WOMENS CAMPAIGN INTERNATIONAL
Empower women, transform communities
Programs and results
What we aim to solve
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Gender Equality
Since its founding in 1998, WCI has conducted programs in Bosnia and Herzegovina, Namibia, Tanzania, Romania, Venezuela, Afghanistan, Malawi and Azerbaijan. WCI is currently implementing programs in Afghanistan and Kenya.
WASH
In rural Liberia, 1 in 5 deaths are related to unsafe water or poor sanitation. Through our experience and established networks across Liberia, WCI has seen the severe impact limited access to water continues to have on many of the communities in which we work. Moreover, as research and field experience has shown, this limited access disproportionately affects women. The burden falls on women and children, at times under dangerous conditions, to haul clean water every day in Liberia.
WCI built a hand pump and latrine in Bong County's town center, serving 1,800 people who are now trained on the importance of proper sanitation and hygiene. Following the successful completion of the first WASH project, WCI is now reviewing more communities in need like Bong County. Later this year the WASH initiative will be implemented in 2 more communities.
Girls Advocacy and Leadership Series (GALS)
GALS program equips underserved young women in WCI’s home community of Philadelphia, Pennsylvania, with the leadership skills, confidence, and connections necessary to effect true social change in their communities. Over the course of the program , participants are trained in public speaking, financial literacy, self-empowerment and advocacy, social media and messaging, and team building. With the support of local community partners, WCI is currently offering the GALS program to teens twice per year, during a Spring and Fall session. The proven GALS model includes six to eight workshops held on consecutive Saturdays. Workshops are designed to introduce skills that build upon each other to promote community advocacy, as well as bolster confidence and capabilities to support future leaders’ academic, personal, and professional success.
The Opportunity Project: Addressing Children's Resilience to Adversity
In partnership with the U.S. Census Bureau, U.S. Department of Health and Human Services, and Instituto del Desarrollo de la Juventud in Puerto Rico, Women’s Campaign International (WCI) created a mental health toolkit for intermediate, high school students and their teachers within the Puerto Rican education system. The mental health toolkit is based on peer reviewed, positive psychology principles that are proven to enhance resilience. The toolkit has three components: A workbook for students, a students’ guide, and a teachers’ guide to help teachers support their students and themselves in improving mental health and resilience.
Empowerment, Entrepreneurship and Media in Afghanistan
Since 2006, WCI has hosted a series of programs in Afghanistan focused on economic empowerment, entrepreneurship, and media in several areas across the country, including Kabul, Parwan, Panjshir, and Bamyan. WCI programs have included workshops, trainings, and dialogue on the Afghan Constitution, civic
participation, human rights, inter-gender communication, and leadership. Our Afghanistan initiative focuses on women’s political participation at national and local levels and mobilization of women in rural outreach projects, which aim to build the capacity of women in politics. Though our office in Afghanistan is currently closed as we work to help evacuees, we look forward to continuing programming when it becomes possible.
Reducing Adolescent Pregnancy (RAP) in the Era of COVID-19
WCI partnered with Winam Green Ventures (WGV), a nonprofit organization based in Kenya, to implement the RAP initiative in Kisumu, Kenya, for a four week-long pilot program. The RAP initiative covers 4 main themes - pregnancy and STD prevention, COVID-19 safety and information, menstruation and reproductive health, and safe sex education. Four months after the pilot program, all 60 participants prevented pregnancy, remained healthy, and returned to school safely. Building off the success of RAP Kenya, in the spring of 2021, WCI partnered with Ukani Malawi and TraumaVenture to implement a six week RAP program in Malawi: three weeks outside the city of Blantyre and three weeks in the rural town of Balaka. Six week-long cohorts of 15 girls were trained, engaging a total of 90 participants over the course of the project.
COVID-19 Free Ambassadors and Representatives (COFAR) Initiative
Tapping into our youth engagement framework and building off of our COVID-19 programming in Kenya, in fall 2021, WCI began co-creating a virtual workshop series with health professionals focusing on vaccination education along with advocacy trainings facilitated by Temple University professors from the Klein College of Communications and student leaders in Temple’s Public Advocacy Club. Through this initiative, WCI trained Philadelphia youth ambassadors about the importance of the COVID-19 vaccine, debunk vaccine myths, and equip these ambassadors with the advocacy skills they need to make a difference in their communities. These COFAR Ambassadors are equipped with the knowledge, outreach strategies, and support they need to share accurate information with their communities.
