Project North Star. Interim Appendices Report. Core insights and next steps are called out in the Interim Insights Report.

Transcription

1 Project North Star Interim Appendices Report Prepared for: Prepared by: Prepared on: Core insights and next steps are called out in the Interim Insights Report. 1

2 For his sake there are angels following one another, before him and behind him, who guard him by Allah's commandment; surely Allah does not change the condieon of a people unel they change their own condieon Surah Ar-Ra'd 13:11, The Holy Quran Interpreta(on used: h0p:// 2

3 Purpose of this document Project North Star is a grassroots inieaeve to review the core strategy and operaeng model of The World FederaEon (WF). Over the past six months the project team has baselined WF 1 operaeons, interviewed over 100 leaders 2, conducted over 30 focus groups across global communiees 3, surveyed over 1800 grassroots 4, and analysed opportuniees and threats in each region. The key insights developed through the project are outlined within the Interim Insights Report. This document accompanies that as its Appendices. It must be noted that the focus of this report is to idenefy current challenges that will impede future success of the organisaeon. It is not about audieng past WF operaeons, nor about commending / criecising its present working processes. AddiEonally this report is an interim report at the halfway mark of the project; as such the insights contained within should be qualified as subject-to-change as further refinement and understanding may cause them to change by project compleeon (May 2017). Further the Project would also like to make note of the support of its Steering Commi[ee; this was an oversight commi[ee for the project made up of a representaeve from each regional federaeon. They were also especially helpful in planning regional field-trips to engage with jamaats across each region. The Steering Commi[ee has been invaluable to the success of the project, and the Project team would like to thank them for their conenued support (see Appendix B for more informaeon on Project Governance). All queseons should be directed to strategy@world-federaeon.org. 1 Though The World Federa(on refers to the enere global community from WF President to grassroots, this report uses the terms WF to refer to the global management and staff layer of the organisaeon and the global community to refer to the enere organisaeon. 2 Leader interviews were conducted with past and present WF Office Bearers, WF departmental leaders, regional Office Bearers, jamaat presidents, chairladies, jamaat subcommi[ee leaders and grassroots with insight on the community. 3 Focus groups were arranged by local communiees and held with regional office bearers, jamaat managing commi[ees and jamaat-organised groups of youth, women, men and seniors. 4 Survey responses from grassroots include only those who fully completed the survey online or submi[ed a paper version; in total 5092 surveys responses were collected with a 35% online compleeon rate and 248 paper surveys completed by hand. This amounts to a total of 1865 survey responses used in this study. More informaeon on the survey is available in Appendix C. 3

4 Contents ExecuEve Summary 5 Appendix A: History and Context 9 Appendix B: Project Governance 14 Appendix C: Project Methodology 20 Appendix D: Vision and Mission 30 Appendix E: Membership 35 Appendix F: OperaEng Model 40 Appendix G: Financial Analysis 50 Appendix H: Technology Strategy 56 Appendix I Branding Model 61 Appendix J: Global OpportuniEes and Threats 66 Appendix K: Grassroots Data 128 Appendix L: Interview and Workshop ParEcipants, and Research Sources 134 Appendix M: Frequently Asked QuesEons 140 4

5 ExecuDve Summary 1. Project North Star is a grassroots inieaeve, sponsored by The World FederaEon and accountable to regions. Its scope is to build a coherent 10-year vision and mission of the organisaeon through a consultaeve process of engaging with all WF members; to establish the next 10 year strategic prioriees for the organisaeon that will underpin its vision and mission; and to recommend an operaeng structure and model that will embed and achieve these strategic prioriees. 2. To this end and over the past six months, Project North Star has analysed The World FederaEon including through interviewing over 100 leaders 1, running over 30 focus groups 2 and surveying over 1800 grassroots 3 across the organisaeon. 3. Although the focus of Project North Star was to idenefy opportuniees for growth, the team observed immense strengths across the organisaeon: I. Project North Star saw the global community s greatest strength as the vibrancy of its grassroots and commitment of its volunteer leaders across all levels of the global body. There is true passion for the community and dedicaeon to driving the colleceve forward. II. This dedicaeon was most evident in the global community s response to the Yemen crisis; WF leadership mobilised a global taskforce involving all the regions to engage, evacuate and rese[le three communiees in war-torn Yemen encompassing over 700 people. The leadership and partnership demonstrated through this was indicaeve of the underlying spirit of the community. III. Another key asset of WF that should be noted is its level of professionalism, insdtudonalisadon and network reach; these three coupled with the dedicaeon of its leaders and staff have ensured the longevity of the organisaeon over the past 40 years, enabling it to evolve to meet challenges and posieon itself to meet the needs of its members and wider society. 1 Leader interviews included with past and present WF Office Bearers, WF departmental leaders, regional Office Bearers, jamaat presidents, chairladies and jamaat subcommi[ee leaders. 2 Focus groups were arranged by communiees and held with regions, jamaat managing commi[ees and jamaat-organised groups of youth, women, men and seniors. 3 Survey responses from grassroots include only those who fully completed the survey online or submi[ed a paper version; in total 5092 surveys responses were collected with a 35% online compleeon rate and 248 paper surveys. This amounts to total of 1865 survey responses used in this study. More informaeon on the survey is available in Appendix C. 5

6 ExecuDve Summary 3. It should also be noted that there are many areas of WF operaeons that have not yet been explored such as aceviees around health, housing or economic uplimment; this has been because they have been beyond the focus of this project which focused more on the core operaeons of WF and priority concerns of grassroots. However these may form part of the analysis going forward per the discussions and workshops held from the insights of this report. 4. Project North Star observed the following opportunides for development within The World FederaEon: I. WF needs clearer and more tangible direceon within its core strategy, including its vision and mission, to enhance its strategic decision-making. II. III. IV. The lack of a clear value-proposieon and outlined responsibiliees between WF and its membership causes misalignment and ineffeceve use of resources. The conflict between stated rules and actual pracece of WF s membership criteria is causing inefficient growth and grassroots tension. Survey data indicates a call from grassroots members to open up jamaat level membership beyond the strict ethnic definieon of Khoja whilst also retaining a Khoja culture; however the implicaeon of this call needs to be be[er understood by the global community. V. The lack of full-eme strategic and operaeonal leadership limits WF s agility and long-term impact. VI. A strict adherence to a rules-based operaeng model distances both WF and the regions from their grassroots membership base. 6

7 ExecuDve Summary VII. The organisaeon lacks two-way accountability and coordinaeon between WF and its member regions leading to much resource wastage, duplicaeon and a lack of follow-through. VIII. WF has done well to develop its line management structure and staff training opportuniees; however there is room for further improvement and a need to consider the broader line management structure for volunteers and broader community training plans. IX. Islamic educaeon is seen as a key concern by grassroots members which is unlikely to be met by the current scope and focus of the Islamic EducaEon funceon. X. As WF s most aceve department, WF AID has opportuniees to develop a more visible direceon, strategy and aceve governance model that align to the vision and goals of the wider organisaeon. XI. Growth in WF s income base has been achieved through increases in high value direct donaeons, but the lack of growth in unrestricted and grassroots donaeons poses a poteneal risk to sustainability. XII. Grassroots donors do not understand what impact is being accomplished resuleng in a percepeon of distance from WF. XIII. There is poteneal to consider other income streams to increase WF s sustainability and work with regions and jamaats to create a global asset strategy. XIV. WF does not have a coherent technology strategy across the global organisaeon; however its staff and volunteer base are rich with the capabiliees required to develop such a strategy that drives strategic prioriees, reduces cost duplicaeon and achieves economies of scale. 7

8 ExecuDve Summary XV. WF lacks a clear data strategy that inhibits effeceve strategic decision-making and project delivery. XVI. There is a great opportunity to leverage digital to rewrite the grassroots social-contract and increase direct engagement with a willing grassroots community. XVII. WF is currently following both branded house 1 and house of brands 2 models which causes confusion and brand dilueon across the organisaeon leading to poor insetueonal affinity with grassroots and grassroots communiees. XVIII. WF faces a brand idenety challenge leaving staff, members and grassroots without an understanding for what its brand represents and why affiliaeon should be encouraged. XIX. The global community needs appropriate risk management capabiliees to proacevely assess and manage challenges to its jamaats and grassroots. XX. The global community lack sufficient insetueonal poliecal representaeon or social partnerships at all levels. XXI. The global community exists in siloes and lacks the plarorms and resources to effecevely connect and communicate across all levels. 4. Next steps for Project North Star are to build upon the opportuniees outlined above and work with stakeholders to develop solueons and recommendaeons. These will then be presented to the Fimeenth Ordinary Conference of The World FederaEon in May Branded house model refers to an organisaeon that generally follows a single and cohesive brand architecture (e.g. Oxfam, Aga Khan FoundaEon). 2 House of brands model refers to an organisaeon that has muleple independent brand ideneees for each of its subparts, all of which hold greater presence than unifying idenefiers (e.g. P&G, Unilever). 8

9 Appendix A: History and Context This appendix summarises the the history of The World FederaEon, context of Project North Star and lessons learnt from the 2003 Strategic Planning exercise. 9

