ProjectNorthStarInterimInsightsReport

2

Theini1a1vehasbeenleadby

aProjectTeamcomprisingofover24youngprofessionalsacrossover11jamaatsand3regions

whilst

aSteeringCommiAeecomprisingofrepresenta9vesfromeachregionalfedera9on

haveoverseentheprojectsuppor1ngtheteamtoengagestakeholders,adviseonrisksandmanagescopethroughmonthlyreportsissuedbytheProjectTeam.

ProjectNorthStarisagrassrootsini9a9vetoengagetheglobalcommunityandbuildthenext10yearstrategyandopera9ngmodelofTheWorldFedera9on.

AppendixA:HistoryandContextAppendixB:TheProjectTeamTheProjectNorthStarTeam

WorkshopinKurla,Mumbai,IndiaMothersandsistersshowingtheir10-yearcommunityvisionandbrands

Thisreportsharesthekeyinsightsdevelopedfromthisengagementandanalysis.AppendicesarenotedinboAomrightcorner.

Theprojecthasbeenconsistentlyhumbledbythepeopletheymet;TheWorldFedera1on’sgreateststrengthisthevibrancyofitsgrassrootsandcommitmentofitsvolunteerleaders.Thereistruepassionforthecommunityanddedica9ontodrivingthecollec9veforward.

AppendixC:ProjectMethodology

*intotaltheProjectteamhavespokentoover300leadersandmembersacrosstheglobalcommunityandcapturedover5000fullorpar1alsurveyresponses;onlythe1865fullresponseshavebeenusedforgreaterassuranceinthedata

Todate

OverthepastsixmonthstheprojectteamhasworkedtobaselineTheWFopera9onsandengagemembersacrossthecommunityinordertounderstandkeyopportuni1esandthreats.

whichisinaddi1ontosampling1865grassrootsmembersthroughaglobalgrassrootssurvey*

over100interviewsand30focusgroupsacrossover25jamaatsand5regionshavebeenconductedbyProjectNorthStar

4WorkshopatPSV,Melbourne,AustraliaJamaatleadershipandmembersdiscussinglocalchallengesfacingthePSVcommunity,andsolu@onsfromtheglobalcommunitytodrivegrowth

VisionandMission

SummaryAnalysis NextSteps

Interviewswithpastandpresentofficebearers,leadersandstaffofTheWFdemonstratedthatthevisionandmissionoftheorganisa9onfeaturedveryliNleinstrategic-decisionmakingoZenbecausetheylackedsufficienttangibility.Thereisnotonlyconfusionoverthescopeoftheorganisa1on,butalsoclearconfusionoverthecoreconsuming-stakeholders(therearethreeconsumersmen1onedbetweenthevision,missionandcons1tu1onalobjec1ves:members,widerShiacommunityandhumanity).Thismissingclarityiscompoundedbythelackofadefinedvaluesandadecision-frameworktoguidestrategyandprojects.Assuchitimpedeslong-termfocusforTheWF,causesmisalignmentacrosstheorganisa9on,andresultsininefficientgrowthandinefficientresourcealloca9on.

1.  WhoistheprimaryendstakeholderforTheWFandwhatisitscorepurposetowardsthem?

2.  HowisvaluedefinedperWF’scorepurposeandhowshoulditbemeasured?

3.  Whataretheguidingvaluesof

theorganisa1onandhowshouldthesebeembedded?

