THE JAPANESE WOMEN’S LEADERSHIP INITIATIVE

2010 FORUM REPORTTHE FISH FAMILY FOUNDATIONFUNDED BY THE UNITED STATES-JAPAN FOUNDATION

0TABLE OF CONTENTS
Introduction and Overview (Patricia Deyton, Program Director)................................................................ 2
I. Background Information ...........................................................................................................4
The Japanese Women’s Leadership Initiative: Forum Program Goals.......................................................... 4
The Founding of the Japanese Women’s Leadership Initiative Forum Program......................................... 4
Biography: Atsuko Toko Fish, Founder of JWLI................................................................................................ 5
II. Description of Simmons College and the Center for Gender in Organizations ...............6
Simmons College....................................................................................................................................................... 6
Simmons School of Management........................................................................................................................... 6Center for Gender in Organizations (CGO) ..................................................................................................... 6
Biography: Patricia Deyton ..................................................................................................................................... 7
III. Description of Business and Professional Women Japan (BPWJ) .....................................8
The Role of BPWJ..................................................................................................................................................... 8
Biography: Toshimi Matsubara, Esquire ............................................................................................................... 8
Biography: Masako Hiramatsu................................................................................................................................ 8
Biography: Nobuko Kurosaki, M.D....................................................................................................................... 9
IV. 2010 Forum Program ...........................................................................................................10
2010 Schedule.......................................................................................................................................................... 10
Forum Format: Tokyo and Fukuoka................................................................................................................... 12
Meeting with the Japan Association of Corporate Executives (Keizai Doyukai)...................................... 13
Meeting at the United States Embassy ............................................................................................................... 13
Talks at Showa University..................................................................................................................................... 13
V. Reports.....................................................................................................................................14
Report from Business and Professional Women Japan .................................................................................. 14
Report from Paul Grogan ..................................................................................................................................... 16
VI. Appendix ................................................................................................................................17
Forum Slides: Akira Matsubara ............................................................................................................................ 18
Forum Slides: Paul Grogan.................................................................................................................................... 23
Forum Slides: Patricia Deyton.............................................................................................................................. 26
Showa University Slides: Patricia Deyton .......................................................................................................... 32
Biography: Paul S. Grogan ..................................................................................................................................... 36
Curriculum Vitae: Akira Matsubara .................................................................................................................... 382010 JWLI Forum Flyer ......................................................................................................................................... 39
Article from BPWJ August 2010 Newsletter ................................................................................................... 40
2010 JWLI Fellows Program Recruitment Flyer/Application ........................................................................ 41
2010 JWLI Fellows Program Calendar............................................................................................................... 43
BPWJ Slides .............................................................................................................................................................. 441

Introduction and Overview (Patricia Deyton, Program Director)
The first Japanese Women’s Leadership Initiative (JWLI) Forum Programs were held in the cities ofTokyo and Fukuoka, Japan, on June 27 and June 29, 2010, respectively. The Forum Programs
represented a significant step forward in connecting the strength of the nonprofit sector in the UnitedStates with the growing need and understanding of its potential value to society in Japan. The program
further supported the importance of women understanding their leadership potential and the urgent
need for skilled and ethical leadership in the emerging nonprofit sector in Japan.
The vision for the JWLI Forum Program evolved from the JWLI Fellows Program, now in its fourthyear. The Fellows Program focuses upon a small target group of women with leadership potential who
are invited to Simmons College in the United States for a month-long intensive training in the areas ofnonprofit management and women’s leadership development. While successfully providing an
extraordinary experience for four women each year in Boston, the leadership of the Fellows Program
expanded its vision to include the possibility of holding public pedagogical Forums in Japan to provide
education about the nonprofit sector and the important opportunities for women to take leadershiproles. The vision included having highly effective speakers and a strong Japanese partner. Importantly,
the vision also included identification of a funding partner who would share belief in the value of the
program and support its goals.
During the early months of 2010, a grant proposal was put forth to the United States-Japan Foundation
after it was determined that there was a strong connection between the goals of the Foundation and
the JWLI Program in the areas of promoting stronger ties between Japanese and Americans, especiallywomen, and by providing knowledge and education from the American perspective on leadership andnonprofits adapted to the cultural and political climates in Japan. The United States-Japan Foundationembraced the concept and approved a grant for up to three years in early April 2010.
Between April and June, intense planning and organization took place that resulted in the first JWLIForum Programs which are described in detail throughout this Report. Efforts of many people
combined to make this program possible within such a short period of time, including the leadershipand members of the Business and Professional Women’s Association of Japan (BPWJ), the partnerorganization in Japan, faculty and staff at Simmons College, and the leaders of the Fish Family
Foundation. Inclusion of Paul Grogan, President and CEO of The Boston Foundation, and Akira
Matsubara, Vice President of the Coalition for Legislation to Support Citizens’ Organizations in Japan as
keynote speakers in addition to Patricia Deyton greatly enriched the Forum Programs.
A full schedule of events was put into place with the Forum Programs on June 27 in Tokyo and June 29
in Fukuoka as the centerpieces. The logistical arrangements made by BPWJ for both programs werevery well done with a larger attendance in Fukuoka, although both audiences were enthusiastic andparticipated actively in discussion following the formal presentations.
The success of the two Forum Programs and the external meetings held with various organizations, allof which are described in detail throughout this report, clearly indicate that this is the right program at
the right time, while the evaluation of the program also indicates areas for improvement in order toexpand the reach and impact of the Forum Programs. Notably, there needs to be both wider publicity
about the Forums as well as identification of distinct target groups to invite as participants. Feedback
from the 2010 Forum participants will be used to create the topics for the 2011 program. Planning isalready in place for locations, program design, and speakers.

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The 2010 JWLI inaugural Forum Program was a true collaborative effort and model for how a program
can be designed and implemented to have impact. Each element contributed to its success: thevisionary leaders of the Program, the belief in the concept by the United States-Japan Foundation, thestrong and effective support by the Japanese partner, the participation of many of the past JWLIFellows, the planning and organization at Simmons College and the Fish Family Foundation, and thecommitment of nonprofit leaders.
The anticipated JWLI Forum Program in 2011 will build upon the success and lessons learned from the2010 Program and continue dissemination of knowledge and encouragement for engagement of womenleaders and the nonprofit sector in Japanese society.

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I. Background Information
The Japanese Women’s Leadership Initiative: Forum Program Goals
 To provide specific and valuable information to women and others in Japan about the potentialof the nonprofit sector to create social change.
To provide information about the role and impact of the United States’ nonprofit sector insociety.