10 Let me begin at the beginning. The concept of The World FederaEon dawned upon us by the events in Uganda. Marhum Mulla Asgherali M.M. Jaffer inaugural address at the First Cons(tu(onal Conference of The World Federa(on (1976) 10

11 The WF has grown from its humble beginnings in 1976 and has expanded from an organisadon focused on its members to an internadonal relief organisadon 1976 The World FederaEon is founded, resolving to bring together all the Khojas of the world 1979 Gujarat FederaEon (GF) established with the unified objeceve to uplim the Shias of Kutch and KhaEawad 1979 Medical Advisory Board established to look at health across the global community 1980 Islamic EducaEon Board (IEB) formed to primarily focus on the spiritual development of members in the West 1981 ZCSS launched under GF to focus on poverty and educaeon in the subconenent The WF amplifies its focus and impact on poverty in the subconenent, health, and Islamic EducaEon in the West, including though producing vast materials in English and channelling funds to establish centres across America, Canada, Sweden and the UK The WF partners with Red Crescent and other chariees to focus on relief projects in Bosnia, Iraq and Iran 1991 EvacuaEon of the Mogadishu community from Somalia to Kenya, arranged and led by the Chairman of the K.S.I. Jamaat of Mombasa 2003 The first Strategic Plan is created to provide strategic direceon for The WF to make it more effeceve to meet the needs of its members 2006 The WF adopts its current Vision and Mission statement 2006 The WF assess 2007 progress against The WF restructures the 2003 into a regional model Strategic Plan 2016 Project North Star is launched Yemen Project launched and completed to evacuate and rese[le communiees in Yemen 2009 The WF assess progress against the 2003 Strategic Plan Launch of WF Aid The WF adopts the devolueon resolueon of project delivery to regions 2011 MTP closes following Syrian Civil War 2009 The Muballigheen Training Programme (MTP) is launched in Syria FormaDon The WF focused on alleviaeng poverty of the subconenent communiees, and establishing religious centres for communiees in Europe and America Embedding The WF deepens its focus and impact, as well as through increasingly looking externally Rising Rising internaeonal service including providing relief and support services in Bosnia, Guyana, Malaysia and Russia DevoluDon The WF adopts a new structure that demarcates WF as a policy body and the regional federaeons as delivery bodies Refocus The WF focuses on rebuilding its principles and unity across the community 1972 Idi Amin ordered the expulsion of the country's Asian minority including its Khoja communiees 1991 Somali civil-war intensifies 1991 First Gulf War breaks out 1992 Bosnian War breaks out 2001 Gujarat Earthquake hits India with epicentre in Kutch District 2011 Syrian Civil War breaks out 2015 Yemen Civil War breaks out 11

12 Today a fast-changing global environment means it is cridcal for WF to assess its strategic direcdon and ensure its value-proposidon to members is being met The World FederaEon has existed for over 40 years conneceng communiees (jamaats), operaeng in InternaEonal Relief and developing an idenety across the Shia Ithna asheri world. It connects over 140 communiees through a federated structure and has operated over 200 projects across the globe ranging from HaiE Disaster Relief to its Zanibiya-Child-Sponsorship-Scheme. Scope Context Today WF faces a fast-paced and challenging global environment, with disenct poliecal, social and economic threats confroneng its consetuent communiees (regions and jamaats). WF needs to adapt not only to survive these challenges but to enable its members to thrive in this new environment. It needs to understand its value-proposieon, as well be able to clearly areculate who it is, who it serves and what it means for it to succeed. These answers are necessary to drive success for the future. Project North Star will seek to address these queseons and ensure The WF has the strategic understanding necessary to drive itself and its consetuents forward for the next decade. The scope of Project North Star will be to complete the below aceviees by May Build a coherent 10-year Vision and Mission of The World FederaDon. This will be through a consultaeve process of engaging with all WF members. 2. Establish the 10-year Strategic PrioriDes for The World FederaDon. This will be to achieve strategic themes that underpin WF s Vision & Mission. 3. Recommend on the OperaDng Structure and Model for The World FederaDon. This will be to embed and achieve its Strategic PrioriEes. 12

13 Project North Star began by reviewing historic documents of the organisadon such as minutes, reports and especially the 2003 Strategic Plan 2003 Strategic Plan Primary ObjecDve To provide WF with a strategic direceon in order to be[er meet the needs of the community and carry out its work more effecevely. Key RecommendaDons 1. Educate the community in both Islamic and secular teachings leading to spiritual and economic uplimment. 2. Design programmes and funceons to involve all members of the community which will serve to increase the level of awareness of the World FederaEon among community members. 3. Develop opportuniees for the community to network and know one another. 4. Promote a progressive and modern approach to community work and solving community problems. Lessons Learnt from Tangible direceon and clear performance metrics are criecal to ensuring a dispersed workforce and volunteer base are aligned. The global community needs to prioriese HR and IT investment at all levels to drive strategic prioriees and uplim capability. WF needs to reassess its working structure and the devolueon of all delivery to regions. Greater engagement is required across all communiees from WF to drive a stronger working model. Successful implementaeon of strategies needs frequent review, re-evaluaeon and follow-up. This needs stakeholders to maintain engagement and commitment. 13

14 Appendix B: Project Governance This appendix outlines the governance structure and project team. 14

15 Project North Star is governed under a Steering Commi^ee, Project Team and extended regional Project Teams The below table outlines the project model and structure for Project North Star (PNS). Any addieonal advisory groups will be created as required by the Project Sponsor. Purpose AcDviDes EscalaDon MeeDng Steering Commi^ee To oversee, advise and support Project North Star. Manage project scope Arrange funding Review project progress Manage poliecal risks and issues Review major project risks and issues Support wider stakeholder engagement Chair: Shabbar Dhalla, WF VP Frequency: Monthly Mode: Skype Input: Monthly Project Status Report, Escalated or raised risks and issues, Project schedule, Finance tracker Project Team To manage and undertake Project North Star. Manage project to delivery Manage and resolve project risks and issues Report monthly progress to Steering Commi[ee Report any major risks and issues to Steering Commi[ee Steering Commi[ee Chair: Shuayb Ismail, Project Manager Frequency: Bi-monthly Mode: In-Person & Skype Input: Project schedule, Escalated or raised risks and issues Extended Project To support the aceviees of Project North Star. Support and fulfil required aceviees Report progress to Project Team Report any risks and issues to Project Team Project Team Chair: RespecEve workstream lead Frequency: As required Mode: As required 15

16 The Steering Commi^ee is formed of representadves from each regional federadon and chaired by the Project Sponsor The below chart outlines the governance members of Project North Star (PNS). Steering Commi^ee AFED RepresentaEve AliHassan Kassam (Asst. Sec) Fed KSIMC Pakistan RepresentaEve Hassan Abdulhussein [Abullo] India Fed RepresentaEve Irfan Karim (Rep) NASIMCO RepresentaEve Mazahir Ali (Councillor) Chair Project Sponsor Shabbar Dhalla, The WF Vice President CoEJ RepresentaEve Abbas Khaku (SG) Project Liaison Ali Panju (WF OperaEons Manager) Fed Aus. RepresentaEve Hussein Hussein (Chairman) Co-opted None Project Team & Extended Project Ally Najafali Aateqa Ebrahim Abbasaley Abbas Ali Abbas Rajan Ali Ladak Meghji Ali Raza Sumar Altaf Daya Farhan Yusuf Fatema-Zehra Bandali Hasnain Sherally Imran Ladak Irfaan Bhimji Chair Project Manager Shuayb Ismail, Project Manager Kazim Sajan Maisam Pyarali MohammedAbas Jaffer Mubashir Sheriff Musadiq Gangji Qasim Gulamhusein Sakina Hassanali Samiha Ismail Samihah Panju Shaista Bhimji Zuhair Pirmohammed 16

17 The Project North Star team consists of 24+ consultants and analysts with experience across data analydcs, strategy, branding and transformadon Fatema-Zehra Bandali Hasnain Sherally Shaista Bhimji Qasim Gulamhusein Project Manager Shuayb Ismail LocaDon: London, UK OccupaDon: Management Consultant Primary responsibilides: Leading the project team Interfacing with the Steering Commi[ee India and Australia engagement and analysis LocaDon: London, UK OccupaDon: MarkeEng Consultant Primary responsibilides: SupporEng development and teseng of the Grassroots Survey Leading Branding Analysis LocaDon: DSM, Tanzania OccupaDon: MBA Graduate Primary responsibilides: Leading Africa engage workstream Leading Africa analysis LocaDon: Orlando, USA OccupaDon: AdministraEve Specialist Primary responsibilides: Leading North America engage workstream LocaDon: Hujjat, UK OccupaDon: Ex-Strategy Consultant, Entrepreneur Primary responsibilides: Leading financial analysis of The WF SupporEng insight analysis from Grassroots Survey 17