4.  Whatistheframeworkthatguidesdecision-makingtodetermineswhenac1vi1esarewithinscopeforTheWF,andwhentheyarewithout?

5.  Whatisthevalue-proposi1onandrela1onshipbetweenTheWFanditsmembers?

Jointvisionandmovingjointlytowardsour

global,regionalandlocalgoals

“”

GlobalGrassrootsSurveyRespondent

Whatwouldmakeyoufeelastrongerconnec;ontoyourcommunitybodies?(localjamaat,regionalbodyorTheWorldFedera;on)

AppendixD:VisionandMission

Membership

AppendixE:Membership

SummaryAnalysis NextSteps

InterviewswithWF,regionandjamaatleadersconsistentlyraisedthechallengeofhowtodefinemembershipcriteria.WhilstonpaperTheWFisdefinedas‘KhojaShiaIthna-Asheri’(perclause3.1ofitsCons1tu1on),inprac9ceitises9matedthatatleast16%ofgrassrootscommuni9esaremul9-ethnicornon-khoja.Infactthecommunityfacesathree-waytension:themajorityofleadersdefinemembershipalongethnic-khojalines;someregionsareac9velyseekingnon-ethnickhojamemberswherecriteriaissetalongvalue-affilia9on;andthereisaclearcallfromgrassrootsformembershiptobeopenedbeyondstrictethnicdefini9ons.Thefactthattheorganisa1onisalreadymul1-ethnicrequiresTheWFtoconsideritsmembershiprequirementsandhowtobuildgreaterclarity;thiswillnotonlybringmorealignedgrowthbutalsogrowgrassrootsaffilia1on.

6.  WhatshouldbethedefiningmembershiprequirementsofTheWF?

7.  Cantheorganisa1onmaintaina‘one-size-fits-all’membershipmodelacrossitsglobalcommuni1es?

8.  Whatchangesifanyarerequiredfromthecurrentmembershipprac1ces?

52%

14%11%

7%12%

2%

MycommunityinfutureshouldopenmembershiptoallShias

98%

%of1865responsesfromgrassrootssurvey

Womenofthecommunitysharingtheircommunitychallengesandglobalsolu@onsWorkshopatDubai,UAE

SummaryAnalysis NextSteps

Acri9calissuefacingTheWFconcernsthelackoffull-9mestrategicandopera9onalleadership.Atpresenttheserolesareheldbyvolunteerswhonaturallybalancethesealongwithpersonalandprofessionalcommitments.InterviewswithstaffandvolunteersacrossWFofferedmanyinstanceswhenstrategic,financialandopera1onaldecisionsweredelayedduetothelackofavailabilityofitsvolunteerofficebearersandleaders.Thiscoupledwiththelimita1onoftheorganisa1on’sstrategicvisiontothetermsofitsofficebearersmeanstheorganisa9onalsolacksagilityandlong-termfocus.Interviewswithhistoricstaffandpastofficebearerscalledoutsimilarchallenges.Atthesame1me,theorganisa1onalsolackstwo-wayaccountabilityandcoordina1onbetweenTheWFandregions,andbetweenregionsthemselves.ThisisinmainlyduetothedevolveddeliverystructureofWFthatleadstoresourcewastage,duplica9onandalackoffollow-throughbetweenstrategiesagreedandvaluedelivered.FocusgroupswithgrassrootsmeanwhileindicatedaconcernwiththegrassrootsvaluedeliveredfromeitherTheWFortheregions;indeedonlyaround10%ofsurveyrespondentsaffirmeda‘strongconnec1on’toeitherWFortheregions,withalmostathirdaffirming‘noconnec1on’whatsoever.TheWFfollowsarules-basedopera9ngmodelwherestrictprotocolsexisttomanageengagementwithitsfrontlineconsumingmembership(e.g.grassrootsmembers);howeverwheregrassrootsareaffirmingthatthisengagementislacking,thentheopera9ngstructureitselfneedstoberevisited.

