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Muslim Social Services

2015-2017 Strategic Plan Progress Report

Prepared by Capacity Canada

July 2016

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Table of Contents Introduction .................................................................................................................................................. 3

Methodology ................................................................................................................................................. 3

Progress Towards MSS 2015-2015 Strategic Goals ...................................................................................... 5

Expansion of Organizational Capacity & Development of Additional Resources ..................................... 5

Development of Additional Resources ..................................................................................................... 7

Partners and Collaborations ..................................................................................................................... 8

Volunteer Capacity .................................................................................................................................. 10

Marketing and Promotion....................................................................................................................... 11

Excellence in Social Programming .......................................................................................................... 12

OTF Progress Measures .............................................................................................................................. 13

Summary ..................................................................................................................................................... 14

Figure 1: MSS 2015-2017 Strategic Plan ....................................................................................................... 4

Figure 2: MSS in the Community, Messages from Partners ......................................................................... 9

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Introduction

Muslim Social Services began its work in the Waterloo Region community in 2007 when a group

of Muslim women came together to support under-

served and marginalized communities. These women

saw a tremendous need for culturally sensitive and

faith-sensitive support and social services in their

community.

In 2012, MSS received a significant grant from the

Ontario Trillium Foundation to help develop

organizational capacity in the areas of operations as

well as human and physical resources. MSS was able to hire its first staff team in 2013. As the

grant is coming to a close, MSS wanted to take a look at progress made towards the Ontario

Trillium Foundation’s deliverables as well as towards their 2015-2017 Strategic Plan.

Methodology

MSS invited Capacity Canada to support capturing and assessing its progress towards the

Ontario Trillium Foundation’s deliverables and MSS’s 2015-2017 Strategic Plan. In consultation

with MSS, the purpose and primary evaluation questions identified are listed below.

The purpose of the evaluation was to:

1) Assess progress towards MSS’s strategic plan 2) Assess progress towards OTF’s project deliverables

This assessment will also help inform MSS’ future directions and focus by providing insights into core strengths.

The primary evaluation questions were:

What work has been done, or steps taken, towards MSS’ 2015-2017 Strategic Plan? What successes have there been? What challenges?

How and where has the organization grown since receiving the OTF grant? What successes have there been? What challenges?

Working closely with MSS’ Coordinator, a data inventory assessment was first conducted to

help identify what data, records, and information exists related to MSS’ strategic plan and OTF

deliverables. MSS then provided Capacity Canada with corresponding documents to help assess

progress; over 100 documents were reviewed, classified, and coded. MAXQDA, a qualitative

data analysis software, was used to help code documents. An interview with the MSS’ Founding

director was also interviewed to capture challenges, successes, and strengths of the

organization.

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This report provides a summary of the work completed to date and steps taken towards MSS’

Strategic Plan. Each strategic goal is listed in a table with a summary and highlights section

covering progress towards the goal. This report also provides the status on OTF’s progress

measures.

Figure 1: MSS 2015-2017 Strategic Plan

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Progress Towards MSS 2015-2015 Strategic Goals

Expansion of Organizational Capacity & Development of Additional Resources Create an organizational sustainability plan and financial viability model Summary

Much progress has been made in expanding MSS’ organizational capacity since 2012. MSS received charitable status in 2013, hired its first staff and bookkeeper, obtained their first own designated office space, went through the Imagine Canada Standards Accreditation process, and have been successful in hiring students through the Canada Summer Jobs Program. While MSS’ primary focus the past few years has been on building foundational core capacity, knowledge and record systems, and exploring new partnerships and opportunities, MSS has continued to increase the number of programs and services offered and developed several new additional resources.

The major challenge MSS faced, and continues to face, is that MSS does not have sufficient funds to maintain key staff positions which are vital to its operations. Insufficient funds has led to advertising for part-time positions, which in turn has led some staff leaving the organization to seek other financial and/or further educational opportunities. MSS recently held two sessions on transition and sustainability to identify what is needed to create an organizational sustainability plan and financial viability model. The goal is to find an Executive Director in the coming year.