18 Irfaan Bhimji Sakina Hassanali LocaDon: Orlando, USA OccupaDon: Technology Consultant Primary responsibilides: Leading technology analysis LocaDon: Washington, USA OccupaDon: MarkeEng Post-Grad Primary responsibilides: Leading branding analysis and strategy Altaf Daya Maisam Pyarali Ali Ladak Meghji LocaDon: Vancouver, Canada OccupaDon: Pharmacy Lecturer Primary responsibilides: SupporEng North America engage workstream Musadiq Gangji Ali Abbas Rajan Zuhair Pirmohamed LocaDon: London, UK OccupaDon: Reg. Affairs Analyst Primary responsibilides: SupporEng India engage workstream LocaDon: London, UK OccupaDon: Technology Analyst Primary responsibilides: Project management analyst Aateqa Ebrahim Ali Raza Sumar Photo Unavailable LocaDon: London, UK OccupaDon: B2B Real-Estate Consultant Primary responsibilides: ConducEng leader interviews and workshops across Africa and NA LocaDon: DSM, Tanzania OccupaDon: Student (Engineering) Primary responsibilides: SupporEng Africa engage workstream LocaDon: Wessex, Europe OccupaDon: Somware Engineer Primary responsibilides: SupporEng Europe workstream and analysis LocaDon: New York, USA OccupaDon: Doctor Primary responsibilides: SupporEng North America engage workstream LocaDon: Nairobi, Kenya OccupaDon: Student (Civil Engineering) Primary responsibilides: SupporEng Africa engage workstream 18

19 Samihah Panju Abbasaley Abbas Samiha Ismail Ally Najafali Farhan Yusuf Photo Unavailable The image cannot be displayed. Your computer may not have enough memory to open the image, or the image may have been corrupted. Restart your computer, and then open the file again. If the red x still appears, you may have to delete the image and then insert it again. The image cannot be displayed. Your computer may not have enough memory to open the image, or the image may have been corrupted. Restart your computer, and then open the file again. If the red x still appears, you may have to delete the image and then insert it again. The image cannot be displayed. Your computer may not have enough memory to open the image, or the image may have been corrupted. Restart your computer, and then open the file again. If the red x still appears, you may have to delete the image and then insert it again. LocaDon: London, UK OccupaDon: Tax Consultant Primary responsibilides: SupporEng teseng of the Grassroots Survey MohammedAbas Jaffer LocaDon: DSM, Tanzania OccupaDon: Student (A-Levels) Primary responsibilides: SupporEng Africa engage workstream Kazim Sajan LocaDon: London, UK OccupaDon: Ex-Actuary, Medic Primary responsibilides: Designing the sampling methodology Mubashir Sheriff LocaDon: Orlando, USA OccupaDon: Healthcare Analyst Primary responsibilides: SupporEng North America engage workstream Imran Ladak LocaDon: DSM, Tanzania OccupaDon: Ex-Pharmacist, Governance Specialist Primary responsibilides: SupporEng Africa engage workstream The image cannot be displayed. Your computer may not have enough memory to open the image, or the image may have been corrupted. Restart your computer, and then open the file again. If the red x still appears, you may have to delete the image and then insert it again. LocaDon: Wessex, UK OccupaDon: Doctor Primary responsibilides: Leading Europe engage workstream and analysis LocaDon: Birmingham, UK OccupaDon: Management Accountant Primary responsibilides: SupporEng Europe/Pakistan workstream and analysis LocaDon: Arusha, Tanzania OccupaDon: Student (DenEstry) Primary responsibilides: SupporEng Africa engage workstream LocaDon: New York, US OccupaDon: Employee Survey Consultant Primary responsibilides: Leading survey data analysis 19

20 Appendix C: Methodology This seceon summarises the methods used in colleceng and analysing data for this report. It also outlines the key limitaeons associated with this data colleceon that should be considered when interpreeng the data. 20

21 The project methodology focused on eight areas to understand the current efficacy of its core strategy, operadng structure and operadng model (1/2) Project North Star analysed eight areas of The World FederaEon s core strategy and operaeng model. The objeceve of this analysis was to understand the future efficacy of these facets and to explore areas of opportunity or threat. ConsideraEons used during this analysis are provided below: Analysis Focus Key consideradons 1 Vision and Mission What role does the vision and mission play in strategic decision making? Does the vision and mission offer tangible clarity and direceon for strategic decision making? Does the vision and mission provide drivers that align and energise all stakeholders? 2 Membership Are there clear and aligned membership definieons across the organisaeon? 3 OperaDng Model Are there clear accountabiliees and is there a clear decision-making process across the organisaeon? Does the operaeng model put its front-line first, and is it principle-driven or rules-driven? Does the operaeng model provide for agility, efficiency, reach and scale? Does the organisaeon maintain an effeceve capabiliees and people management strategy? How does the organisaeon respond to risks and challenges? 4 Financial Analysis How sustainable is the organisaeon s current revenue stream? What are the key constraints and risks that hold back financial growth? What opportuniees exist to drive financial growth? 21

22 The project methodology focused on eight areas to understand the current efficacy of its core strategy, operadng structure and operadng model (2/2) Analysis Focus Key consideradons 5 Technology Strategy How is technology used to connect and drive the organisaeon? How can technology be leveraged to meet the organisaeon s strategic prioriees? Does the organisaeon have the right IT capabiliees to deliver a coherent IT strategy? What are the technology trends present across The WF s grassroots? 6 Branding Model What is the organisaeon s branding model and does this align to the organisaeon s key drivers? 7 Global OpportuniDes and Threats What are the environmental opportuniees and threats facing the organisaeon? Does the organisaeon currently have the capabiliees to respond to these? 8 Grassroots Pulse What are the prioriees and concerns raised by the organisaeon s grassroots membership? What can we understand from the grassroots to develop and support the organisaeon s strategic prioriees? 22

23 Analysis was undertaken through research, interviews, focus groups and a grassroots survey covering over 1,800 respondents Project North Star uelised a mixture of research methods to collect qualitaeve and quanetaeve insights on organisaeon. Both primary and secondary data colleceon was targeted. There are 4 main sources of research that were used: Research Source 1 Historic Accounts, Reports and Minutes of The World FederaDon Notes All available accounts, reports and minutes were read and analysed going back to These formed the baseline of analysis to understand its operaeng model and prioriees. 2 Desk Research & StaDsDcal ForecasDng The latest available data from The World Bank, Euromonitor InternaEonal, government staesecs, NGOs and industry reports are used especially in environmental analysis of the global opportuniees & threats. 3 Interviews & Focus Groups Interviews were performed face-to-face or via telephone with past and present leaders across the all regions who may have held a formal posieon or not; these interviews focused on capturing their insights on the strengths and weaknesses of the organisaeon, its vision going forward and the key enablers to facilitate that vision. The project team looked to cast a net as wide as possible for interviews and thus took interview names from The World FederaEon Office Bearers, regional Office Bearers, jamaat ExecuEve Commi[ees and recommendaeons from all interviewees themselves as well. Focus Groups were undertaken with jamaat commi[ees and grassroots demographics in all regions except Pakistan 1. These focus groups looked at understanding grassroots challenges, visions and branding ideneees. In total, Project North Star spoke directly with over 300 grassroots members and leaders across all regions. 4 Global Grassroots Survey A global grassroots survey was designed and launched across the total grassroots populaeon except Pakistan. In total 5092 survey responses were collected; 4088 online and 248 in paper. More informaeon on this is on the next few pages. A copy of the queseon set and the raw data (cleansed to maintain anonymity of respondents) has been provided with this document. 1 Where the original planned Pakistan visit, scheduled for September 2016, had to be cancelled for unforeseen circumstances, the Project team are expeceng to visit Pakistan within Q1/Q

24 Over 100 interviews and 30 focus groups with leaders, volunteers and grassroots members were undertaken across most regions of the world The project interviewed over 100 leaders across the organisaeon and ran over focus groups across all members of global community 1. The interview queseons were designed to be open-ended and to capture insights from the individual s perspeceve on the strengths, challenges and vision of the community and The World FederaEon. Interviews were targeted at official, unofficial, past and present leaders of the community from global to grassroots levels. Interviews were also performed with key staff and volunteers. The project operated a policy of an open interview list where all regions were encouraged to recommend stakeholders to be interviewed; similarly interviewees were also encouraged to nominate other individuals for the project team to contact. Focus groups were performed at key communiees across the regions 1. These focus groups were targeted at key demographics such as youth, adults and seniors, as well as key jamaat commi[ees. The Project team relied on the regions and local communiees to organise these and is grateful for their support. The focus groups primarily concentrated on colleceng data across three areas: challenges faced by the grassroots, vision of the grassroots, and ideal brand idenety defined by the grassroots. Outcomes of the interviews and focus groups were collated; a themaec analysis of these were performed and has helped inform this report. In certain cases, the project were permi[ed to quote individual interviewees and these have been provided where perenent. 1 With the excepeon of Pakistan visit; this is now planned for Q1/Q