9.  HowcanTheWFbuildfull-1mecapacitystrategicandopera1onalleadershiptomaintainbothagilityandlong-termfocus?

10.  HowcanTheWFbuildanopera1ngstructurethatbalancesefficiencyandreachwithaccountability?

11.  HowcanWFputitsprimaryendstakeholdersattheheartofitsopera1ngstructure?

Opera9ngModel(1/2)

AppendixF:Opera1ngModel

9

45%

10% 11%

31%

24% 21%

17%

33% 34%

4%

33% 31%

LocalJamaat RegionalBody WorldFedera1on

Note:Dataforeachcategoryexcludesblankresponsesandrespondentswhooptedfor‘Other’(c.3%).Dataforregionalbodyexcludesrespondentswhostatedtheyarenotpartofaregionalbody(c.6%)

Strongconnec9on

Someconnec9on

LiNleconnec9on

Noconnec9on

FromtheGlobalGrassrootsSurvey%ofrespondentsontheirsenseofconnec1ontocommunityins1tu1ons(1865responses)

Opera9ngModel(2/2)

SummaryAnalysis NextSteps

WFhasanopportunitytobeNerstructurethescopeofitsfunc9onstofocusonitscorestakeholders.Assuminggrassrootsmembers,thenthereisaneedtoincreasethescopeandcapacityoftheIslamicEduca9on(IE)func9on.Islamiceduca1onisnotonlyaakeyconcernforgrassroots,butinterviewswithaalimsalsocalledforWFtobeAertrain,equipandconnecttheaalimnetwork.WF’sinterna9onaldevelopment(ID)func9onalsoneedstodevelopamorevisibledirec9on,strategyandac9vegovernancemodelthataligntothewiderorganisa9on.CurrentlyWFAIDfocusesonawidebreadthofprojects,includingacrossall3definedstakeholders.HowevergreaterclarityonthevisionofTheWFcanleadtoamoretargeteddevelopmentapproachthatstrivesforgreaterfocusedimpactthanporooliobreadth.LastlyWFdoesneedtoembedriskmanagementcapabili9eswithintheorganisa9ontoproac1velyassessandmanagechallengestoitsjamaatsandgrassroots,andtodevelopthebroaderorganisa9on’slinemanagementstructureandtrainingopportuni9esforallstaffandvolunteers.

12.  WhatshouldbethefullscopeofIEandwhatshouldbeitssub-opera1ngmodel?

13.  Whatshouldbethedirec1onofWF’sIDfunc1onandhowshoulditselectanddeliverprojects?

14.  Whichfunc1onsarecurrentlyvalue-crea1ngforWF’scorepurpose?

15.  HowcanWFembedriskmanagementandoversightcapabili1eswithintheorganisa1on?

16.  HowshouldTheWFdevelopabroaderlinemanagementandstaff/volunteertrainingstructure?

84% thepercentageofrespondentssta1ng‘spiritualdevelopment’

asapersonalconcern

42% thepercentageofrespondentssta1ng‘Fullyagree’or‘Mostlyagree’whenaskedtoassess:

Mycommunitycurrentlycaterstoallmyspiritualneeds

AppendixF:Opera1ngModelAppendixJ:RegionalTrends,Opportuni1esandThreats

%of1865responsesfromgrassrootssurvey

11Notesfromyouth,bothprofessionalsandstudents,withinthethecommunityconsideringthemostimportantchallengestheyface,personallyandasacommunityWorkshopatUniversityCollegeLondon,London,UK

SummaryAnalysis NextSteps

TheWFhasdonewelltogrowitsincomebasethroughincreasesinhighvaluedirectdona1ons,butthefallinvolumeofgrassrootsdonors(e.g.throughkhums)representsariskinsustainability.Where43%ofgrassrootsrespondentsnotedthattheydonotalwayspaykhums,38%ofrespondentssaidtheywoulddonatetotheircommuni1esifasked.Howeverfocusgroupswithgrassrootsofferedthattheydonotunderstandwhatimpactisbeingaccomplishedresul1ngindistancefromTheWFandanunwillingnesstocontributeorgetinvolved.TheWFisalsoconstrainedbyalackofunrestrictedfunds;assuchthereisnotjustthepoten9albutalsotheneedtoconsiderotherincomestreamstoincreaseTheWF’ssustainability.Incomegrowthhasprimarilycomefromdona1onsdesignatedasrestrictedfundsforIREDorcapitalprojects.Meanwhiletheflowofunrestrictedcapitalhasbeenlimited,severelylimi9ngthewaymoneycanbeallocatedtoprojectsandinhibi9nglong-termplanning.Greatersustainabilitycancomethroughworkingwithregionsandjamaatstocreateaglobalfounda1onfundorassetstrategy.Itshouldbenotedthatbothofthesearealreadybeinglookedatbutneedgreaterinvestmenttoreachthescaleneededtopowergrowthintheorganisa1on.