Highlights

Expansion of Organizational Capacity

MSS applied, and successfully received, charitable status in 2013; organization can now apply for grants available only to charities.

MSS hired its first staff team in 2013, a Counsellor and Coordinator.

MSS joined the Family Centre in 2013, allowing the organization to have their first designated office space and presence in the community.

MSS hired its first Executive Director in 2014.

MSS hired a bookkeeper in 2013.

As a member of Family Centre’s Community Hub, MSS receives mentoring and coaching from Capacity Canada on a regular basis.

MSS partnered with the Glebe Centre to provide counselling services in a variety of languages

MSS applied to, and was accepted for, the Canada Summer Jobs program for the first time in 2014. MSS was accepted to the program in 2015 and 2016 as well.

MSS applied for approximately 4 grants each year since receiving the OTF grant in 2012; MSS has received one additional grant per year since 2013.

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Expansion of Organizational Capacity & Development of Additional Resources Create an organizational sustainability plan and financial viability model

MSS has identified and is tracking current and upcoming grants; 11 grants have been identified in 2016 and MSS has applied for five to date.

MSS Board of Directors and staff worked on the Imagine Canada Standards Accreditation application, leading to further development of policies and procedures in five key areas: Board Governance, Financial Accountability and Transparency, Fundraising, Staff Management, and Volunteer Involvement.

MSS staff/volunteers have attended learning events on building capacity: Storytelling for Non-profits workshop (Capacity Canada)

Tips for Great Grow Grants webinar (Ontario Trillium Foundation)

Board Governance Boot Camp (Capacity Canada)

Grant Writing presentation (Family and Children Services)

Social Media Training workshop (Centre for Community Knowledge)

Intentional Program Design webinar (YouthRex)

MSS creates an annual program plan to present to the Board.

MSS conducted a data inventory to highlight what information exists and help identify data gaps related to MSS’ five key strategic goals.

Board member with fundraising experience has joined MSS’ Board of Directors.

In 2016, MSS has engaged in a two-day transition and sustainability planning session discussing and identifying next steps for the organization.

MSS has more than doubled the number of programs/workshops offered since 2013; from 8 offerings in 2013 to 17 running/already completed by mid-year 2016.

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Development of Additional Resources

Summary

MSS has updated and developed several new resources that support the organization’s operations and management, as well as created resources that raise awareness of MSS’ programs and services. MSS has also developed several new workshops/presentation since receiving the OTF grant in response to needs in/requests from the community.

Highlights

Development of Additional Resources

Development of an Organizational Plan in 2012

Website developed in 2014 and is updated on a regular basis.

E-Newsletters are designed and sent throughout the year to an email distribution list.

MSS updated its organization and counselling brochures; both brochures are offered in 6 languages (12 new brochures in total) and are available in print and online.

Six videos created (more details in Marketing and Promotion section).

Treasurer Handbook developed.

Policy Manual developed.

Board Orientation presentation developed.

Volunteer Orientation updated.

Development of a guide to program evaluation.

Templates created in Excel to track programs offered, grants applied/received, MSS partners/collaborators, and volunteers.

MSS has developed 10 additional workshops/presentations since receiving the OTF grant; this represents an 83% increase from 12 to 22 workshops/presentations since 2013.

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Partners and Collaborations Continue to build bridges with community organizations with shared values and strengthen capacity through shared resources

Summary

MSS has built and continues to build strong networks and relationships in the community through its various outreach efforts. This is evident by records of MSS contacting various organizations, setting meetings, conducting presentations, and sitting on committees/advisory councils. In addition, MSS receives requests from the community to provide insight and advice into issues that require faith-

sensitive and culturally sensitive support. For example, MSS provided input to the Waterloo Region District School Board (WRDSB) for accommodating Muslim students; guidelines were developed by Muslim community leaders and shared with the WRDSB on key areas where accommodations may need to be provided (e.g. music, physical education, sex education, and prayer times).