25 The global grassroots survey was designed to capture anonymous data around four areas including demographics, culture, community and digital engagement The Global Grassroots Survey was designed to capture anonymous and non-personally-idenefiable data from the grassroots community across 4 areas: 1. Demographics (including age, locaeon, migraeon, educaeon, employment, lifestyle and personal concerns) 2. Cultural IdenDty (including descripeon, social values, pracesing religiosity, language ability) 3. Community Affinity (including insetueonal affinity, volunteering pa[erns and jamaat concerns) 4. Digital Engagement (including smartphone penetraeon, online usage, online acevity, ideal community mobile services) The Project Team performed 2 workshops and interviewed over 10 stakeholders across the community prior to the queseonnaire design; this was using open-ended queseons. Themes from these interviews were then used to form the basis of the queseonnaire together with an understanding of areas of analysis of the project. The queseonnaire was designed by the Project team through their professional experience as well as through usage of guidance from professional survey firms such as SurveyMonkey. QuesEons and scales were designed to provide Eck responses, and qualitaeve and quanetaeve scales to support the respondent answering the survey. Language was cramed to be succinct and simple, and the survey always looked to signpost the inteneon of the queseon to the respondent. QuesEon and response order was considered by the project team; the survey was designed to consider individual viewpoints first prior to considering the community. This was to avoid biasing individual concerns. In certain queseons, responses were randomised for respondents in order to limit the risk of perceived bias from response orders. 25

26 The survey was produced in three languages and was made available in online and paper format to facilitate the maximum number of responses The Project team felt that the survey represented an opportunity for the organisaeon to collect data on their grassroots beyond the objeceves of Project North Star, and thus offered The World FederaEon and regions the opeon to include other queseons they deemed important. It was through this manner that queseons around social values and religious praceces were incorporated into the survey in order to understand the cultural values of the grassroots members. Some queseons here were adapted from Geert Hofstede's cultural dimensions theory whilst queseons on pracesing religiosity were produced in collaboraeon with the Head of Islamic EducaEon. Whilst this represents an intereseng data point of the community, the data collected must be qualified before use. The survey was developed across four iteraeons through trials and focus groups within the team, amongst the Steering Commi[ee and with grassroots members across several regions. The survey was also translated into French and GujaraE using community volunteers; in order to maintain the intended meaning of the survey, the volunteers did query back some queseons with the Project team which were clarified. The survey was ulemately launched in June A paper survey format was also produced in English, mirroring the online queseons. This was specifically designed for audiences who might have struggled with the online survey (e.g. senior ciezens) and used in several jamaats including Toronto, Stanmore and Mombasa. 26

27 The team recruited stadsdcians in the community to data model responses and create a sampling methodology that was representadve of the global community The Project North Star team designed a sampling methodology to understand the correct sample size required for the Project. The mathemaecal proof for this is presented below; it confirms the sample size of 384 as being staesecally significant to achieve a 95% confidence interval in the data responses. The maximum queseon size was used (i.e. with 6 possible answers). It has been phrased as a problem, solueon and proof. Problem SoluDon Proof If we have a populaeon of N people, what sample size n is needed to reach a (1-2α)% confidence level of at most size β in a queseon with m possible answers? QuesEon example: 27. How much of a conneceon do you feel with your regional body? 1. Strong conneceon 2. Some conneceon 3. Li[le conneceon 4. No conneceon 5. Not part of a regional FederaEon 6. Other (please specify) Assume each parecipant s answer is an i.i.d. random variable X from a discrete distribueon such that P(x=i)=p i for i=1,, m, where i is the ith possible answer to the queseon. Then the problem can be rephrased to find a confidence interval for E(X)= μ, the mean answer. Now by the Central Limit Theorem So 1 2! =!(!!!! 1 2! Thus, the confidence interval is!!!! 1 2!!!!!/!!(0,1)!! +!!! 1 2!,! +!!! 1 2!!!!! 1 Now to ensure the CI is of at most size β:!!!! 1!! However, we also need n N so take:!!! 1! = min!,! )! (2)! (1) (3) As one of two cases will happen: 1. n = N then this will lead us to sample the whole populaeon, so the true value of μ will be given by x. As this value is included in the interval (1), (1) sell gives a 95% confidence interval! 2. then by the above logic this n is large enough for! =!!! 1! (1) to be a 95% confidence interval Thus equadon (3) will give us a 95% confidence interval of size \beta Let Thus In context, take α= 0.025, β = 0.5 and m=6 This will lead to a 95% confidence interval of 0.5 accuracy for a queseon with 6 bins. This holds true for a discrete populaeon of any size N defined as a similar enough group (i.e. from the same or similar regions). 27

28 Survey data was analysed using robust techniques to limit bias and reduce quality risk (e.g. through only using paper or fully completed online surveys) The below methods and techniques were used in the analysis of the survey data collected: Only fully completed survey responses were used in the analysis of survey data collected so as to limit quality risks to the data; this was to limit the risk of capturing duplicate responses as survey data did not have individual level idenefiers. The excepeon was with paper responses where, as there was no mechanism to inform respondents they had skipped a mandatory queseon unlike on the online plarorm, all wri[en responses were accepted. In total over 5092 grassroots members a[empted the survey, with 4088 online and 248 in paper. The online compleeon rate was 33%; as such 1621 online responses were used. Together with the paper responses, a total of 1865 responses were collected and analysed. Paper responses were manually entered online by the Project team and WF staff. All 1865 responses were then assigned numerical values and setched together for analysis across all three translaeons of the survey. Comments wri[en in Other boxes were a minority of cases and these were grouped under the same heading. These were used to help contextualise responses. Data was considered in three ways: respondent data was considered under specific queseons, across seceons or as meta-data across muleple seceons (for example by breaking down queseons through comparing age and regional data against community concerns). In cases where a paper survey did not provide a response (i.e. the respondent lem the queseon blank), this was noted as blank and has been excluded from analysis in this report. 28

29 There are some limitadons to the survey data collected that must be considered in order to qualify its confidence and accuracy The project acknowledges the following assumpeons and limitaeons to the data collected and analysed: The survey was anonymous and did not collect any personally idenefiable informaeon as mandatory (the only excepeon was when respondents voluntarily provided contact informaeon to parecipate in further discussions or focus groups as the final queseon). As such there were no individual level idenefiers in the survey data. This means that there is a risk that an individual completed the survey more than once poteneally skewing the data. However the project team believes this to be a sufficiently low risk as the Eme taken for a fully complete survey response was at minimum 15 minutes and only fully completed responses have been used in the analysis of the data. Survey data was collected through mixed modes (internet and paper) and encouraged through muleple channels (official communicaeons such as organisaeon mailing lists, Facebook posts and announcements, as well as informal communicaeons such Whatsapp messages). Factors related to each mode and channel may affect how the survey was completed including the physical or perceived presence of an interviewer or organisaeon official, and if the respondent trusted the anonymity of the survey. There is also a risk that paper surveys entered online might have had an error in their entry. The paper survey had certain queseons noted incorrectly. These queseons did not affect the rest of the survey as they were discrete; in these cases the queseons were ignored and the response noted as blank in the survey. The survey used three terms to understand local concerns and values beyond the individual; jamaat, community and society. This was done to change the mental posieon of the respondent and allow them to either consider their jamaat concerns from the mind-set of within their jamaat, or provide an objeceve space to consider ideal scenarios (for example through using the terms community or society ). However the risk present is that the mixture of these terms might have caused confusion in the respondent. 29

30 Appendix D: Vision and Mission This seceon outlines analysis of the Vision and Mission of The World FederaEon, including its objeceves contained within its consetueon. 30

31 The World FederaDon has its focus defined within three documents; its vision, its mission and its consdtudonal objecdves ConsDtuDonal ObjecDves Note that Clause 2.1 of the consetueon defines The Community as all those persons throughout the world who are of the Shia Ithna-Asheri faith. Source: h[ps:// and CONSTITUTION OF The World FederaEon Of KSIMC, Last published June

32 However, these neither provide enough clear and tangible direcdon to guide decision-making nor align the organisadon towards the same goal Project North Star observed two key challenges facing the vision and mission of The World FederaEon: 1. The WF needs clearer and more tangible direcdon within its core strategy, including its vision and mission, to enhance its strategic decision-making Interviews with past and present leaders, staff and volunteers of The World FederaEon demonstrated that the exiseng vision and mission of the organisaeon feature very li[le in its strategic decision making. Interviewees generally understood the vision and mission but did not feel they provided enough concrete direceon to drive decisions or demarcate scope boundaries. Further there was confusion over defining the consuming-stakeholders of the organisaeon, where three different definieons existed: communiees and member insetueons (within the vision and mission) humanity at large and the world (within the mission and the consetueonal objects) the Community defined as all those persons throughout the world who are of the Shia Ithna-Asheri faith (within the consetueonal objects). To be clear, this is not to say that The WF cannot provide services to all three, but needs to clearly define its primary consuming-stakeholder. The missing clarity on the primary consuming-stakeholder causes confusion in resource allocaeon where Eme, money and focus is split across all three. In pracece, the specific focus is lem to the incumbent Office Bearer or department leader guiding the project; this however limits long-term impact as a new leader can change end focus. This missing clarity is compounded by the lack of defined values or a decision-framework to guide strategy and projects. 2. The lack of a clear value-proposidon and outlined responsibilides between The WF and its membership causes misalignment and ineffecdve use of resources Interviews and workshops with staff and direct members of The World FederaEon indicated that there is a fundamental conflict between how staff, leaders and regions see the organisaeon. This misalignment, exacerbated by resource constraints, greatly undermines the implementaeon of strategy. The vision and mission of The WF do not outline its exact value-proposieon to its membership. The global organisaeon is omen seen to be driving in different direceons leading to much resource wastage and inefficient growth. Interviews with Office Bearers and staff offered many examples of projects inieated at The WF level but not conenued by regions, or regional projects that do not align globally. This misalignment is strongly felt across the organisaeon as emphasized by grassroots feedback in workshops and the survey. 32