Entrepreneurship in East Jerusalem
For the past two decades, Women’s Campaign International (WCI)’s has collaborated with grassroots partners to create and facilitate training in skills development centered around providing women and girls with the leadership and advocacy tools they need to thrive as business leaders. WCI in collaboration with Sigma Labs are in the process of creating an entrepreneurship-based course for women in East Jerusalem. WCI will provide Sigma Labs with materials for entrepreneurship training, and Sigma Labs will be responsible for selecting curriculum topics that will benefit the end users. Sigma Labs will also provide WCI with the cultural information necessary to adapt our training to meet the needs of the population we are serving.
Where we work
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of financial literacy courses conducted
This metric is no longer tracked.Totals By Year
Related Program
Girls Advocacy and Leadership Series (GALS)
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
Context Notes
Each year, WCI collaborates with financial experts from Republic Bank and Wells Fargo to facilitate financial management workshops for participants.
Number of youth who demonstrate that they have developed social skills (e.g., interpersonal communication, conflict resolution)
This metric is no longer tracked.Totals By Year
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Context Notes
This includes the average number of participants in our youth programming each year.
Number of students demonstrating responsible behaviors and work habits
This metric is no longer tracked.Totals By Year
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Context Notes
This reflects the current number of program participants reached through WCI programming.
Dollars donated to support advocacy efforts
This metric is no longer tracked.Totals By Year
Related Program
Girls Advocacy and Leadership Series (GALS)
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
This number is based on funds and donations raised through participants' advocacy campaigns.
Number of youth who demonstrate leadership skills (e.g., organizing others, taking initiative, team-building)
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Goals & Strategy
Reports and documents
Download strategic planLearn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
Staff Development: In terms of our staff, WCI will actively seek and provide more support and training to staff in the following areas: communications, grant writing, management and administration, professional development. In terms of our Board, in 2022, WCI added 10 new members to the board for a total of 15 board members. The background of the new board members range from financial, international relations, marketing, government and more. The rationale for this expansion is to increase the diversity of the WCI board and to engage additional skill sets that would strengthen board capacity.
Marketing & Communications: WCI understands the importance of strengthening our social media presence and public relations, and we are committed to hiring a new staff member to focus on marketing and communications. In the meantime, in order to streamline our marketing efforts on social media, WCI has invested in software that allows WCI to be more engaged on social media. To support this goal, WCI’s pro bono consultants at AmerisourceBergen established a social media strategy to include creating an annual social media calendar.
Financial Sustainability: WCI worked with WCI’s bookkeeper and accounting professional to evaluate WCI’s financial health. This review of WCI’s finances led to adjustments to establish a healthier financial foundation. In addition, WCI was able to clear a significant portion of debt accrued due to impacts of the pandemic. WCI is currently working to strengthen future budget projections and additional sources of revenue. In regard to funding, WCI has worked tirelessly to expand its circle of supporters and donors in Philadelphia by increasing its local visibility and activity, and moving forward, we plan to double WCI’s budget with more stable, diverse and sustained funding streams.
Overall, WCI’s organizational capacity will more effectively utilize Board members, staff, interns, volunteers and youth voices at all levels of the organization. WCI’s board members will be more regularly engaged and more consistently informed about WCI and its programs through organized board training. The organization will continue to develop and utilize standardized administrative procedures in place, specifically geared towards finances, donor relations, board and staff engagement, and security, as well as the systematization of the staff turnover process.
What are the organization's key strategies for making this happen?
WCI will actively seek and provide more support and training to staff in the following areas: communications, grant writing, management and administration, professional development. We have started to apply for grant funding to support this effort. In addition, WCI's Board members have supported WCI staff in connecting with pro bono consultants to provide support and training for staff.
In terms of marketing and communications, WCI just completed a website redesign in addition to implementing an annual social media calendar created by pro bono consultants at AmerisourceBergen. WCI understands the importance of strengthening our social media presence and public relations, and we are committed to hiring a new staff member to focus on marketing and communications.