17.  WhatroleshouldtheFinanceandTreasuryfunc1onplaywithinWF’soverallstrategy?

18.  HowcanTheWFincreaseitsdonorbase?

19.  HowcanTheWFbuildabeAerKhumsmodelthatencouragesgrassrootspaymentthroughbuildingappealandtransparency?

20.  WhatotherrevenuestreamscanTheWFleveragetogrowitsfinancialincome?

Finance

AppendixG:FinancialAnalysis

Annualisedgrowth2013-15,%

119%

-5%

203%33%7%1.3 0.9 1.4

0.6 0.91.10.1 0.50.8

3.4 2.6

3.0

2.4

7.6

11.5

2013 2014 2015

WFIncomebycategory,GBPm

Others Admin CapitalProjects Khums IRED

NB:IREDandCapitalProjectsdenoteincomedesignatedforrestrictedfunds.Assuchtheyarelimitedintheiruses,andmustbetargetedatspecificprojects.

7376

50

0

20

40

60

80

2015201420130,0

2,5

0,51,0

2,01,5

3,53,0

100,000+1000-10,000

250-1000 10,000-100,000

3,0

<250

1,1

0,20,6

0,0

Highvaluedona9onshaveincreasedalmost3xinthelast3years

Valueofdona9onsbysize,GBPm(2015)

45% 34% 44% 271%

Growthindona9ons,%(2013-15)

19%

Thetop5donorsnowmakeup73%ofWFincome

Top5donors,%ofdona9ons

3,521 5,272 6,089

Ave.dona9onsize,GBP

Note:Dona1onsexcludecontribu1onsfromregionalbodies,andareprimarilydesignatedasrestrictedinusage.

Youthsdemonstra@ngtheiridealcommunitybrandiden@@esWorkshopatIHC,Sydney,Australia

Technology

SummaryAnalysis NextSteps

TheWFhasamodestinvestmentintechnologyanddigitalservices,butlacksacoherentdigital(technologyanddata)strategyacrosstheglobalorganisa1on.Thereismuchcostduplica9onthatcouldbereducedgreatlythroughacentralisedmodelthatdrivesstrategicpriori9es,shareslicensingandachieveseconomiesofscale.Thecapabili1estodevelopthistechnologymodelexistacrossgloballeadership,manyofwhomaredigitalprofessionalsintheircareers.Aclearandeffec9vedatastrategytooisneededthatlookstoprocessinsightsoncorestakeholdersandthewiderenvironmentinordertodrivedecision-making.Currentlydataacrossprojects,regionsandgrassrootsiseitherdispersedorexistsindisparatesystems.Assuchthereisnosingledashboardthatgivesaviewoftheen1reorganisa1on.Lastlyacoherentdigitalstrategyacrosstheorganisa9onwouldalsohelpTheWFtapintoitshighlyinternetliterategrassrootsbase.Thiswouldlooktoincreaseengagementandaffilia1onwithawillinggrassrootscommunity.

21.  ShouldTheWFadoptacentralisedtechnologystrategy?Ifso,howshouldthiswork?

22.  WhatshouldbetheelementsofTheWF’sdatastrategy?

23.  HowcanTheWFlaunchadigitalstrategythatseekstoenhanceitscorestakeholder’scustomerjourneyandbuildgreaterengagementandaffilia1on?

