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Women’s Leadership for Social Innovation and Systemic Change
Why this is important
Pauline AcholaApril 2, 2013 - Toronto, ON
Presentation Outline
Women Leaders Effecting Systemic Changes: Coady Institute Case Studies
Fostering Social Innovation for Systemic Change
Women’s Leadership and System Changing Social Innovation: A Compelling Correlation
Case Study: Dr. Zilda Arns NeumannHumanizing Brazil’s Healthcare System
Brazilian Pediatrician; died in 2010 Haiti earthquake Created Pastoral da Criança, Child and Maternal
Health & Nutrition organization
Nominated 3 times for Nobel Peace Prize; Winner of $1 million Opus Prize
Late 2011, PdC network: >128,500 community leaders; ~ 250,000 volunteers serving >1.5 million children and families in > 40,400 communities
Case Study: Dr. Zilda Arns NeumannHumanizing Brazil’s Healthcare System
UNICEF estimate 2001: Volunteer services from 150,000 worth >$70 million. Today >$150 million
Impacts clearly demonstrated: Communities experienced on avg nearly fivefold decrease in IMR – from 51/1000 to 11/1000 between 1991-2008. Avg IMR in Brazil in 2008 was 22.5/1000
Influenced Brazilian national health policy; local, state and national health councils; local volunteer leaders in municipal health councils.
PdC now implemented in 15 countries in Latin America and Caribbean, Africa and Asia
Case Study: Dr. Bogaletch GebreCultural Revolution in Southern Ethiopia
Founder of Kembatti Mentti Gezzima-Tope (Kembatta women standing together)
In 1997 all young girls in Southern Ethiopia subjected to FGM: 87% of wives - bride abduction
15 years after Dr. Boge’s work (2008), UNICEF survey found 97% of pop. opposed to FGM; tens of thousands of girls uncut; 20,000 in clubs that work to protect women and girls from FGM and other harmful traditional practices (e.g. bride abduction)
Fostering Social Innovation for Systemic Change
“A novel solution to a social problem that is more effective, efficient, sustainable, or just than existing solutions and for which the value created accrues primarily to society as a whole rather than private individuals.” Phills, Deiglmeier and Miller (2008) Stanford Social Innovation Review
Fostering Social Innovation for Systemic Change
• Process: How to produce more and better innovations and how to design contexts that support innovation.
• Outcome/Product/Consequences: How to predict which innovations will succeed (EWB - Identifying game changing ideas)
• Phills, Deiglmeier and Miller (2008), Stanford Social Innovation Review
Process: Critical Enabling Factors/Core Levers for Catalytic Change
Coady Study /Enabling Factors Opportune timing/context Ability to broker and maintain
strategic partnerships across sectors and levels
Top-down and bottom-up approaches Engaging women - impacts on design
and diffusion/adoption Influential male champions Vision to address a (persistent) social
problem Knowledge and understanding of
context
ICRW/Core Levers Capitalize on
opportune timing/ context
Broad based, strategic partnerships
Synergize top-down, bottom-up approaches
Engaging women in design and diffusion
Cultivate champions, esp influential males
Process: Fostering Social Innovation for Systemic Change
Factors that can prevent innovation:
Status Quo
Persistent gender gaps
Women’s rights/Gender equality
Outcome/Product/Consequences: Women’s Leadership and Systemic Changes: Correlation
Lower corruption Increased per capita growth/economies Women’s collaborative approaches (good
for innovation) Women’s unique perspective to decision
making Women as caregivers – concerns / action /
changes on persistent social issues Innovations support human rights/equality
Thank You!Questions/Discussion