To provide specific information on effective nonprofit management.



To inspire Japanese women and men to take on leadership roles in the nonprofit sector.

The Founding of the Japanese Women’s Leadership Initiative Forum Program
Based upon the success of the United States based Japanese Women’s Leadership Initiative (JWLI)Fellows Program, the increasing interest in nonprofit organizations because of the keen needs ofsociety in Japan, the growing recognition of the Japanese government of the value of nonprofit
organizations, and labor shortages, the Japanese Women’s Leadership Initiative developed the Forum
Program to increase the knowledge and awareness of the importance of the nonprofit sector and toencourage the opening of more roles of leadership for women. Through funding from the UnitedStates-Japan Foundation, the Japanese Women’s Leadership Initiative was expanded to include a second
major component, namely, a three-year Forum Program in Japan as part of the movement to createsocial change. The Japanese Women’s Leadership Initiative has been ahead of some of the trends now
emerging in Japan as it was created to strengthen the capacity of women to provide leadership andwork effectively for change while educating about the value of the nonprofit sector and its role inaddressing important social issues.
The Forum Program compliments the Fellows Program with its goals of providing information andinspiration to women and men in Japan to become involved with social change, increasing knowledge
and interest in women’s leadership and the nonprofit sector, and encouraging highly qualified women
to apply to the United States based JWLI Fellows Program.

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Biography: Atsuko Toko Fish, Founder of JWLIAtsuko Toko Fish recently retired as a United States-Japan Cross-cultural consultant
and is currently working in philanthropy as a Trustee of the Fish Family Foundation.
The Foundation was established by Larry and Atsuko Fish to support human service
organizations serving low income working families, with a particular emphasis on
immigrants and women. The Foundation also supports cross-cultural programs andorganizations.
Ms. Fish is the founder of the Japanese Women’s Leadership Initiative (JWLI) and its leading supporterin the United States and Japan. Ms. Fish was instrumental in the creation of the JWLI Fellows Program
and, more recently, its expansion in Japan through the JWLI Forum. She is devoted to empowering
Japanese women leaders in their efforts to address women’s issues and fostering their independence
and self-confidence.
Ms. Fish, a first generation American, is based in Boston and has promoted and contributed to socialchange in the United States and Japan. In addition to her work with JWLI, for over ten years she has
been involved with the Asian Task Force against Domestic Violence (ATASK), a Boston-basedorganization providing shelter and support services to Asian survivors of domestic violence and theirchildren. She served as the organization’s interim Executive Director during its search for newleadership during her tenure as ATASK’s chair.
Further, Ms. Fish is focused on global public health needs. She worked for Management Sciences for
Health (MSH) in Boston as coordinator between MSH, developing countries, and Japan. As a result ofher work, Ms. Fish joined in establishing Health and Development Service (HANDS), a Japaneseorganization based in Tokyo which seeks to strengthen public health system initiatives in developing
countries; she has served on their board since its inception. Ms. Fish also serves on the board ofseveral other cultural, educational, and community organizations: The Boston Foundation, Simmons
College, The Japan Society (New York), and the Museum of Fine Arts in Boston.
Prior to retiring as a United States-Japan Cross-Cultural consultant, Ms. Fish worked for former
Massachusetts Governor Michael Dukakis for seven years. During this time, she led the Dukakis
administration in creating and implementing long-term tourism and trade strategies between
Massachusetts and Japan. Ms. Fish also served on former Massachusetts Governor William Weld’s
Asian American Commission for ten years, receiving his New American Appreciation Award in 1997;
she was re-appointed to the Commission by Governor Deval Patrick. She received the HumanitarianAward of the National Conference for Community and Justice in 2003; in 2008, she was selected by
Lawyer’s Weekly, the Women’s Bar Association, and the Massachusetts Association of Women
Lawyers as one of the inaugural class of recipients of the “Women of Justice Award,” recognizing those
who have made meaningful and inspiring contributions in the fields of social justice and advocacy.
Ms. Fish graduated from Aoyama Gakuin University in Tokyo with a major in Economics, later doing
graduate studies in International Relations. She studied Global and International Affairs at the Kennedy
School, and Social Enterprise at Harvard Business School.

5II. Description of Simmons College and the Center for Gender in
Organizations
Simmons College
http://www.simmons.edu/
Founded in 1899, Simmons was the first college in the nation to offer women a liberal arts education
integrated with professional preparation. Today, Simmons offers the many benefits of a small university:
an innovative undergraduate women’s college with more than 40 majors and programs; renowned
coeducational graduate programs in health sciences, education, liberal arts, communications
management, social work, and library and information science; and the nation’s first MBA program
designed for women. At both the undergraduate and graduate levels, Simmons is recognized forhelping students develop the skills and knowledge to pursue the careers of their choice—and theconfidence to achieve their goals.
Simmons School of Management
http://www.simmons.edu/som/
The School of Management (SOM) prepares women to be exceptional leaders. The SOM rigorously
educates women for success in management while also helping them acquire the knowledge,
experience and confidence needed to express a more contemporary and collaborative form ofworkplace leadership.
The School gives women the tools to lead successfully in Fortune 500 corporations, entrepreneurial
ventures, government agencies, or nonprofit organizations, while also enabling them to work
constructively for economic and social purpose. Simmons prepares women to lead and manage
effectively and ethically in a world that demands no less.
Center for Gender in Organizations (CGO)
http://www.simmons.edu/som/centers/cgo/
http://jwliblog.blogspot.com/
In 1998, Simmons School of Management launched the Center for Gender in Organizations (CGO), a
center dedicated to innovative scholarship and practice on advancing gender equity in workorganizations worldwide. Today, the Center for Gender in Organizations is internationally recognized
and flourishes with rigorous consulting, research, practice, and convening efforts.
CGO serves as a leadership forum for scholars, practitioners and leaders of organizations determined
to improve organizational effectiveness by strengthening gender equity and diversity in the workplaceby the creation and generation of knowledge through action research, academic research, publications,consulting, and training.
The rigorous original research of CGO serves to advance thinking and practice in our areas of
specialization and to give our members, sponsors, and the public important strategies, tools, andmetrics for building gender equity.