33 (local jamaat, regional body What would make you feel a stronger connecjon to your community bodies or The World FederaJon)? Grassroots Feedback Joint vision and moving jointly towards our global, regional and local goals Global Grassroots Survey Respondent, repeated in workshops and interviews across all regions 33

34 Staff Feedback there is a clash between how we see ourselves and how the regions [our members] see us Interview with WF Staff Member, repeated in leader and volunteer interviews across regions 34

35 Appendix E: Membership This seceon outlines analysis on the membership model of The World FederaEon. 35

36 Whilst The WF on paper has a Khoja exclusive membership, it is esdmated that there are currently at least 16% of jamaats that are ethnically plural Ethnic membership make-up of The WF jamaats * Jamaats with non Khoja membership Source: CONSTITUTION OF The World FederaEon Of KSIMC, Last published June Jamaats with mixed membership 21 Jamaats with Khoja-only membership *Data taken from discussions with Regional RepresentaEves in the Steering Commi[ee based on 147 jamaats under The World FederaEon. 36

37 Meanwhile grassroots are favourable to opening membership to Shias whilst also maintaining Khoja culture % of respondents (1865 responses) Over 50% feel that the community should consider more open membership My community in future should open membership to all Shias whilst many sdll feel it should also maintain the Khoja culture My community in future should maintain a Khoja culture 60% 50% 52% 60% 50% 40% 40% 30% 20% 10% 14% 11% 7% 12% 2% 30% 20% 10% 31% 23% 20% 11% 11% 2% 0% Fully agree Mostly agree Reasonably agree Somewhat agree Do not agree N/A (not relevant to my community) 0% Fully agree Mostly agree Reasonably agree Somewhat agree Do not agree N/A (not relevant to my community) 37

38 Indeed when asked to describe their cultural idendty, the most common response was Khoja at only 34%, followed by religious descripdons % of respondents (1865 responses) Q: How would you describe your cultural idenjty? Certain adjeceves were repeatedly meneoned by respondents as core aspects of their cultural idenety. The most commonly used words/phrases are shown by size within the word cloud below. MenEoned by 34% of respondents Asian Strong Pakistani Islamic India Khoja Religious Family Indian Muslim GujaraE Social Moderate Religion Human East African Shia MenEoned by 16% of respondents MenEoned by 13% of respondents MenEoned by 16% of respondents 38

39 As such The WF faces confusion between its membership rules and pracdces whilst there is a strong call from grassroots to be^er welcome fellow Shias Project North Star observed two key challenges facing the defined membership criteria of the organisaeon: 1. The conflict between stated rules and actual pracdce of the organisadon s membership criteria is causing inefficient growth and grassroots tension Interviews with WF, region and jamaat leaders across the organisaeon consistently raised the challenge of how to define their membership criteria. On paper the organisaeon s membership is defined as Khoja exclusive. However, in pracece the organisaeon has been growing more plural in membership. This challenge is described as the organisaeon driving growth in different direceons with some holding membership within strict ethnic definieons whilst other regions are acevely encouraging growth across a value definieon of membership (i.e. does the prospeceve community subscribe to our values ). In many instances, interviews with jamaat leaders highlighted this as a source of long-standing tension in their communiees and called for clear guidance from The WF. An example of issues caused are when markeeng or project documentaeon from The WF refers to Khojas only causing anxiety and conflict within an ethnically plural community who perceive this as a class structure; one regional President described many instances when WF markeeng needed to be changed or removed from their communiees. 2. Survey data indicates a call from grassroots members to open up jamaat level membership beyond the strict ethnic definidon of Khoja whilst also retaining a Khoja culture; however the implicadon of this call needs to be be^er understood by the global community Project North Star ran a high-level survey queseon to grassroots querying agreement to the following statement: My community in future should open up membership to all Shias. 98% of respondents felt this queseon was relevant to their communiees with 66% of grassroots respondents staeng Fully agree or Mostly agree (vs. 19% who stated Somewhat agree or Do not agree ). However though a significant proporeon of grassroots communiees already contain ethnically-plural memberships, the implicaeons of this grassroots call needs to be further considered. At the same Eme, despite a call for opening membership beyond ethnic definieons, there is also a significant proporeon of the community who feel strongly about maintaining Khoja culture. 39

40 Appendix F: OperaDng Model This seceon outlines the analysis performed on the as-is operaeng model of The World FederaEon including its organisaeonal structure, business funceons and people strategy. 40

41 The WF employs FTEs across its Treasury and Secretariat to deliver 5 funcdons and over 31 projects, with support from numerous paid consultants The below chart demonstrates the current organisaeonal structure of The World FederaEon; this does not include part-eme staff, paid consultants or volunteers. It should be noted that the implementaeon of projects was devolved to regions following the 2006 devolueon resolueons and the structure shown below is the updated version since Q Office Bearers Vice President Assistant Treasurer Treasurer President Assistant Secretary General Secretary General WF operates on a membership model with: Regions being direct members of WF Jamaats being members of the regions Grassroots being members of jamaats There is omen duplicaeon of structure, resources and efforts in the organisaeon with similar strategic and operaeonal funceons exiseng at all levels (e.g. Media and Comms teams). Secretariat FuncDons & Departments Capacity Building Khoja Match AccounEng Community Affairs WF AID Islamic EducaEon Secretariat 1 Paid FTE* 1 Paid FTE* 1.5 Paid FTE* 4.75 Paid FTE* 5 Paid FTE* Khoja Heritage Social Affairs EducaEon Relief Health ZCSS MCE Qum Office Graphic & Design MarkeEng & Comms Administr aeon Media & External RelaEons Membership & Consuming Stakeholders 6 Regions and 1 Associate Member (Dubai, who does not have a region) 134 Jamaats 150,000 Grassroots External to the Community 41

42 Grassroots feel the highest insdtudonal affinity to their local Jamaat followed by their regional and global bodies % of respondents on their sense of conneceon to community insetueons (1865 responses) No connecdon Li^le connecdon 4% 17% 33% 31% Some connecdon 31% 33% 34% Strong connecdon 45% 24% 21% 10% 11% Local Jamaat Regional Body World FederaEon Note: Data for each category excludes respondents who opted for Other (c.1%). Data for regional body excludes respondents who stated they are not part of a regional body (c.6%) 42

43 The new system has advantages - the work is now be[er spread out and all of the pressure is no longer on the IEB. However, IEB has become very dependent, has to be an onlooker whilst regions and jamaats play poliecs (the bad kind), and the delivery is very, very slow. SomeEmes there is no moevaeon with regions in their handling of projects. Simple things need to be explained again and again. Things are held up due to confliceng protocols. s are not answered. SuggesEons are made to regions but not followed. Previously IEB would just do it and be out of the red-tape. We have also lost touch with the people. This is ironic - the people look to us to be the people that CAN deliver but we are trapped and CANNOT reach the people! Comment from Office Bearer Interview/Survey from the October 2009 Strategic Plan Update, however the sen(ment was repeated throughout Project North Star workshops and interviews across all regions 43

44 Feedback from grassroots: Why don't we get frequent visits from AFED or WF regarding our problems? When can they provide an open plarorm for the members to voice their opinions to their respeceve jamaats regardless of autonomous rules? The percepeon of The World FederaEon is that its for UK only. We barely see their presence in US. Grassroots Community Member, USA Grassroots Community Member, Tanzania World FederaEon are only connected with high profile peoples and not with common needy people. Grassroots Community Member, India Who is head of WF? I might as well guess Theresa May! I have not got a clue. Grassroots Community Member, UK 44

45 The lack of full-dme strategic and operadonal management limits impact and agility whilst a strict adherence to protocol distances WF from its frontline Project North Star observed six key challenges facing the operaeng model of the organisaeon: a 1. The lack of full-dme strategic and operadonal leadership limits The WF s agility and long-term impact Volunteer Office Bearers and volunteer leaders hold muleple roles within the organisaeon including oversight of strategy, strategic decision-making and operaeonal leadership. However the responsibiliees of these roles coupled with natural personal and professional commitments means volunteer Office Bearers and leaders are consistently in reaceve mode; fire-figheng rather than proacevely visioning for the long-term. Interviews across staff and volunteers across the organisaeon offered many instances when strategic decisions, financial decisions and organisaeonal issues were delayed due to the unavailability of its volunteer Office Bearers and leaders. Interviews with historic staff and past Office Bearers called out similar challenges. As strategic leadership of the organisaeon is bound by the terms of its Office Bearers, the strategic direceon of the organisaeon is omen limited to this period as well. This leads to short-termism in strategy with a lack of conenuity of direceon and projects undermining any long-term impact. The challenge of this lack of conenuity was emphasized strongly by long-serving staff and department leaders. 2. A strict adherence to a rules-based operadng model distances both The WF and the regions from their grassroots membership base The World FederaEon follows a rules-based operaeng model where strict protocols exist to manage engagement with its frontline membership (e.g. grassroots members). A rules-based model is useful to insetute processes within an organisaeon, however dogmaec adherence can disable an organisaeon from fulfilling its core purpose and remove it from the front line. In many interviews with WF leaders, numerous instances were heard of where projects and services to grassroots were prevented because they did not begin or follow the full bureaucracy of the organisaeon. Workshops with grassroots meanwhile indicated concerns with the impact of regions on grassroots, with the overwhelming majority affirming that they have had neither contact with The WF or their region, nor knew how to contact them, nor knew if they even existed to help them as grassroots. Only a tenth of survey respondents offered that they felt a strong conneceon to either The WF or their region, whilst a third felt no conneceon at all. This is especially concerning as the main impetus for regionalisaeon of The WF was to enable a be[er method of delivery of services across The WF to grassroots, and facilitate a be[er conneceon between jamaats and grassroots. The efficacy of this structure must be considered. 45