AppendixH:FinancialAnalysis

28%30%

32%

8%

21+hrs/week 11-20hrs/week 3-10hrs/week 0-2hrs/week

Hoursspentonline,/week

$1.15 m thees1matedefficiencysavingover10yearsfromacentralised

technologystrategy

%of1865responsesfromgrassrootssurveyNB:Blankresponseshavenotbeenincluded(c.2%)

SummaryAnalysis NextSteps

TheWF’scurrentbrandstrategyiscausingbothbrandconfusionandbranddilu9onacrosstheorganisa9onleadingtopoorins9tu9onalaffinityacrossgrassrootscommuni1esandgrassroots.Theglobalorganisa9oniscurrentlyfollowingbotha‘brandedhouse’and‘houseofbrands’modelmodelatthesame9me,whichweakensaffinitytoanysinglebody.Indeedsurveydataindicatesthatonlyatenthoftheglobalcommunityholda‘strongconnec1on’witheithertheirregionalfedera1onorTheWF,withalmostathirdsta1ng‘noconnec1on’whatsoever.Furtherafull53%ofrespondentsaffirmedthattheyareeithernotornotyetproudtobeaffiliatedtoTheWF.Aconsistentthemeacrossinterviewsandfocusgroupswastheques1onof‘whetherTheWFrepresentsoneglobalcommunityormanycommuni9es?’;thisisakeyques1onthatneedstobeaddressedtobuildbrandclarityandaffinitywithmembers.WithinthisTheWFhasanopportunitytobuildgreaterawarenesswithgrassrootsaboutitsvalue-proposi9onandwhyaffilia9onshouldbeencouraged.

24.  DoesTheWFrepresentoneglobalcommunity,oracollec1onofsmallercommuni1es?

25.  Whatiden1tyandvalueproposi1ondoesTheWFofferitsmembersandgrassroots?

Branding

33% 37%47%

53%59% 63% 63%

46%

7%9%

12%9%

7%

13%7%

9%

55% 48%34% 32% 27%

20%24%

37%

5% 7% 7% 6% 7% 4% 7% 6%

11-20 21-30 31-40 41-50 51-60 61-70 71+

DoyoufeelproudtobeaffiliatedtoTheWorldFedera9on?(byage)

nYesnIdonotknowenoughaboutTheWorldFedera1onnNonIamnotaffiliatedtoTheWorldFedera1on

GlobalAverage

53%

%of1865responsesfromgrassrootssurveyNB:Blankresponseshavenotbeenincluded(c.2%)

AppendixI:Branding

17

FromtheGlobalGrassrootsSurvey%ofrespondentsontheirsenseofconnec1onandpridetoTheWorldFedera1on,byage(1865responses)

6% 8% 9% 11% 16%26% 30%

11%

21% 17%23%

24%21%

28% 21%

21%

35%33%

35%34% 33%

27% 32%

34%

31% 39%33% 28% 26%

13% 15%

31%

11-20 21-30 31-40 41-50 51-60 61-70 71+ GLOBALAVERAGE

SenseofConnec9ontoTheWF–byAge

Strongconnec1on Someconnec1on LiAleconnec1on Noconnec1on

31%36%

47% 52%58%

63% 62%

46%

7%

9%

12%9%

7%

13%6%

9%

52%47%

34% 31% 27%

20%23%

37%

5%6% 7% 6% 7%

4%6% 6%

11-20 21-30 31-40 41-50 51-60 61-70 71+ GLOBALAVERAGE

PrideinAffilia9onwithTheWF–byAge

Yes No Idonotknowenough Notaffiliated

18Notesfromyouthswhocreatedabrandstatementrepresen@ngtheglobalcommunityWorkshopatHIC,Orlando,USA