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Biography: Patricia Deyton
Patricia H. Deyton is the Faculty Director of the Center for Gender in
Organizations (CGO), the internationally recognized research arm of the
Simmons School of Management in Boston. At Simmons, Ms. Deyton is also a
Senior Lecturer in both the MBA and Undergraduate Programs, teaching courses
in Gender and Leadership, Managing Diversity, Organizational Change, Nonprofit
Management, and Introduction to Management. She chairs the newly developed
concentration in Nonprofit Management. In addition she teaches Gender andLeadership, Management, and Nonprofit Management at the Harvard University
Extension School, and Principles of Management at the Graduate School of Library and Information
Science (GSLIS) at Simmons and the capstone course on Leadership in the Ph.D. program at GSLIS.
Prior to joining Simmons in the summer of 2004, Ms. Deyton was the Executive Director of theCouncil of Women World Leaders based at the John F. Kennedy School of Government at Harvard
University, where she had responsibility for the oversight of the strategy, program development andimplementation, and operations and funding of the Council. The Council is comprised of current andformer heads of state and government and works to mobilize the experience, network, knowledge,
and global visibility of the women who hold or have held the highest offices in their own country. The
Council moved to Washington, D.C. in 2004 and Ms. Deyton continues her role with the Council as
the Senior Advisor.
From 1989 to 2001, Ms. Deyton was Chief Executive Officer of the American Red Cross of
Massachusetts Bay. During her tenure the organization doubled in size of programs and budget. She
was active in many national and international programs, leading delegations to Cambodia andMacedonia.
Ms. Deyton has served on numerous boards of directors and public commissions and currently serves
as a trustee of the Longy School of Music and the United Methodist Foundation of New England.
Ms. Deyton holds a Master of Social Work degree from Columbia University, a Master of Divinity fromYale University, certificates in management from the Kellogg School at Northwestern University andthe Harvard Kennedy School, and a certificate in Ethics from the Darden School at the University ofVirginia.

7III. Description of Business and Professional Women Japan (BPWJ)The Role of BPWJ
The success of the Japanese Women’s Leadership Initiative Forum Program required an effective
partner in Japan with a strong reputation and network of women leaders. BPWJ became the partner ofthe program in Japan in 2010 and undertook the many tasks required to ensure that the Forums wereorganized and conducted well.
BPWJ organized the venues and translation services for the Forum Programs in Tokyo and in Fukuoka,
including all the supporting services required for each event. BPWJ arranged transportation and lodging
in Fukuoka for the speakers and assisted Mr. Matsubara with his travel arrangements. All handouts anddocuments for the Forums were produced and made available by BPWJ. In addition, the members
provided gracious hospitality at the Forum sites to the presenters. Following the Forum Program in
Fukuoka, a celebration dinner was held for many members of BPWJ with the speakers. In Tokyo, acelebration dinner was held several days after the Tokyo Forum Program. Both events were
opportunities to acknowledge the excellent partnership, make plans for the future, and to enjoy thecompany of each other.
BPWJ and Atsuko Fish held a meeting in Tokyo on September 30, 2010 to further debrief regarding
the Forum Programs and to begin planning for the 2011 program in which the partnership willcontinue.
Biography: Toshimi Matsubara, Esquire
Toshimi Matsubara graduated from Osaka University in 1977 with a Bachelor’s degree in Law. She
started her career as an attorney-at-law and was admitted to the Bar Association in 1982. Since 1984,
she has been a partner in a law practice in Wakayama, Japan, specializing in family law, labor, andfinance. Ms. Matsubara has served as Vice President and President of Wakayama Bar Association as
well as a Governor of Japan’s Federation of Bar Associations. Currently, she serves as President of
National Federation of Business and Professional Women’s Clubs of Japan (BPWJ), Chair of theAdvisory Committee on Labor Issues in the Wakayama area, and a member of the Management
Council of Wakayama University. In 2000, Ms Matsubara received an award for activities promoting agender-equal society.
Biography: Masako Hiramatsu
Masako Hiramatsu received a Bachelor of Arts from Tokyo Women’s University and a Master ofSociology from Tokyo Metropolitan University. Her professional background in communications
includes time as managing director of Cable Persons Inc., a freelance editor and journalist, a magazine
editor for Gakusei Engokai Company, and a news reporter for RF Radio Nippon. Ms. Hiramatsu’s
publications include: 70 Years of Women Broadcasters, Status of Japanese Women, and Report of theViet Nam War from the Field. She has served as a member of several public committees and NGOs
related to gender equality and women’s rights. Ms. Hiramatsu was a 2007 JWLI Fellow. Additionally,
Ms. Hiramatsu is a past president of BPWJ and previous coordinator of the International Women’sYear Liaison Group.

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Biography: Nobuko Kurosaki, M.D.
Nobuko Kurosaki graduated from the Nagasaki University School of Medicine in 1981 andcompleted postgraduate surgery training at Tokyo Women’s Medical School. Her specialization ispediatric surgery, and she has practiced medicine at many hospitals throughout Japan before opening a
private clinic in 2008. Additionally, Ms. Kurosaki has volunteered with Médecins Sans Frontières(MSF/Doctors without Borders) around the world, including Sri Lanka, Indonesia, Liberia, Iraq, Nigeria,
and Somalia. She has served as Vice-President of MSF-Japan twice, and was elected President in March
2010. Ms. Kurosaki is a past president of BPWJ and has acted as a liaison to the JWLI Fellows Program.

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IV. 2010 Forum Program
2010 Schedule

JUNE 25 (FRIDAY)
Morning:

Speakers departed Boston for Tokyo.

JUNE 26 (SATURDAY)
5:30 PM:

Speakers arrived in Tokyo.

JUNE 27 (SUNDAY)
12:00 PM:
1:30–4:30 PM:
Evening:

Speakers’ Lunch Meeting
Forum/Panel Discussion in Tokyo
Dinner Meeting with JWLI Fellows Program Alumni

JUNE 28 (MONDAY)
Morning:
Afternoon:

Meeting with Japan Association of Corporate Executives (Keizai Doyukai)
Meeting at the United States Embassy
Interviews for 2010 JWLI Fellows Program

10JUNE 29 (TUESDAY)
Morning:
7:30-9:00 PM:
Evening:

Speakers flew to Fukuoka.
Forum/Panel Discussion in Fukuoka
Debriefing from Forum 2010 and Forum 2011 planning

JUNE 30 (WEDNESDAY)
Morning:
Afternoon:
Evening:Paul Grogan departed Fukuoka for Boston.
Patricia Deyton and Atsuko Fish returned to Tokyo.
Dinner with the leadership of Business and Professional Women JapanJULY 1 (THURSDAY)
Morning:

Patricia Deyton lectured at Showa University.
Atsuko Fish presented the JWLI Fellows Program at Showa University.