Highlights

Many of MSS programs are in partnership with other organizations in the community. Over 24 community partners/relationships have been identified through a review of MSS documents (excluding grantors and individual leaders in the community); there is likely considerably more partners/relationships that have not been identified in this review. Between 2013 and 2016:

8 organizations have provided MSS with physical resources

7 organizations have jointly offered a workshop with MSS

6 organizations have worked together with MSS on a joint initiative

5 organizations have provided human resources to MSS

There has been a steady increase in community partnerships/relationships since 2013.

MSS provides halal food to various organizations including House of Friendship, St. John’s Soup Kitchen, and Grand Valley Institution for Women.

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Figure 2: MSS in the Community, Messages from Partners

“Patient who was new to the community, new to Canada, with a cancer diagnosis and knew very few people, and to be able to call MSS and right away they responded and came and made a home visit and

accompanied her to some subsequent appointments. Just made her feel welcome to the new community.” (Rev.) John Lougheed, Grand River Hospital

“One of the most important things about counseling is a need to integrate spirituality with the counselling. With MSS, the counsellor is able to work with the spiritual and psychotherapeutic of the counselling experience and that is very very important” - Brice Balmer Waterloo Lutheran Seminary

“Lots of the things we get from the food bank are pork. It is really wonderful to be able to tell them on such and such a day we are serving a halal meal. It is always a

pleasure, it’s been a pleasure getting to know. They have been coming sol long we do know it’s like we are old friends”- Gretchen Jones, St. John’s Soup Kitchen

“Engaged our police service in a number of ways. One example, she [Founder Idrisa Pandit] has worked with our domestic violence unit. They have become a valuable partner in assisting our police services in particular our front line officers, our community resources officers, when dealing with some clients that particular

service agency deals with” – Lee Fitzpatrick, Waterloo Regional Police

MSS has assisted in providing, helping provide halal foods for our food hamper. Being representative for an agency, specific to a community, that I can make if need referrals

or receive information from to better serve our brothers and sisters from the Muslim community” – Michael Hackbusch, House of Friendship.

“I think Muslim Social Services are doing a great role in our community. A role that may be missed in other organizations. It is an outreach role. It is the service role. It is taking care of these matters, issues that are really crucial to our community and how we can solve it.” Imam Muhammad Abuelezz, Kitchener Masjid

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Volunteer Capacity Foster and strengthen volunteer capacity

Summary

MSS relies almost exclusively on its extensive volunteer base to meet programming needs. Nearly seventy volunteers are in MSS’ volunteer database, excluding the Board of Directors. Approximately one-quarter (24%) of MSS volunteers speak another language other than English and eight different languages are represented. Volunteers are continually provided opportunities to develop their skills and capacity through MSS and MSS encourages volunteers to share their own skills and expertise with the organization.

Volunteers contribute in several ways, whether through MSS’ outreach activities, preparing meals, conducting workshops, marketing and promotion, research and evaluation, and/or administrative support. MSS receives student placements through Conestoga College and Wilfred Laurier University on a regular basis; student placements have provided support in communications, research and evaluation, as well as other day-to-day tasks of the organization.

Highlights

MSS has developed a volunteer database.

MSS has nearly 70 volunteers.

Among MSS’ volunteers, approximately one-quarter speak another language other than English; 8 different languages are represented.

MSS receives opportunities to share their skills and expertise and also receive training opportunities from MSS.

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Marketing and Promotion Increase community awareness of services and program participation

Summary

With a new website developed, a social media presence on Twitter and Facebook, e-newsletters, ability to donate online, new brochures offered in six different languages, the creation of videos, and the organization’s proactive outreach to various service providers, community centers, and faith groups, MSS has greatly increased its marketing and promotion activities since 2013. Evidence of these marking and promotions efforts is positive; MSS’ program participants have almost tripled from approximately 150 participants in 2013 to over 450 in 2016. And MSS has more than doubled the number of programs/sessions offered. MSS continues to see an increase in referrals as well as requests to come speak at various organizations about providing faith-based and culturally sensitive services and support.

Highlights

MSS developed a new website in 2014.

MSS joined social media, Facebook and Twitter, in 2014.

MSS created six videos:

Two highlighting MSS’ services and partnerships.

