‘growth premium’ that raises trend GDP growth by about 0.2% per year. Narrowing the gender gap in employment—which is one poten=al consequence of expanded female educa=on—could push income per capita as much as 14% higher than our baseline projec=ons by 2020, and as much as 20% higher by 2030. The BRICs are Brazil, Russia, India and China. The N-‐11 (for ‘Next 11’) are Bangladesh, Egypt, Indonesia, Iran, Korea, Mexico, Nigeria, Pakistan, Philippines, Turkey and Vietnam.

A New Leadership Framework

In response to this “power shik” GWLN believes a new model of women’s leadership for the developing world is impera*ve and emergent

Based on 5 years of experience and over 100 women graduates GWLN is creaNng a new, integrated model of leadership development specially designed to meet and support the needs of emerging women leaders in the developing world.

Women Leaders for the World, Class of 2007

GWLN Leadership Framework Defined

GWLN is a values-‐based model of leadership

Core Values its founda*on include are

  Collabora=on

  Generosity

  Accountability/transparency

  Compassion

  Respect

  Trust/Integrity

  Inclusiveness

  Performance

AdiN Kaur, India and Lydia Bakaki, Uganda – Graduates working for human rights

•  • Develop a “digital plaAorm” which establishes a online hub for “reciprocal learning and exchange”

•  Create a global community of women leaders collabora=ng to advance a new economic paradigm

•  Establish new outcomes measures and metrics for evaluate performance –impact

•  • Bring “authen7c voice” to North/South dialogue

•  • Encourage 2 way/ mul= pathway informa=on/knowledge exchange thru Open Source online hub of leadership courses, best prac=ces,

and tools which encourage and support networking

•  • Level the playing field of ideas, reduce hierarchy, encourage cross pollina=on among leaders in different fields

GWLW Cross Cultural Goals for Network Development and Online Exchange

Every annual Global Gap Report since 2006 has found a direct connec=on between a country’s ability to tap the skills and talents of women and its economic success.

The WEF 2007 report states:

“ A na=on’s compe=veness depends significantly on whether and how it educates and u=lizes its female talent.”

*World Economic Forum

GWLN Framework in development

Integrated Whole Person/

System

Social Justice

Economic Security and Sustainability

•  CRITICAL COMPONENTS SUPPORT three interconnected concepts:

GWLN Dis=nc=ve Features

•  Builds and supports a global network of women leaders learning from and supporNng for one another

•  Includes a Train the Trainer course where graduates return home with the skills to offer local leadership training for men and women

•  Supports sharing and connecNon using state of the art technology to encourage con*nuous collabora*on.

•  Captures “best prac*ces” and evidence based solu*ons

Chhaya Kunwar (India), Charity Binka, Ghana, and Hendrina Doroba, Kenya – Graduates working with ICT

Con=nued: Dis=nc=ve Features

•  Based on reciprocal learning model. Encourages North/South dialogue by including women from both the developed and developing worlds

•  Strong Outcomes/Measurable Results orientaNon

•  Emphasis on business planning and social entrepreneurship skills and social responsibility

•  ExperienNal and based on Ac*on Learning

•  Builds a mentoring model of leadership

Gloriana Guillen, Pro Mujer Central and South America, Pauline Mwangi, Kenya, and Prossy Kiddu Namyalo, Uganda, Graduates with Micro-‐Credit and business skills building acNviNes

Con=nued: GWLW Features

•  Importantly, includes development of men as partners and criNcal allies in leadership philosophy and approach

•  Includes individual coaching during and post program

•  Supports a proac*ve business model and offers access and strategies to avract funding to enhance impact and scaling for greater ROI

Ashwini Jog, India, Olanike Olugboji, Nigeria, Ami Asclepias, Indonesia, -‐-‐ Graduates who are all working for sustainable employment

Our GWLW Philosophy

•  Open Source: uNlizes a web based model and network to offer women in the developing (and developed world) open access to state of the art educaNonal tools and resources

•  Designed to support the development of a “global mindset”

•  Curriculum design and network services parNcipant co designed with end users and with leaders in the field

Ruth DeGolia, Guatemala and Judy Ogana, Kenya -‐-‐ Graduates working to have the arts create jobs

GWLN Philosophy cont

Engages a broad network of partners and collaborators including:

A.  UniversiNes

B.  NGO’s like AMERF and UN’s WFP

C.  Corporate Partners

D.  FoundaNon Partners

E.  Broad network of volunteers (over 70)

F.  Cross cultural exchange including home stays pre and post US based

course

Graduates represenNng Room to Read and Global Fund for Women – Dr. Mary Tsebe, Sunisha Anuja, and Maame Yelbert-‐Obert

GWLN is seeking partners to help expand the leading WOMEN LEADERS FOR THE WORLD

We are seeking $250,000 per year for three years to seed this effort and to achieve a set of core objec=ves

Leadership Development Program and Network

Services

Key outcomes by June 2011:

Refine curriculum for new LEADERSHIP FOR WOMEN course and network

Train the Trainer Program component for graduates to use in-‐country

Develop Mentor program

Internet based web training available OPEN SOURCE including Best PracNces and Case Studies and other online resources

Social Media strategy in place

Linda Alepin

Founding Director and ExecuNve Professor of Entrepreneurship

Leavey School of Business, Lucas Hall 316C

Santa Clara University

500 El Camino Real

Santa Clara, Ca. 95053

Cell: 650 867-‐9925

Email: [email protected]

For More Informa=on:

GWLN-Packet-2010

Documents

women leaders

leadership education

leadership training

leaders of competence

empowering women

gwln general proposal

womens funding network

world wlw program