JULY 2 (FRIDAY)
Morning

Patricia Deyton and Atsuko Fish departed Tokyo for Boston.

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Forum Format: Tokyo and Fukuoka
13:30 Opening Remarks

Toshimi Matsubara, President, BPWJ

The First Session: Report
13:35 “The Current Status of Japanese NGOs and Their Activities and Fundraising”
Akira Matsubara, Vice President, Coalition for Legislation to Support Citizens’ Organizations“Philanthropy and NGOs in the United States”
Paul S. Grogan, President and CEO, The Boston Foundation“Effective Management of Nonprofit Organizations and Women’s Role in
Leadership to Change Society”
Patricia Deyton, Director, Center for Gender in Organizations, Simmons College
14:40 BreakThe Second Session: Panel Discussion
14:50 “Why NGOs Now?”
Panelists:
Akira Matsubara, Paul Grogan, and Patricia Deyton
Facilitator: Masako Hiramatsu, Chair, Committee of International Affairs, BPW J
Discussant: Atsuko Toko Fish, Trustee, Fish Family Foundation
15:45 Message from the founder of JWLI
15:55 Closing Remarks

Atsuko Toko Fish

Yoko Abe, President, Tokyo Club, BPWJ

16:00 Adjournment
The Fukuoka format was similar; Nobuko Kurosaki, M.D. served as facilitator of the Second Session
and Masami Shinozaki, President of the Fukuoka Club of BPWJ, delivered the Closing Remarks.

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Meeting with the Japan Association of Corporate Executives (Keizai Doyukai)
Kiyohiko Ito, Ph.D., Managing Director of Keizai Doyukai, hosted Atsuko Fish, Patricia Deyton, andPaul Grogan at his office in Tokyo on June 28. Several other members of the Association were present.
Masako Hiramatsu of BPWJ accompanied the group to the meeting.
The meeting provided an opportunity to present the JWLI Forum and JWLI Fellows Program to theleadership of Keizai Doyukai, who expressed enthusiasm for the concept and acknowledged theimportance of leadership in the nonprofit sector. Mr. Ito suggested that the future publicity about theForums include references to corporate social responsibility, which he felt would be more widely
understood and of high interest to the targeted audiences for the Forum Program. A wide ranging
conversation took place on various topics of mutual interest.
Keizai Doyukai agreed to disseminate information about future Forum Programs to its members.
Meeting at the United States Embassy
Lori Shoemaker, Assistant Press Attaché at the United States Embassy in Tokyo, hosted Atsuko Fish
and Patricia Deyton on June 28 to learn about the JWLI Forum Program and the JWLI Fellows
Program. Ms. Shoemaker indicated that these types of programs are of value to the continuation ofopen communications and exchange of ideas between Japan and the United States, and she
commended the program for exposing future leaders to the important roles of NGOs.
Ms. Shoemaker provided information about and the web link for articles published by the American
Embassy in “American View” that she thought would be of interest to the partner organizations of
JWLI. She indicated that the United States Embassy would like to be kept informed about future JWLIForum Programs.
The opportunity to meet with Ms. Shoemaker was an important step in spreading the word about the
JWLI programs. Notices of the future programs will be sent to the US Embassy inviting representatives
to the Forums and asking them to forward the invitation to others whom may be interested.
Talks at Showa University
Patricia Deyton was the featured speaker at a Communications class of over 100 students at Showa
Women’s University on July 1. Professor Tomoaki Ihara provided the introduction to the talk on“Women’s Leadership Potential in the Nonprofit Sector.” The talk provided an opportunity toencourage the younger generation of women to consider the nonprofit sector for their careers and tohear a lecture in English. Students asked a number of questions following the talk that indicated theirinterest and desire to learn more.
Atsuko Fish also spoke to the Communications class telling the students about the formation andimplementation of her dream for the JWLI Fellows and Forum Programs. Her talk, given in Japanese,
was also very well received with many questions from the students.
Dr. Mariko Bando, President of Showa Women’s University welcomed the speakers to the University
and reiterated her support for the JWLI Fellows and Forum Programs. Information about future Forum
Programs will be provided to Dr. Bando so that Showa Women’s University can promote participationfrom its students.