46 Lack of coordinadon across WF is causing high resource wastage and there are opportunides to enhance the broader Line Management and training structure 3. The organisadon lacks two-way accountability and coordinadon between The WF and its member communides leading to much resource wastage, duplicadon and a lack of follow-through The WF lacks day-to-day two-way accountability between itself and its members to ensure strategy is delivered and feedback taken on-board. The project team heard of numerous inieaeves started by WF for grassroots that later disbanded due to the lack of commitment from members once it had been passed to them. Similarly the project team was informed of numerous instances when regional feedback or requests were not followed through by WF. Each level of the organisaeon contains both strategic and operaeonal services; as such the project team observed muleple instances of effort duplicaeon across the global organisaeon that could be be[er coordinated to more efficiently leverage resources. An example of efficiencies that could be be[er achieved would be through merging media and communicaeons teams across WF and the regions to reduce resources required, align messaging and ulemately amplify the impact of communicaeons internally and externally to the organisaeon. 4. The WF has done well to develop its Line Management structure and staff training opportunides; however there is room for further improvement and a need to consider the broader Line Management structure for volunteers and broader community training plans The majority of interviews with volunteers offered that line management is an area of development for WF. Interviews with Office Bearers, volunteer leaders and staff across the organisaeon indicated that there was a limited focus on line management due to the lack of Eme that volunteer leadership or Office Bearers could offer. The WF has done well to insetute a line management structure for staff where most report into a paid OperaEons Manager who engages them bi-weekly; however the model for other volunteers and volunteer leadership needs to be considered. The queseon here is whether volunteers have the capacity to line manage other volunteers as well as perform operaeonal and strategic funceons. One of the biggest concerns raised by staff during interviews was the historically limited nature of training and development. Project North Star learnt of at least two independent instances when staff were not supported for training to help in their aceviees, and in one of these cases staff self-funded their own training amer deeming it necessary to fulfil their responsibiliees. It should be noted that this has been a past concern and over the past year Office Bearers and operaeons management have acevely encouraged training; indeed a training budget has been allocated. However capability planning is a development area in a wider sense; leadership training has been called out as a key concern by grassroots in both workshops and the survey with over a quarter of respondents raising Leadership and governance as an important concern of their local communiees. 46

47 A criecal area of development for The World FederaEon and members is to improve its management accountability, line management and training opportuniees; unel it does this, its projects will always suffer in delivery Interview with WF Staff Member, repeated in workshops and interviews across all regions 47

48 54% of the global community expressed concerns surrounding Islamic EducaDon, and 24% surrounding the Leadership and Governance, of their communides % of respondents on their top Jamaat concerns (1865 responses) 54% 43% 33% 32% 24% 23% 22% 21% Islamic EducaEon Financial sustainability of the jamaat Youth dis-illusionment Social issues Leadership and governance Difficulty of marriage for youth Medical care Financial security of individuals 48

49 The WF needs to strengthen the scope and capabilides of its Islamic EducaDon funcdon as well as clarify the direcdon of its internadonal development acdvides 5. Islamic educadon is seen as a key concern by grassroots members which is unlikely to be met by the current scope of the Islamic EducaDon funcdon The most prevalent component of the current vision and mission of The WF is the building of spiritual communiees, and the enablement of its insetueons to promote the values of the Shia Ithna-Asheri faith. 84% of respondents listed Progressing/achieving spiritual development as a personal concern whilst 54% of respondents raised Islamic EducaEon (IE) as one of the most important concerns of their communiees. The current brief of the IE funceon is to assist regional federaeons in the spiritual development of the individuals of their respeceve jamaats. This is done by assiseng regional federaeons through their tabligh departments. However this work is severely impacted by the capacity of regional federaeons to support this work; in some cases regions have no tabligh department meaning no work can be performed. Indeed though WF invests the highest resource spend in IE as a funceon (outside of InternaEonal Development), many grassroots interviews and workshops indicated that this is not being felt on the ground. WF needs to evaluate the scope and sub-operaeng model of its current IE funceon. At the same Eme, the organisaeon should also consider the training model and support provided to its global aalim network and how this front-line are engaged to progress the spiritual development of their communiees; this was a frequent call from interviews and discussions with resident aalims. Lastly it should be noted that where MCE is creaeng impact, it needs to be rolled out faster and exiseng plans to leverage digital should be expedited. 6. As The WF s most acdve department, WF AID has opportunides to develop a more visible direcdon, strategy and acdve governance model that align to the wider organisadon Welfare and uplimment themselves have been core to WF since its incepeon and are indeed part of the organisaeon s consetueonal objeceves. In Q2 2016, WF restructured Relief, Health and ZCSS into a separate funceon termed WF AID. Today close to two-thirds of all projects under WF fall within WF AID, with a majority of relief work focused on the wider non-member Shia community. Currently WF AID undertakes projects focused on both short- and long-term inieaeves targeeng everything from disaster relief to economic uplimment, and from sanitaeon to educaeon projects. Within this their scope extends across all three stakeholder sets defined in the vision, mission and consetueonal objeceves of the organisaeon. However with bringing greater clarity and tangibility to the purpose of WF, there are opportuniees to develop a more coherent and targeted development strategy that strives for greater focused impact rather than porrolio breadth. This includes clarifying the stakeholders targeted, area of focus (i.e. relief or development), and employing appropriate KPIs to assess and benchmark success. As an example, WF has opportuniees to consider how it further engages its grassroots in its development work beyond fund-raising; for example through using grassroots volunteers for monitoring and evaluaeon to create a be[er engaged and civically aware grassroots community. 49

50 Appendix G: Financial Analysis This seceon outlines the results and analysis collected on The World FederaEon finances. 50

51 There has been a substandal increase in donadons received for relief (IRED) and capital projects but limited growth in other categories Income by category, GBP m ( ) 17.8 Annualised growth , % +129% (65%) IRED 1 119% (61%) 2.4 (31%) 3.4 (43%) 0.6 (8%) 0.1 (1%) 1.3 (16%) 2.6 (20%) 0.5 (4%) 0.9 (7%) 0.9 (7%) 3.0 (17%) 0.8 (5%) 1.1 (6%) 1.4 (8%) Khums -5% Capital Projects 203% Admin 33% Others 2 7% IRED stands for InternaEonal Relief and Economic Development; these are all designated as restricted funds. 2. Others include ZCSS, IE & MCE and others. 51

52 The increase in high value donadons has made The WF increasingly reliant on HNW individuals with the top 5 donors making up 73% of income in 2015 High value donadons have increased almost 3x in the last 3 years Value of donadons by size, GBP m (2015) The top 5 donors now make up 73% of WF income Top 5 donors, % of donadons 3,5 3,0 3, ,5 2, ,5 1,0 0,5 0,0 0,0 <250 0,2 0,6 1, ,000-0, , , Growth in donadons, % ( ) 45% 19% 34% 44% 271% Ave. donadon size, GBP 3,521 5,272 6,089 Note: DonaEons exclude contribueons from regional bodies. 52

53 Disbursements have largely been focused on IRED with WF performing well on monitoring but scope for improvement on repordng Disbursements by category, % (2014) Islamic EducaEon & MCE Khums specified projects Others ZCSS Capacity Building Admin 3% 1% Capital Projects 4% 1% 6% 6% 13% 67% IRED 1 We hear of all the good The World Federa(on does through the grapevine or a periodical magazine, yet these outlets are so removed from channels used by the younger genera(on. Survey respondent 1 IRED stands for InternaEonal Relief and Economic Development. 53

54 An average of 43% of survey respondents have expressed concerns on community financial sustainability % of people who are concerned with financial stability of their local jamaat (1865 responses) 53% 44% 42% Average 43% 33% 30% 29% 23% North America Europe Africa Pakistan Australia India Middle East Note: Average = weighted average of regions dependent on survey data and esemated community populaeon. Other communiees are not shown on the chart and had average of 41% 54