In terms of financial sustainability, WCI will seek out corporate sponsorships and partnerships. This diversification of our funding is particularly crucial now as WCI seeks to expand its local GALS program to more schools in Philadelphia and Montgomery County. Further, WCI’s Board is now committed to supporting WCI in diversifying our fundraising streams through the use of their expertise and networks.
WCI is committed to expanding our inclusion of youth voices in all aspects of our organization’s activities. Throughout all programming, participants are asked to complete surveys in order for our staff to make adjustments to the program to better serve our participants. Participants are also encouraged to share their thoughts with program staff through one-on-one interviews after program sessions.
In addition, program alumni have the opportunity to co-lead a workshop on a topic of their choice with the help of the program facilitator. Program alumni and other interested high school students will also have the option of interning with WCI through roles as social media content creators, program curriculum consultants, and more.
What are the organization's capabilities for doing this?
What have they accomplished so far and what's next?
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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How is your organization using feedback from the people you serve?
To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals
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Which of the following feedback practices does your organization routinely carry out?
We collect feedback from the people we serve at least annually, We take steps to get feedback from marginalized or under-represented people, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We tell the people who gave us feedback how we acted on their feedback, We ask the people who gave us feedback how well they think we responded
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What challenges does the organization face when collecting feedback?
We don't have any major challenges to collecting feedback
Financials
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Operations
The people, governance practices, and partners that make the organization tick.
Connect with nonprofit leaders
SubscribeBuild relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.
- Analyze a variety of pre-calculated financial metrics
- Access beautifully interactive analysis and comparison tools
- Compare nonprofit financials to similar organizations
Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.
Connect with nonprofit leaders
SubscribeBuild relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.
- Analyze a variety of pre-calculated financial metrics
- Access beautifully interactive analysis and comparison tools
- Compare nonprofit financials to similar organizations
Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.
WOMENS CAMPAIGN INTERNATIONAL
Board of directorsas of 04/19/2023
Susan SoonKeum Cox
No Affliation
Carol Scheman
Independent Consultant
Marjorie Margolies
WCI President – Non-Voting Member, Co-Founder and President
Susan Soon-keum Cox
Board Chair (Ret.) Vice President of Public Policy and External Affairs, Holt International Children’s Services
Benjamin Tiede
Global Strategy & Business Engagement Lead, Office of the Vice Chairman, Johnson & Johnson
Eileen Eck
Managing Partner, Fox Eck LLC
Karen Thurman
Former Congresswoman, Chair of the Democratic Party of Florida
Deborah Cai
Senior Associate Dean, Professor, Klein College of Media and Communication, Temple University
Marseille Allen
Senior Political Advisor at Michigan Democratic Party
Alice Cosgrove
Director of Legislative Affairs at Colorado Department of Natural Resource
Kathryn Clymer-Knapp
Managing Director at Ernst & Young
Ellen Arigorat
Program Director-Nursing Informatics at NewYork-Presbyterian Hospital
Nana Oppong
Vice President - CCS Fundraising
Kari Mariska Pries
Counselor of Board of Directors, Inter-American Development Bank of Canada
Sonny P. Russell
Regional Director Northeast, Recreational Equipment Incorporated
Chi Obaji
Manager of Risk Solutions, General Electric
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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Board orientation and education
Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes -
CEO oversight
Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes -
Ethics and transparency
Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes -
Board composition
Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes -
Board performance
Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes
Organizational demographics
Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.
Leadership
The organization's leader identifies as:
Race & ethnicity
Gender identity
Transgender Identity
Sexual orientation
Disability
We do not display disability information for organizations with fewer than 15 staff.
Equity strategies
Last updated: 03/14/2023GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more
- We review compensation data across the organization (and by staff levels) to identify disparities by race.
- We ask team members to identify racial disparities in their programs and / or portfolios.
- We analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
- We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
- We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
- We disaggregate data by demographics, including race, in every policy and program measured.
- We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
- We use a vetting process to identify vendors and partners that share our commitment to race equity.
- We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
- We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
- We have community representation at the board level, either on the board itself or through a community advisory board.
- We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
- We measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team.
- We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.