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V. Reports
Report from Business and Professional Women JapanThe National Federation of Business and Professional Women’s Clubs of Japan (BPWJ) hosted theJapanese Women’s Leadership Initiative (JWLI) Forum on June 27 in Tokyo and June 29 in Fukuoka.
Over 175 people, including more than 60 people attended the Forum held at the Center for the
Advancement of Working Women in Tokyo and more than 60 young students gathered at theInternational Conference Hall in Fukuoka. Both Forums were well-received among audiences, anddiscussions were lively.
The Japanese Women’s Leadership Initiative was founded by Ms. Atsuko Toko Fish, a Trustee of Fish
Family Foundation in Boston, Massachusetts, to foster more active participation and the empowermentof women for social change through nonprofit activities in Japan. BPWJ appreciated the idea andenthusiasm that Ms. Fish, whose origin is Japanese, had developed, and became a formal partnerorganization of the JWLI Program in 2009. Extending our informal relationship with Ms. Fish throughthe Fellows Program since 2007, we believe that this partnership will lead us to build better means andvehicles together to reach out for alternative opportunities for women's leadership and changing
society in Japan.
Added to Ms. Fish’s first endeavor, the JWLI Fellows Program, a new pilot project, the JWLI Forum
Program, was launched in 2010. The JWLI Forum Program is funded by the United States-JapanFoundation through the Center for Gender in Organizations (CGO) at the School of Management,
Simmons College in Boston, an instrumental and academic partner organization of the JWLI Fellows
Program. The mission of the JWLI Forum Program is to generate more interest in nonprofit
organizations through education in effective management of nonprofits and further promotion of
women’s engagement as leaders. Ms. Patricia Deyton, the Director of CGO and Mr. Paul Grogan,
President and CEO of The Boston Foundation participated in the JWLI Forum in Japan.
Mr. Akira Matsubara, Vice President of Coalition for Legislation to Support Citizens’ Organizations,
reported on the current status of NGOs in Japanese society as well as recent changes observed inpeople’s perception and expectations for NGOs. He also pointed challenges such as the weak financialbase that many Japanese NGOs face.
The next speaker, Mr. Paul Grogan, President and CEO of The Boston Foundation, one of the oldest
and largest community foundations in the United States, explained the historical background of
American NGOs, and noted that philanthropy is a unique American tradition and charitable giving plays
an important role in every community.
The last speaker, Ms. Patricia Deyton, Director of the Center for Gender in Organizations at Simmons
College, emphasized the importance of mission-based management of nonprofit organizations. She also
explained strong beliefs in the values of nonprofits that support and encourage women to step up to
the leadership challenge.
All three talks were well-organized and insightful, providing a better understanding of the social
significance of NGOs in the United States. We found that we had much to learn from AmericanNGOs, ranging from their fundraising mechanisms to the effective management of nonprofit
organizations.
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The following questions were raised from the floor during the panel discussions: What are the reasons why American NGOs can get such a lot of donations?
 What is the strategy to get more donations for Japanese NGOs?
 Is it competitive to get more donations for NGOs?
 What is important to encourage the excellent talents?
 What is the strategy for motivating volunteer workers in NGOs?
 What is the situation in American NGOs for the staff’s insurance and salary, especially forfemale staff?
 What is an insufficient quality of women as leaders, if it exists?
 Do you think that NGOs will contribute actively to Japanese society in the future?
 What should be done for it?
 What is your merit to work for NGOs?
 Why many NGO are organized by women?
 What are crucial differences of the cultural backgrounds to NGOs? (to Ms. Fish)
All of the Speakers’ comments for these questions made the Forum’s objectives clear and gave us a lotof suggestions.
We hope that the Forum laid the groundwork for the promotion of women’s leadership in JapaneseNGOs. We need to sustain the momentum begun at the Forum to bring changes into thecircumstances of nonprofit organizations as well as women’s roles in nonprofit sectors in Japan. The
JWLI Forums convened in Japan were endorsed by the Gender Equality Bureau of the Japanese
government.
According to the questionnaire/survey conducted by the BPWJ immediately after the Forum, both inTokyo and Fukuoka, 81% of respondents (67 out of 83 respondents) said that the Forum was “verygood” or “good.” The overwhelming majority of the audiences were women (98% of respondents), andtheir age distribution showed that 29% were in their 20s, and 44% were over 50 years old. The themeof NGO activities that respondents were interested in most was “the promotion of women’s social
status,” and the second one was “work and life balance.”
The following are some excerpts from comments in the questionnaire.
 The speakers’ presentations were clear and easy to understand. I learned a lot about thedifferences in the system of NGOs between the two countries.
 Good Speakers! Well organized!
 Speakers were great. I am now eager to do something as a woman.
 It was good to learn that the American people were so motivated to charitable giving.
 I was disappointed that I could get little information on the JWLI Fellows program.
 I was motivated to do much more for our society.
The future topics that respondents want addressed are: women-related policies both in United States
and Japan; policy recommendations related to NPOs/NGOs in both countries, the rights of working
women, and information on the JWLI Fellows Program.

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Report from Paul Grogan
It was my great pleasure to journey to Japan in June as part of the Japanese Women’s Leadership
Initiative. Based on my visit and the many conversations I had, there appears to be keen and growinginterest in philanthropy and the nonprofit (or “NGO”) sector as it manifests itself in American society.
I had the opportunity to deliver two speeches, one in Tokyo on June 27, and the second in Fukuoka on
June 29. My remarks profiled both philanthropy and the nonprofit sector in the United States. I
emphasized that the United States was an “outlier” country in that no other developed country
displays the United States’ levels of charitable giving, or relies so heavily on NGOs to deliver so many
services. Typically developed nations in Asia and Europe have a much larger government, a tiny NGO
sector, and little tradition of charitable giving.
There is an interesting and long standing debate as to which is the superior model. Other countries
have a stronger and more generous social “safety net” for vulnerable and needy people. On the other
hand the robust philanthropy and sizable NGO sector in the United States does appear to create
avenues for dynamic positive change, and the constant testing of new ideas, that is lacking in othernations.
Be that as it may, it was fascinating to meet and hear from Mr. Matsubara who spoke about the risinginterest in philanthropy and the NGO sector in Japan. It certainly does seem that there will be
opportunities in Japan in the years ahead to build the sector and encourage charitable giving.
Another dimension of the sector in the United States., which of course is of great interest to theJapanese Women’s Leadership Initiative, is that the NGO sector has offered significant leadership
opportunities for women, certainly far greater than is available in the business sector in either Japan or
the United States. This should provide great motivation to those seeking to advance the status of
women to be active in building the NGO sector.
Another issue we explored is the question of how independent NGOs in various countries are. I
pointed out that in many countries where the government is the dominant funder of NGOs, and they
are unable to raise private funds, NGOs really are creatures of the government which limits theirability to challenge the status quo or to develop new ideas.
Though many NGOs in the United States receive some government funding, the existence of so much
philanthropy helps create more independence from government, which I think is a very good thing.
It will be very interesting to watch these issues unfold in Japan in the coming years. Thank you again forthe opportunity to visit Japan.

16

VI. Appendix

17Forum Slides: Akira Matsubara

Challenges andfundrasing of JapaneseNPOs
The Coalition for Legislation to Support
Citizens' Organizations
Akira Matsubara

What is the Coalition for Legislation to
Support Citizens' Organizations (C’s)?
Founded in November, 1994.
A coalition of community organizations.
Operating under three goals since its foundation.
1. Create an NPO law
2. Establish a government certified NPO system
3. Establish an NPO information discloser system
Has almost achieved these goals.
1. Law to Promote Specified Nonprofit Activities (NPO law) enacted in 1998 andrevised in 2003
2. Certified NPO system enacted in 2001
3. NPO Information Discloser system enacted in 1998
Continues its work to further improve the NPO law.
The NPO law has already undergone seven revisions.
Established Japanese Fundraising Association in 2009

Overview of certified NPO system
National andprefectural
governments

National Tax
AgencyAuthorization

Certification

CertifiedO
Incorporate

NPO
Incorporated

Group
Incorporation

Tax Breaks

Certified NPO System

NPO Law

18

Increase
Increase in
in NPONPO
Currently,
Currently,approx.
approx.40,000
40,000 NPOs
NPOs exists
existsin
inJapan.
Japan.

Chart:
Chart:"Changes"Changesininthe
thenumbernumberofofNPOs
NPOsininJapan"
Japan"
verticalverticalaxis=
axis=total
totalnumber
numberofofNPOs,
NPOs,horizontal
horizontalaxis=timeaxis=timeofofdata
datacollection
collection(everyDecember
since
1998
to
2009)
(every December since 1998 to 2009)* *These
Thesearearecertified
certifiedNPO,
NPO,Inc.,
Inc.,andandnotnot"government"governmentcertified
certifiedNPOs."
NPOs."The
TheCoalition
Coalitionfor
forLegislati
Legislation
ontotoSupport
SupportCitizens'
Citizens'Organi
Organizazations
tions(C’s)(C’s)

Expectation for NPOs
• Increasing hopes to respond to needs thatgovernment or private-sectors can’t handle.
• Changed notion “government takes care ofeverything,” due to decentralization of government
and financial crisis.
• Increasing interests in participating incommunities as a way to express.
• A new role as employers and economic entity• Alternative ways to participate in central and local
governments and communities• A new method to engage the general public incontributing collectively to better society.