RegionalTrends,Opportuni9esandThreats

SummaryAnalysis NextSteps

Aswellastheneedforriskmanagementcapabili1estoproac1velyassessandmanagechallengestoitsjamaatsandgrassroots(calledoutunderOpera1ngModelabove),theglobalcommunityalsolackssufficientins9tu9onalpoli9calrepresenta9onandsocialpartnershipsatalllevels.Thishasbeenaconcernechoedacrossmostinterviewsandfocusgroupsacrossallregions,andshouldformaprioritytooverthecomingyearstohelppreventagainstrisingna1onalismandvola1lityinlocalcommuni1esacrossEurope,NorthAmericaandIndia.Anotherkeyconcerncalledouthasbeenthefragmenta1onoftheglobalcommunity,wheremostcommuni9esechoedafeelingofexis9nginsiloes.TheWFhasagreatopportunitytobothleveragetechnologytoenablecommunica1onandknowledgesharingplaoorms,andtofacilitatemoreinter-communitypartnershipstosharebestprac1ceandleverageresources.Keychallengesandconcernsraisedbygrassrootsintheglobalsurveyrevolvearoundspiritualdevelopment,Islamiceduca1onandfinancialsustainabilityoftheircommuni1es(calledoutunderOpera1ngModelandFinanceabove).

26.  Whatbehavioursandcapabili1esarerequiredtobuildstrongerins1tu1onalpoli1calandsocialpartnerships?Whereshouldthesebefocused?

27.  HowshouldTheWFfacilitategreatercollabora1onacrosstheglobalcommunity?

AppendixJ:RegionalTrends,Opportuni1esandThreats

20

FromtheGlobalGrassrootsSurvey%ofrespondentsontheirtoppersonalandjamaatconcerns(1865responses)

84% Spiritualdevelopment

76% Religiouseduca9on

66% Careerdevelopment

66% Businesschallenges

60% Tacklingfamilyhealthissues

GlobalTop5IndividualConcerns

54% Islamiceduca9on

43% Financialsustainability

33% Youthdisillusionment

32% Socialissues(mentalhealth,bullying,abuse,drugs,sexuality…)

24% Leadership&governance

GlobalTop5JamaatIssues

FromtheGlobalGrassrootsSurvey%ofrespondentsontheirtoppersonalandjamaatconcernsbyregion(1865responses)

Africa India

Other MiddleEast

Pakistan NorthAmerica

Australia Europe

ByRegion

Islamiceduca1on(60%)Youthdisillusionment(37%)Difficultyofmarriageforyouth(33%)

Islamiceduca1on(47%)Medicalcare(46%)Financialsustainabilityofjamaat(42%)

Islamiceduca1on(67%)Unemployment(44%)Socialissues(44%)

Islamiceduca1on(57%)Financialsustainabilityof

jamaat(44%)Socialissues(36%)

Islamiceduca1on(53%)Medicalcare(42%)

Unemployment(40%)

IslamicEduca1on(56%)Religiouspersecu1onofShias

(38%)Difficultyofmarriage

foryouth(33%)

Financialsustainabilityofjamaat(53%)

Islamiceduca1on(53%)Youthdisillusionment(40%)

Islamiceduca1on(86%)Religiouspersecu1onofShias(71%)Difficultyofmarriageforyouth(43%)

LocalJamaatIssues IndividualConcerns

Spiritualdevelopment(97%)Religiouseduca1on(87%)Careerdevelopment/businesschallenges/Caringforelderlyfamily(63%)

Spiritualdevelopment(85%)Religiouseduca1on(78%)Businesschallenges(74%)

Spiritualdevelopment(100%)Religiouseduca1on(100%)Caringforelderlyfamily/Confron1ngReligiouspersecu1on(71%)

Careerdevelopment(100%)Spiritualdevelopment(89%)Seculareduca1on(89%)

Spiritualdevelopment(79%)Religiouseduca1on(70%)Careerdevelopment(61%)

Spiritualdevelopment(89%)Religiouseduca1on(88%)Businesschallenges(80%)

Spiritualdevelopment(96%)Religiouseduca1on(90%)

Confron1ngReligiouspersecu1on(77%)

Spiritualdevelopment(82%)Religiouseduca1on(72%)Careerdevelopment(62%)