55 The WF has much potendal to increase its grassroots donor base (e.g. through Khums) in order to meet concerns on financial sustainability Project North Star observed three key challenges and opportuniees facing the financial strategy of The World FederaEon: 1. Growth in The WF s income base has been achieved through increases in high value direct donadons, but the lack of growth in unrestricted and grassroots donadons poses a potendal risk to sustainability The WF has increased its funding by 129% since 2013, driven by an increase in direct high value donaeons. There has been a substaneal increase in donaeons allocated for relief and capital projects but limited growth in other categories such as Khums or unrestricted funds. This limits the way money can be allocated to projects, and thus inhibits the financial agility to fund long-term investments necessary for growth. 2. Grassroots donors do not understand what impact is being accomplished resuldng in a percepdon of distance from the WF Spending has been focused on a wide variety of projects with The WF performing well on project monitoring. However there is also room for improvement on seleceon and reporeng where grassroots members, especially the youth, are not well informed on the impact of funds. Financial sustainability of local communiees has been raised as one of the top 5 global concerns by grassroots. 3. There is potendal to consider other income streams to increase The WF s sustainability and work with regions and jamaats to create a global asset strategy The WF is building a foundaeon fund of > 5 million; this is expected to generate > 400,000/annum by 2018 to sustain operaeng expenses that are hard to fund through donaeons. This is largely separate from efforts by other jamaats and regions who are managing their own foundaeon funds. According to the Asset RealizaEon Report April 2011, the global community also holds assets worth at least $80.5 million (2011 values) of which 15% is income generaeng. Whilst there is a change case required, this represents an untapped opportunity to leverage global assets in order to be[er grow the colleceve financial base of the global community. 55

56 Appendix H: Technology This seceon outlines the analysis performed on the tools and technologies within The World FederaEon. 56

57 The WF spends almost 20,000 per year on its technology poruolio, with many services that could be shared across the global community Technology Purpose Cost/annum Usage PotenDal Usage Infrastructure: PC s, Servers, Websites Desktops, Shared Drives, Website, teseng 6, The WF Regions, Jamaats QuickBooks AccounEng & Treasury The WF Regions, Jamaats Microsom Office Access Projects, Accounts - The WF Regions, Jamaats Yammer CollaboraEon - The WF Regional, Jamaats Google Apps (Mail, Drive, Docs/Sheets) , Calendars, CollaboraEon - The WF Regions, Jamaats OrganisaEonal Management System (OMS) HR, Leave/absences, Project Tracking - The WF Regions, Jamaats Access ThankQ CRM CRM 3, The WF Regions, Jamaats Social Media Accounts: Facebook, Twi[er, Instagram, SnapChat, YouTube MarkeEng - The WF Adobe CreaEve Suite Graphics, Video, typese ng The WF Amazon AWS isadaqah mobile payments The WF Regions, Jamaats PayPal, Just Giving Online Payments - The WF Regions, Jamaats Paypoint Online Payments The WF Regions, Jamaats Various tools and ueliees for staff Various The WF Regions, Jamaats Consultancy Maintenance and support 7, The WF Mailchimp Mass The WF Regions, Jamaats DocuSign Electronic Signatures The WF Regions, Jamaats 57

58 Centralising a technology strategy has the potendal to achieve efficiencies of $1.15million over 10 years as opposed to Jamaats operadng alone Project North Star esemated the cost of common technology services uelised by jamaats using esemates from a technology company based in India (provided 2016). In all instances, conservaeve esemates were used. Note the numbers used have not been adjusted from their original USD prices. Category Cost per Jamaat Cost per 100 Jamaats Centralized by WF (assuming for 100 Jamaats) Website development: $500 $50,000 $10,000 Mobile apps: $2,000+ $200,000 $50,000 ($500/Jamaat) Somwares and Licences $2,000+ $200,000 $10,000 (CRM, accouneng, office ): HosEng services: $100 /year $10,000 /year $6,000 /year SMS gateway: $200 /year $20,000 /year $10,000 /year AMC for Web / Apps: $700 /year $70,000 /year $20,000 /year ($200/Jamaat) Total: $4,500 + $1000 /year $450,000 + $100,000 /year $70,000 + $36,000 /year Total Savings/Jamaat Total Savings (assuming for 100 Jamaats) Total Savings over 10 years $3,800 + $740 /year $380,000 + $74,000 /year Future value = 380,000(1.05)!" + 74, = $1,156, !" 1 NB: Interest rate was taken at 0.5% 58

59 The grassroots community is highly internet literate, and have a preference for Islamic educadonal content on any future mobile applicadon % of respondents (1865 responses) 96% the percentage of survey respondents owning a smartphone 1 Most cridcal features of a community mobile applicadon called out by survey respondents 3 out of 4 are educadon focused Ask queseons to scholars 62% 28% Hours spent online per week 30% 32% Watching lectures 50% 8% Local and internaeonal salaat Emes 45% 21+hrs/week 11-20hrs/week 3-10hrs/week 0-2hrs/week 1 It should be noted that this was taken from respondents who did fill in the survey online and as such could be biased. Courses in Islamic EducaEon 42% 59

60 The WF has the capability to develop a coherent digital strategy that drives strategic priorides, reduces cost duplicadon and be^er engages grassroots Project North Star observed three key challenges and opportuniees in regards to the technology strategy of The World FederaEon: j 1. The global organisadon does not have a coherent technology strategy; however its staff and volunteer base are rich with the capabilides required to develop such a strategy that drives strategic priorides, reduces cost duplicadon and achieves economies of scale Interviews across staff and volunteers indicated that there is no coherent technology strategy across either The WF or the global organisaeon; technology is omen seen as a last-thought enabler of projects than the poteneal driver to achieve scope, scale and efficiency. Interviews across regions indicated that there is much cost duplicaeon across the global organisaeon, with many regions and local jamaats inveseng in the same infrastructure, services and somware. An example has been the proliferaeon in spend on grassroots mobile applicaeons across jamaats (the project counted at least 10 mobile applicaeons across the global community). The cause of this duplicaeon is omen a lack of awareness about what technologies and licences already exist within the organisaeon. EsEmates show that if 100 jamaats were all buying the same services (e.g. website, mobile, common somware, hoseng, AMC for website applicaeons) then a centralised strategy could save $1.15million over 10 years. To develop this are are digital and innovaeon professionals already engaged in leadership posieons across the organisaeon who represent the capability to drive a successful and long-term global technology strategy. 2. The WF needs a clear data strategy that drives effecdve strategic decision-making and project delivery The WF currently lacks a data strategy that collates data across the organisaeon and drives its strategic decision-making and project delivery; data across projects, regions and grassroots is either dispersed or exists in disparate systems. There has never been a full census on the community, and neither is there a single dashboard that gives a view of the enere organisaeon. The excepeon here is relief which does collect data on its spend and operaeons. 3. There is a great opportunity to leverage digital to rewrite the grassroots social-contract and increase direct engagement with a willing grassroots community The grassroots community is not only internet literate, but also has extremely high smartphone penetraeon. From the grassroots survey, 58% of respondents spend more than 10hrs per week online and 96% of respondents said they owned a smartphone. However this should be qualified as the majority of respondents came from online which might indicate bias. Further consideraeon must be given to the internet bandwidth and digital costs of each region. 60

61 Appendix I: Branding Model This seceon outlines the analysis performed on the current Branding Model of The World FederaEon. 61

62 The WF operates a confused branded house model across the organisadon with an esdmated 200+ brands represendng the organisadon and its subparts The WF does have clear brand imaging guidelines and an awareness of its brand idenety evident through interviews and workshops with staff and volunteers; however this branded house model is confused by the plethora of other brands across the organisaeon (i.e. it is also operaeng a house of brands model in tandem). A selecdon of brands from across The WF and its members The WF maintains two overall brands and over 10 sub-brands that represent its key projects. In many instances, these brands do not include reference to The World FederaEon and thus are disenct. Each regional member also maintains its own brand; disenct in style, colour and language from the rest of the organisaeon. Omen members also have their own sub-brands for the same global projects and aceviees (e.g. Ramadhan Relief). Most local jamaats also maintain their own brand, with some subcommi[ees (e.g. youth groups) also maintaining a disenct brand as well. In many instances, website homepages for regions, jamaats or jamaat subcommi[ees do not display The WF brand. In a few other instances, The WF brand is presented as an affiliaeon in line with other membership bodies (e.g. naeonal Muslim organisaeons). 62

63 Though grassroots insdtudonal affinity is weakest with the regions and The WF, there is potendal to improve grassroots affiliadon % of respondents (1865 responses) Sense of ConnecDon to Community Pride in AffiliaDon with The World FederaDon 4% 17% 33% 31% 46% 52% 37% 31% 33% 34% 45% 24% 21% 10% 11% 9% 6% Local Jamaat Regional Body World FederaEon Yes No I do not know enough about The WF Strong ConnecEon Some ConnecEon Li[le ConnecEon No ConnecEon Note: Data for each category excludes respondents who opted for Other (c.1%). Data for regional body excludes respondents who stated they are not part of a regional body (c.6%) I am not affiliated 63

64 Younger generadons feel significantly less connecdon to The WF due partly to a lack of awareness in the organisadon % of respondents (1865 responses) Sense of ConnecDon to The WF by Age Pride in AffiliaDon with The WF by Age 13% 15% 33% 28% 26% 31% 39% 31% 27% 32% 34% 33% 35% 35% 33% 28% 21% 34% 21% 24% 23% 21% 17% 26% 30% 21% 6% 8% 9% 11% 16% 11% GLOBAL AVERAGE Strong conneceon Some conneceon Li[le conneceon No conneceon 6% 7% 6% 4% 7% 5% 6% 6% 20% 52% 34% 31% 27% 23% 37% 47% 13% 6% 7% 9% 12% 9% 9% 7% 63% 58% 62% 47% 52% 31% 36% 46% GLOBAL AVERAGE Yes No I do not know enough Not affiliated 64