Roles of NPO/NGO
Roles distinguished from private sector andgovernment
1. A leverage for general public to tackle social issues
2. An agent to nurture new social approaches and provide
comprehensive services.
3. Influence on public's participation in policy making andgovernment activities.
4. A bridge to create new social relations among people andgroups.
5. A facilitator of graduate changes to transform society.

19Status quo of NPO
•
•
•
•
•
•

Social services (health, medical, andwelfare) is over 60%.
More than half is services providers(receiving funding in exchange of theirservices).
Annual budget for more than 50% is lessthan ¥5M ($50K). Most is small operations.
50~60% of overall revenue comes fromprovided services. This trend is becoming
more prominent every year.
7 8
Among welfare services providers, 70~80%
of revenue received from services provided.

Chart "Top five categories of NPO" (total
percentage exceeds due to multiple answers
allowed) horizontal axis from left to right: social
services, social education, NPO support, urban
development, and child development

Financial status of NPO
Critical issue of NPOs is their financial weakness.
Status quo of most NPOs
More than 60% operates under annual budget of less than
¥10M ($100K).
70% is financially challenged.
Average staff salary is ¥1,3M ($13K)
1~3 full-timers, 3~7 part-timers
No mid- and long-term plan and vision

Japanese NPO/NGO still has a long
way to go.

Changes around NPO
More interests in community works
More CSR works by private sector
Changes in purchasing behaviors
Growing interests in volunteerism
Need for more donations
Full-scaled support from government

20

Interests in participating in NPO
Those who want to support and participate in the works of
NPO is increasing to 44%, slightly less than one every two
people.
Chart "Survey on past and future participation in NPO works"
8.4% is those who have participated in the work of NPOs in thepast, and 43.9 is those who want to participate in the future.

23% desires to donate
Chart "Survey on past and future donation making"
70.5% is those who have donated in the past year (not limited toNPOs), 2.8% is those who have donated to NPOs in the past, and23.5% is those who want to donate to NPOs in the future.

New growth strategies by government
6/18 cabinet approval• "NPO" frequently mentioned, high expectations as
economic entity• Higher participation rate of civil society in services/areas
formally done by government (25% to approx. 50%)• More funding to promote the “new concept of public
service”• Moving toward reforming tax breaks on donation andNPOs• Government's goal for total donations made by individuals:
from ¥100B ($1B) in 2009 to ¥650B ($6.5B) ~ ¥1.3T ($13B)
in 2020.
• Strengthen community support and partnerships fromprivate-sector21

A new era for Japanese NPO/NGO• From individual-centered to organization-centered.
• Better management practices required.
• Fundraising to be professionalized and specialized.
• Innovative services/works to be promoted.
• Driving force for public's participation in communities.
• Facilitator to build partnerships with private sector andnational and prefectural governments.

Requires a number of leaders22Forum Slides: Paul Grogan

JapaneseJapaneseWomen’s
Women’sLeadership
Leadership Initiative
Initiative
Forum
Forum
Paul
PaulS.
S.Grogan
GroganPresident
President&&CEOCEO
The
BostonFoundation
The Boston Foundation

Philanthropy is a unique American tradition

9 out of 10 households make charitable contributionsMore Americans give than voteAmericans donate about 3% of their after-tax income to charity



In 2009, U.S. charitable giving was $303.75 billion — $227.4 billion or
75% was given by individuals

In 2008, U.S. charitable giving accounted for 2.2% of the GDP – thehighest percentage in the world

2

U.S. Tax Policy Provides an Incentive to Individuals to Give

Since 1917, income donated to charitable organizations is exemptedfrom all levels of income taxation

Since 1935, corporations have been allowed to make tax-exempt donations



The tax deduction lowers the amount one pays for a donation by 15%
to 30%– In the 15% tax bracket, a deductible $100 gift will reduce one’s taxes by$15– In the 30% tax bracket, a deductible $100 gift will reduce one’s taxes by
$30

3

23

Philanthropy Plays an Important Role in Every CommunityCitizen generosity funds:– 51% of all hospital beds
– 20% of all students in colleges and universities– 95% of orchestras– 60% of social service organizations

4

Philanthropy Sparks Innovation and Social Change
Philanthropy supports three major areas of development– People or Human Capital• College Scholarships– Property or Physical Capital• Hospitals, Museums, Theaters, and Universities• Habitat for Humanity– Ideas or Intellectual Capital• Aviation• Space Rocketry• Medical Research (e.g., Penicillin, Polio Vaccine)5

There are 75,000 Grantmaking Foundations in the U.S.


There are three types of foundations:– Independent Foundations– Corporate Foundations– Community Foundations

In 2009, foundation assets totaled $583.4 billion

Collectively, foundations gave $42.9 billion in 2009624

Community Foundation:
A Permanent Pool of Charitable Funds for a Local Area

There are more than 700 community foundations in the U.S.



Researchers have identified 1,441 community foundations in more than 50
countries

In 2009, American community foundations gave $4.5 billion and had assets of$49.6 billion

Community foundation giving represents about 10% of all foundation giving

Characteristics of a Community Foundation:– Seek to improve the quality of life in a defined area
– Independent from control or influence by other organizations, governmentor donors– Governed by a Board of citizens that reflects the communities they serve– Make grants to nonprofits that address emerging and changing needs
7

Foundations are Vehicles for Large-Scale Lasting ChangeFoundations have an impact on a local, national and international level

The Carnegie Corporation, the U.S. Department of Education, the Ford
Foundation, and the Corporation for Public Broadcasting helped
establish Sesame Street



The Robert Wood Johnson Foundation was instrumental in reducing
smoking rates in the U.S.



The Boston Foundation has supported many important local institutions
and projects

8

Philanthropy Supports the Nonprofit Sector – A Vital Part of
the U.S. EconomyIn 2006, there were approximately 1.5 million nonprofits in the U.S.



