It’s one thing to put in effort. It’s quite another thing to see results.
One of the biggest challenges organizations like our own face is to do with how we define success. How do we know that our programs and resources are having their desired effect? By carefully analysing and reporting.
Keeping You Informed
We have a responsibility to our funders and partners; this is our way of making sure that promise is fulfilled.
By giving you access to our reports, we’re also giving you the chance to let your voice be heard. Please contact us if you have any questions or comments.
In 2013, we saw excellent progress across our programs, especially with regard to the Cluster Project . We helped organizations across four provinces: Ontario, British Columbia, Manitoba and Newfoundland and Labrador, and we saw growth and improvement across many of the businesses we worked with as each began to benefit from our oversight.
Over the year, we worked to achieve our goals in policy and advocacy. We met with many party leaders, and presented at conferences, such as CCEDNet in Winnipeg. In addition, we held networking and sharing sessions with our networks and stakeholders.
In 2012, we saw the beginning of our Cluster Project , an ambitious undertaking that was created to help organizations that focus on women-centred CED flourish. We wanted to allow these organizations to “cluster” together and create opportunities for dialogue and collaboration. At this point, the program was in its early stages, but we expected to see results soon.
Additionally, WEC pursued change at the policy level by participating in such gatherings as the Canadian Women’s Foundation’s Economic Development Committee and played a key role in the organization’s growth and progress.
In 2011, we completed the Aboriginal Women’s Cluster Model Feasibility Study , which encouraged better networking and community support for Aboriginal women-led CED initiatives. We determined that this model would be beneficial both in Aboriginal and non-aboriginal communities.
This work led us to the initiation of the Cluster Project , a project that would stretch over the next few years and would be a primary focus for our organization.
Also this year, we completed the Leadership and Women’s Economic Security Project, which saw the the engagement of over 70 organizations and almost 900 women across the country. The project facilitated leadership and economic literacy training, which were evaluated by a third party consultant.
2010 marked the midpoint of the Leadership and Women’s Economic Security Project, which ran from 2009-2011. At this stage of the program we continued to develop strides we made towards increasing the financial competency of the participating women.
We asked for some feedback from our members working in the leadership component of the program, and we received favourable responses. They cited many examples of how the program helped them develop leadership skills and flourish.
In 2009, our main focus was the expansion of the Train-the-Trainer program. In August, we worked with 15 mentees to help improve their leadership skills. They were instrumental in helping us develop a leadership toolkit that continued to evolve over the coming years.
We built relationships with Aboriginal women’s organizations and organizations that help newcomers to Canada. We did this in order to learn more about the needs of women under these programs. We also prepared a paper on Finance and Investment for the 2010 National Summit on a People-Centred Economy.