Three documenting the process, impact, and reflections from the I AM ROHINGYA youth voices project.

One to help raise awareness and funds for MSS’ 2016 Ramadan Food Drive.

MSS has updated their organizational and counselling brochures. Both brochures are offered in 6 languages and are available in print and online.

MSS has almost tripled its number of program participants since 2013; approximately 150 to over 450 in 2016.

MSS has been focusing heavily on outreach activities and expanding their networks; see Partners and Collaboration section of this report.

MSS has been in the news six times since 2013; see articles listed below. MSS in the news

July 05, 2013: Local Muslims devote holy month to God and their community

June 18, 2015: Ramadan is for everyone

June 21, 2014: Mother tongue calms immigrants’ fears

June 27, 2014: Ramadan begins with food drive

June 18, 2015: Ramadan is for everyone

Jan 15, 2016: Arabic crash course: Learning a new language to help refugees

Apr 08, 2016: Youth put lives on stage in play about Rohingya refugee crisis

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Excellence in Social Programming Evaluate and assess program and services

Summary

MSS offers several programs and continues to receive requests to offer core programs as well as new ones based on needs in the community. With respect to evaluating and assessing program and services, a guide to program evaluation has been develop and volunteer experienced in evaluation activities are working with the Coordinator to explore MSS’ impact in the community in its core programs (e.g. Safer

Families).

Various programs have been evaluated, with logic models created for some programs. The largest evaluation effort to date has been with the youth I AM ROHINGYA project youth voices project, where both the process and impact were both documented along the way. Videos were created (see below). Increasing evaluation efforts is a key focus for MSS in the upcoming year.

I AM ROHINGYA! PROCESS, IMPACT, REFLECTIONS

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OTF Progress Measures

OTF Progress Measure Status Comments Complete records of all services provided.

Private office that clients can access established.

An online information system.

Agency brochure created. Counselling brochure also developed. Both brochures offered in 6 languages.

Policy manual created.

Programs are finalized into an annual program plan.

Fundraising strategies are implemented at board and staff level

Year 1 and Year 2 fundraising activities evaluated

In progress

Three to five year financial action plan created and implementation begins.

In progress

Two year program and staffing plan created based on program evaluation of year 2

In progress

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Summary and Recommendations Moving Forward

MSS has increased its core organizational capacity through the Ontario Trillium Foundation grant, while

adding additional programs and responding to emerging needs in the community. MSS’ program

participants have almost tripled since 2013 and MSS has more than doubled the number of

programs/sessions offered. Several new resources have been developed or updated including templates

and systems to monitor and track organizational activities, programs, and partners. One of the main

challenges the organization faces as it continues to build capacity and grow is providing full-time

employment opportunities at a reasonable compensation level. Retaining staff in the past has presented

challenges due to limited hours/compensation and/or staff continuing to pursue further educational

opportunities. MSS continues to apply for grants and is actively exploring sustainability and viability

options. Securing funds to support core staff and operations is vital for MSS to continue to offer its

services and supports in the community.

Moving forward

MSS programs and services are valued in the community as evident through the numerous requests and

referrals that MSS receives, its collaborations with other organizations and respected leaders in the

community, and its extensive number of dedicated volunteers. While MSS programs and services range

in focus, the one underlying theme is delivering and designing programs and services that are faith-

sensitive, culturally informed, and have a sharp lens on inclusion and accessibility. Upon review of MSS

historical records and documents, requests and referrals from the community most often stem from

individuals or organizations seeking advice or support because of MSS’ reputation and expertise, skills,

and knowledge around providing faith and culturally sensitive support. MSS also actively outreaches into

the community to increase awareness of issues around diversity and inclusion and in providing faith and

culturally sensitive support.

With limited resources and an expansion of programming, it is recommended that MSS focus, promote,

and evaluate its work on its core strengths and value as perceived in the community, which is its

expertise and knowledge in delivering and providing faith and culturally sensitive support, services,

dialogue, and information. With extensive diversity within the organization through it volunteers and

the organizations’ diverse networks, MSS is well positioned to become a leader in this area.