In the past 15 years, the number of nonprofit organizations has
doubled

In 2006, nonprofits:– Contributed $666 billion to the economy– Accounted for 5% of GDP– 8% of the economy's wages– Nearly 10% of jobs

925Forum Slides: Patricia Deyton

Effective Management ofNonprofit Organizationsand Women’s Role in Leadershipto Change Society
Presented by Patricia Deyton
Senior Lecturer
Simmons School of Management andAcademic Leader of theJapanese Women’s Leadership Initiative

1

Keys for Success for
Nonprofit Organizations (NPOs)

2

Mission Based Management


The mission is the reason for being for theNPO

The mission is a promise to society by the NPO
to meet an important needThe mission is based upon ethical values ofsociety and of the NPO326

Effective Communications and Marketing Clear and frequent communication to the public Seek information from the public to improve
services and meeting of needs
 Convince the public of the value of the NPO andwhy they should participate and/or support theNPO

4Strategic Planning and Management
 Identify the opportunities for the NPO Understand the current external environmentand changes that may impact the NPO
 Create a strategic plan that will move the NPO
forward and form important alliances

5

Clear Values and Ethical Behavior
 Create and maintain a culture of integrity
 Identify and state core values
 Manage the NPO with openness, transparency,
accountability and caring Move from the statement of ideals to operating
behavior
627

Create a Vision for the Future Imagine what the future will look like if your NPO
is successful
 Use the vision as a guide for the NPO
 The vision should be motivating, but attainable

7

Fundraising Defined as giving to strengthen society and meethuman needs
 An important part of revenue for NPOs
 NPOs create reasons to give, motivation to give,and methods to give
 Fundraising is a complex and important part of
the work of NPOs

8

Fundraising (continued)
 Fundraising is a long process that requires strong
and ethical management
 Fundraising must be efficient in terms of the ratio
between money spent to raise funds and money
received Honoring the designation of donors for the use of
their funds is essential
928

Accountability and Transparency
 Meet the requirements of all laws
 Ethical governance of the NPO Spend funds only in accordance with the mission
 Truthfulness in all communications
 Full disclosure of financial information
10

Committed and Educated Paid Staff
 The role of the staff is to provide services andensure the management of the NPO
 Management sets clear, realistic and challenging
goals for staff
 Work should be satisfying and meaningful
 Evaluations are fair and developmental
11

Volunteer Management
 Set formal volunteer policies
 Treat volunteers with the same respect and levelof importance as staff
 Provide orientation, training, supervision andevaluation
 Say thank you!
12

29

Women Leadersin Nonprofit Organizationsin the United States

13

Leadership in the NPO Sector
 NPOs need excellent leadership not only tosurvive but to thrive in the face of the challenges
of society.
 In the US, women have been leaders of social
movements and agents for change through NPOs:
over 50% of NPOs in the US are led by women Women value building relationships and achieving
results, which are essential for successful NPOs
14

Research from the Simmons School ofManagement shows: Women embrace and thrive in leadership roles
 Women value social responsibility which is also
manifested in NPOs
 Women have the education and skills to beeffective leaders Women hold strong ethical principles fororganizations and themselves
1530

NPOs in the US provide women with many
opportunities:
 To develop and connect personal and collective
visions for social change into concrete action
 To become thought and opinion leaders to
improve society
 To take on more leadership roles in NPOs as
executives and leaders on Boards of Directors
16

 To have influence on political decision making andthe allocation of resources by government
 To clearly show society that women are effective
and competent leaders To provide US society with the full benefit ofwomen as responsible and socially-minded leaders

17

Thank You For honoring us with your presence For the opportunity to share our experiences and ourstrong beliefs in the values of NPOs
 For supporting and encouraging women to step up to theleadership challenge For your kind listening

Please be inspired to move forward
18

31

Showa University Slides: Patricia Deyton

Nonprofit Organizationsand Women’s Role in Leadershipto Change Society
Presented by Patricia Deyton
Senior Lecturer
Simmons School of Management andAcademic Leader of theJapanese Women’s Leadership Initiative1

 Nonprofit Organizations (NPOs) are a large andimportant part of American society
 NPOs are part of the history of the US andimportant for citizens engagement
 There are over 1.5 million NPOs in the UnitedStates today2 Americans have a strong tradition of giving toNPOs for social change (Philanthropy)
 NPOs received over $300 Billion from donors in2009
 This generosity funds hospitals, education, thearts, and social service organizations

3

32

NPOs have Mission BasedManagement


The mission is the reason for being for theNPO

The mission is a promise to society by the NPO
to meet an important needNPOs must also be well managed in order todeliver services, raise funds and be sustainable
for the future
4

Women Leadersin Nonprofit Organizationsin the United States

5

Leadership in the NPO Sector
 NPOs need excellent leadership not only tosurvive but to thrive in the face of the challenges
of society.
 In the US, women have been leaders of social
movements and agents for change through NPOs:
over 50% of NPOs in the US are led by women Women value both building relationships andachieving results, which are essential for
successful NPOs
6

33

Research from the Simmons School ofManagement shows: Women embrace and thrive in leadership roles
 Women value social responsibility which is also
manifested in NPOs
 Women have the education and skills to beeffective leaders Women hold strong ethical principles fororganizations and themselves
7

NPOs in the US provide women with many
opportunities:
 To develop and connect personal and collective
visions for social change into concrete action
 To become thought and opinion leaders to
improve society
 To take on more leadership roles in NPOs as
executives and leaders on Boards of Directors
8

 To have influence on political decision making andthe allocation of resources by government
 To clearly show society that women are effective
and competent leaders To provide US society with the full benefit ofwomen as responsible and socially-minded leaders