FromtheGlobalGrassrootsSurvey%ofrespondentsontheirtoppersonalandjamaatconcernsbyage(1865responses)

71+21-3011-20 61-7031-40 51-6041-50

IndividualConcerns

LocalJamaatIssues

Spiritualdevelopment(89%)Religiouseduca1on(83%)Businesschallenges(74%)Islamiceduca9on(58%)FinancialSustainabilityofJamaat(44%)Youthdisillusionment(36%)

Spiritualdevelopment(88%)Religiouseduca1on(82%)Businesschallenges(68%)Islamiceduca9on(55%)FinancialSustainabilityofJamaat(45%)Youthdisillusionment(30%)

Spiritualdevelopment(79%)Religiouseduca1on(70%)Familyhealthissues(58%)Islamiceduca9on(49%)FinancialSustainabilityofJamaat(46%)Youthdisillusionment(36%)

Spiritualdevelopment(64%)PersonalHealthIssues(56%)Familyhealthissues(50%)FinancialSustainabilityofJamaat(50%)Islamiceduca9on(47%)Seniorneeds(34%)

Spiritualdevelopment(40%)PersonalHealthIssues(40%)Familyhealthissues(32%)FinancialSustainabilityofJamaat(49%)Islamiceduca9on(49%)Medicalcare(32%)

Spiritualdevelopment(91%)Careerdevelopment(86%)ReligiousEduca1on(81%)Islamiceduca9on(52%)SocialIssues(42%)FinancialSustainabilityofJamaat(40%)

Careerdevelopment(82%)Spiritualdevelopment(80%)Seculareduca1on(76%)Islamiceduca9on(55%)FinancialSustainabilityofJamaat(37%)SocialIssues(39%)

Q:Whatwouldmakeyoufeelastrongerconnec@ontoyourcommunitybodies(localjamaat,regionalbodyorTheWorldFedera@on)?Q:Canyouexpandonyourtoprankedissuewithinyourlocaljamaat?

WFmakethemselvesandtheirini@a@vesknowntoourmembers,educateusonhow(if

theydo)benefitussowebegintofeelaconnec@onwiththem.

Surveyrespondent

Opencommunica@onandgenuineapproachableteamsfordaytodayproblems

thatneedguidanceandmoralsupport.

Surveyrespondent

Ican,butthelistwouldbetoolong.Ithinktheissuestartswiththetrainingourulemahavewhentheycometothecommuni@es

toserve.religiousstudiesdoesn'tequalsocial/culturalunderstanding.

Surveyrespondent

Thiswoulddefinitelybedisillusionment.Alackofaclearsetvisionandthestrategywithwhichtoachievethisleadstodisillusionment.Asa

communitycentre,weares@llmostinclinedtoreligiouscommemora@onandliWleinthewayofcelebra@ngwhoweare,ourheritageandour

businessandprofessionalisms.Surveyrespondent

Per1nentandindica1vequotesfromthegrassrootssurvey

24WorkshopatArusha,Arusha,TanzaniaJamaatmembersdiscussinglocalchallengesfacingtheArushacommunity,andsolu@onsfromtheglobalcommunitytodrivegrowth

WorkshopinAhmedabad,IndiaJamaatleadersandmembersfromKalupur&Sarkhejshowingtheresultsofaworkshoponcommunitychallenges,globalsolu@onsandidealbrandiden@@es

NextstepsforProjectNorthStararetobuildupontheopportuni1esoutlinedaboveandworkwithstakeholdersacrossallregionstodevelopsolu1onsandrecommenda1ons.ThesewillthenbepresentedtotheFiZeenthOrdinaryConferenceofTheWorldFedera1oninMay2017.

Contactsecretariat@world-federa1on.orgifyouwouldliketheaccompanyingappendicestothisreportandassociateddata,orstrategy@world-federa1on.orgifyouwouldliketogetinvolvedorformoreinforma1on.