934

The Japanese Women’s Leadership Initiative

Presented by Mrs. Atsuko Toko Fish

1035

Biography: Paul S. Grogan
Paul S. Grogan became the President and CEO of the Boston Foundation, one of
the nation’s oldest and largest community foundations, on July 1, 2001. With
assets of $763 million, the Foundation distributed grants of close to $79 million
to nonprofit organizations throughout the Greater Boston community in Fiscal
Year 2008. Since coming to the Foundation, Mr. Grogan has boosted fundraisingand streamlined operations while also launching high-impact initiatives inhousing, the arts, education reform, workforce development, and civic
engagement. Under Mr. Grogan’s leadership, the Foundation has become ahighly influential civic convener on issues and challenges facing the City and theregion.
Mr. Grogan joined the Foundation from Harvard University, where he served as Vice President for
Government, Community and Public Affairs from 1999 to 2001. As one of five vice presidents of the
University, he oversaw all government relations for Harvard, relations with Harvard’s hostcommunities of Cambridge and Boston, and the Harvard news office. He was also a Senior Lecturer atthe Harvard Business School. Mr. Grogan spearheaded unprecedented University commitments to thecommunity, including $21 million for affordable housing and $5 million for the Harvard After-School
Initiative. He successfully transformed the University’s previously poor relationship with the City of
Boston, which paved the way for Harvard to double its property holdings in the Allston neighborhoodwith the public blessing of the Mayor, local neighborhood groups, and the editorial page of the Boston
Globe.
While at Harvard, Grogan created a new national organization, CEOs for Cities, whose members are
big city mayors, business leaders, university presidents, and foundation executives. CEOs holds semiannual conferences and publishes cutting edge research on the nature of successful urban economies.
From 1986 through 1998, he was President and CEO of the nonprofit Local Initiatives Support
Corporation (LISC), the nation’s largest community development intermediary. During his term aspresident, LISC raised and invested more than $3 billion of private capital in inner-city revitalization
efforts across America, all channeled through local nonprofit community development corporations.
While under Mr. Grogan’s leadership, LISC also made vital contributions to a string of national policy
successes, including the creation of the Low Income Housing Tax Credit, the establishment of the
HOME program, the strengthening of the Community Reinvestment Act, and the creation of the New
Markets Tax Credit. Noted author and dean of the Columbia School of Journalism Nicholas Lemannhas written that “Paul Grogan is one of the heroes of the community development movement.”
Mr. Grogan’s passion for cities began in Boston where he served Mayors Kevin H. White and Raymond
L. Flynn in a variety of staff and line positions. He headed Boston’s neighborhood revitalization efforts
in the early 80s, where he pioneered a series of public/private ventures that have been widely emulated
by other cities. These included the Boston Housing Partnership and the Boston Compact, a partnership
between the city’s corporate community and public school system.
Mr. Grogan graduated with a degree with honors in American History from Williams College in 1972
and earned a Masters degree in Administration from the Harvard Graduate School of Education in
1979. In 1997, Williams College awarded Mr. Grogan a Bicentennial Medal for his leadership in innercity revitalization efforts. He is a trustee of the John S. and James L. Knight Foundation; a director of36

the for-profit company, the Community Development Trust, which he helped found; a director of New
Profit, Inc.; and a former trustee of Williams College.
Mr. Grogan is the co-author, with Tony Proscio, of the book Comeback Cities, published in 2000,
which syndicated columnist Ron Brownstein of the Los Angeles Times has written is “arguably themost important and insightful book on the American city in a generation.”
He and his wife, Karen Sunnarborg, a city planner, are raising three sons in the Jamaica Plainneighborhood of Boston.

37

Curriculum Vitae: Akira Matsubara
Professional Experience
Coalition for Legislation to Support Citizens’ Organizations (Tokyo, Japan)
Vice President
Apr. 2010 - present
Executive Director
Nov.1994 – Mar. 2010
 The Coalition for Legislation to Support Citizens' Organizations (known as "C's") is a nonpartisan and independent organization comprised of 80 member citizens' organizations andsupported by around 600 nonprofit and for-profit organizations.
 C’s was established in November 1994 by Japanese nonprofit and grass-roots organizations, inorder to create better support systems for such groups in Japan.
 The key figure in movements for the establishment of NPO law and revision of NPO tax law.
 Focuses on activities such as making proposals on the Approved Specified Nonprofit
Corporation, reform of the system of the public interest corporation, and the actual operationof NPO law.
 Holds seminars on promoting partnerships between local governments and NPOs.
 Trains the local government’s employees concerning NPOs all over the country.
 Impacted Japanese NPOs and governmental policies through its lobbying activities, a series ofseminars, and publication of booklets, an active internet homepage, e-mail newsletters, andarticles in national newspapers.
Tokyo East Timor Association (Japan)
Executive Director Aug. 1991 – Dec. 1999
 Developed the Japanese public’s interest in international issues of East Timor
Committee and Advisory Roles Chair, Ichikawa 1% committee, Apr. 2005 - present
 Chair, NPO promoting commission in Chiba prefecture, Jun. 2003 – Mar. 2007
 Chair, NPO promoting committee in Chiba prefecture, Sep. 2001 – Mar. 2003
 Review committee, Asahi Newspaper, Jul. 2000 – Mar. 2003
 Committee, Tokyo Metropolitan governments, 1999 - 2000
Publications
 Author, Handbook Manual to start NPO, C’s, 1998.
 Author, Handbook Manual to write NPO’s Articles of Incorporation, C’s ,1998.
 Author, Instruction Manual for NPO Bill, C’s, 1996.
 Contributing Author, NPOs in Japan 2001, Nihon Hyoronsha, 2001.
 Contributing Author, Easy Understanding Guide for NPOs in Q&A, Iwanami Shoten, 2000.
 Contributing Author, Bridge to Philanthropy, TBS Britannica, 2000.
 Contributing Author, Progress of Volunteer Activities and Roles of Local Governments, Coinno tomo sha, 1999.
 Contributing Author, Commentary on NPO Law, Nihon Hyoron sha, 1998.
Education
April 1981

B.A degree in Philosophy, Kobe University, Hyogo, Japan.

38

2010 JWLI Forum Flyer

39

Article from BPWJ August 2010 Newsletter40

2010 JWLI Fellows Program Recruitment Flyer/Application

41

42

2010 JWLI Fellows Program Calendar

43

BPWJ Slides

Country Report BPW Japan(2010)
Masako Hiramatsu
Chair of International Relation

BPW Japan
At Regional Meeting in
Singapore

For Leadership of Women Leadership in community is important

for women
 BPWJ raised Japanese Women

Leadership Initiative by the support of aJapanese women in Boston
 This project sends 3-4 Japanesewomen to Boston each year toexperience community activities andleadership

Women’s Leadership in NGOs
 They found some cultural and social

differences such as tax system but
women’s initiatives to social issues
 After they came back, they started trial
to change Japanese community and BPWJ organized Forum – “The Time
Has Come: NGOs Can Change Society”

44

The Regional Meeting in Singapore
By Masako Hiramatsu
Chair of International Relations, BPW Japan

Activities for Women’s Leadership
Women leaders training project .
BPW recruits women and sends themto Boston to give them opportunities
to study how to manage NGOs, andto promote active women’s social engagement
as leaders.

 Since 2008:

Forum, “The Time Has Come! NGOs canChange Society –The Leadership Role of
Women” -- held in 2 cities, Tokyo and Fukuoka

 2010:45