65 The WF brand suffers from confusion and incoherency which limits insdtudonal affinity and grassroots affiliadon Project North Star observed two key challenges with the current branding model of The World FederaEon: 1. The WF is currently following both a branded house and house of brands model which causes confusion and brand diludon across the organisadon leading to poor insdtudonal affinity with grassroots and grassroots communides The WF is both markeeng itself as a brand to its end-consumers (branded house e.g. Oxford University, Starbucks) and supporeng a plethora of other, omen disenct, brands as well (house of brands e.g. Unilever, P&G). This causes confusion for its branding strategy and its stakeholders. A consistent theme across interviews and workshops was the queseon of whether The WF represents one global community or many communiees? ; this is a key queseon that needs to be addressed to build brand clarity and affinity with members. Only 11% of grassroots survey respondents stated Strong conneceon when asked How much of a connec(on do you feel to The World Federa(on? s(vs. 31% who stated No conneceon ) indicaeng a big challenge with the brand idenety amongst grassroots. This is especially pronounced amongst younger demographics with a clear trend between age and sense of conneceon to, or pride in, WF. 2. The WF faces a brand idendty challenge leaving staff, members and grassroots without an understanding for what its brand represents and why affiliadon should be encouraged Interviews and workshops across staff and grassroots consistently raised queseons as to what The World FederaEon stands for, and what its brand idenety should be. This lack of clarity represents a major issue in brand affiliaeon. However there are posieve signs as well; 46% of grassroots survey respondents answered in the affirmaeve when asked Do you feel proud to be affiliated to The World Federa(on? and 37% offered that they needed to know more about the organisaeon. This la[er 37% of respondents represent an opportunity to build greater pride and affiliaeon in the grassroots through clarifying brand messaging and organisaeonal values. This is especially so for the young generaeons who affirm li[le or no conneceon to The World FederaEon whilst also a[eseng to knowing li[le about the organisaeon. 65

66 Appendix J: Regional Trends, OpportuniDes and Threats This seceon outlines the environmental analysis performed on the global areas of membership for The World FederaEon. This is including trends, opportuniees and threats across the poliecal, economic, social and technology spheres. 66

67 The WF lacks sufficient risk management capabilides and polidcal or social partnerships to proacdvely manage external challenges at all levels Project North Star observed muleple opportuniees and challenges across The World FederaEon s regions; these are outlines on the following slides. General opportuniees are outlines below: j 1. The global community needs appropriate risk management capabilides to proacdvely assess and manage risks to its jamaats and grassroots The world today is conenuously changing; risks are materialising at a faster rate with their impacts felt quicker and in newer ways than ever before. The WF however does not currently have an embedded capability to proacevely assess and manage risks before they metastasize into issues for their communiees. However even at this stage, there is also no established body to handle global and local large-scale issues though the need for such a body has been reinforced by the recent experience in Yemen and sight of escalaeng violence in other regions (e.g. Burundi). 2. The WF and its grassroots communides lack sufficient polidcal representadon or social partnerships at all levels The WF does have individual poliecal relaeonships across countries and eneees; however grassroots communiees in interviews and workshops consistently expressed concerns that these relaeonships were not insetueonalised such that they felt secure and established. In many instances, jamaat leadership and grassroots felt that more could be done to push social integraeon and partnerships with neighbouring communiees, and were simply looking for leadership and support from The WF. This challenge was omen described as a cultural challenge of communiees secluding themselves due to a perceived fear of engaging in a wider context, or lack of awareness of the importance to do so. These parecular issues were keenly felt across Dubai, Europe, India and the US. 3. The global community exists in siloes and lacks the plauorms and resources to effecdvely connect and communicate across all levels Across interviews and workshops, all communiees across all workshops called for The WF to provide communicaeon and knowledge plarorms to share challenges, leverage experese and reduce effort duplicaeon. This would also provide an excellent plarorm to share resources (e.g. on Islamic EducaEon). Leveraging the rising popularity of mobile devices and the Internet of Things will also be an excellent plarorm to communicate with and engage younger generaeons. 67

68 Other common challenges facing communides include the need for be^er youth development, careers support and leadership training Across over 100 interviews, 30 focus groups and 1865 grassroots survey respondents, similar challenges were called out. These have been summarised below: Challenges Africa Australia Dubai Europe India North America FragmentaEon of communiees on a regional and intracommunity scale Lack of sufficient and engaging Islamic educaeon and spiritual development resources The need for greater youth development and mentoring schemes The need for proaceve academic and careers development schemes, inc. networking opportuniees The need to build poliecal/social relaeonships and be[er establish communiees within wider society The need for intra- and inter-jamaat digital capabiliees, inc. communicaeon and knowledge-sharing plarorms The need to improve insetueonal structure and vision of communiees and regions, inc. leadership development 68

69 Africa Workshop in Arusha, Tanzania Youths discussing challenges faced in the community 69

70 AFED encompasses forty four jamaats within Africa, whose key concerns involve falling grassroots pardcipadon, leadership training and youth engagement The Africa FederaEon (AFED) is the regional federaeon under The World FederaEon encompassing the countries and islands in Africa. At present, AFED is formed of 44 jamaats all within Africa and accouneng for approximately 29,000 grassroots members. These jamaats are primarily located within East Africa, Madagascar and Reunion Islands. Community Project North Star performed 22 interviews and 6 workshops across communiees in Dar-es-salaam, Arusha and Mombasa, in total speaking with over 94 community members and leaders. The community is widely engaged and passionate about driving forward. However there are several key concerns that emerged consistently across community members: The need for be[er religious and secular educaeon amongst grassroots, especially for youths The need to combat community fragmentaeon and build greater unity intra- and inter- community The need to build be[er leadership and governance capacity within the community, including through leadership and aalim training 70

71 Africa s diverse cultures and resources focus on the economic expansion through technological integradon and foreign investment Trends PoliDcal Economic Africa s poliecal landscape fluctuates in stability. Key to note is: Kenya: Kenya s poliecal infrastructure has been shocked with numerous corrupeon scandals in recent years, however the key instability comes from security risks with over-the-border terrorism from Al-Shabab targeeng especially tourists and ChrisEans. Tanzania: Tanzania s eleceon of President John Magufuli in October 2015 brought a sweeping change to the state; Magufuli s emphasis on austerity and ane-corrupeon within the state has had dramaec implicaeons with an emphasis on efficiency in government. However while this has enamored him to many, there has also been much concern over creeping authoritarianism especially with the enforcement of cyber-crime laws. Madagascar: Hery Rajaonarimampianina has been president of Madagascar since 25 January Since gaining independence from France in 1960, Madagascar has experienced repeated poliecal instability, including coups, violent unrest and disputed eleceons. The most recent coup in 2009 led to five years of poliecal deadlock, internaeonal condemnaeon and economic sanceons. Despite the return of democraec eleceons in 2013, the poliecal situaeon remains fragile. The latest figures for real GDP growth is 4.6% for Madagascar, 6.0% for Kenya, 7.0% for Tanzania and 5.7% for Uganda. All are expected to rise over the next decade. However east Africa in parecular is known for crony capitalism, that is where economic growth tends to thrive more in sectors were poliecal interests align with entrepreneurs, rather than where poliecal interference is kept at arms length. In general, government policies have concentrated on increasing the amounts of foreign-direct-investment to boost economic growth. The focus of Kenya and Tanzania has been to boost both manufacturing and agriculture, including through reported land reform. Majority of the African countries boast a host of raw materials and they look to improve the processing and manufacturing for the use of said resources, this will poteneally increase the exports whilst seeing a reduceon in imports. Key poteneal sectors are tourism, manufacturing, agriculture, mining and energy (parecularly natural gas in Tanzania.) Employment has been steadily rising with new opportuniees and be[er educaeon for the masses. Madagascar however has had a decline in the employment rate. 71

72 Africa has a diverse social spectrum with a large, growing propordon of determined youths and high mobile phone penetradon Trends Social Technology There has been a steady increase in populaeon ( % across Madagascar, Kenya, Tanzania & Uganda), with youth making up the largest growth and segments. The societal structure is mainly tribal, there is no religious tension however most countries have one religion as the majority following (ChrisEanity and Islam prevailing). There is generally a relaevely high literacy rate in the populaeon (65 80% across the 4 countries). EducaEon is becoming a key growth area with the growing proliferaeon of private universiees catering for an unprecedented demand from the populaeon. Health and wellbeing is an important concern across Africa, with wellbeing and healthy living being more understood in Kenya than other East African countries. Concern over access to quality healthcare has always been prevalent, however this is likely to grow substaneally as populaeons live longer. Although Africa has a poor technology landscape across its internet space, its mobile phone penetraeon is high with most countries having a 3G and 4G network coverage. There is some compeeeon in Telecom industries with most countries having more than 2 companies providing the services and thus compeeng at lower prices. Mobile phone penetraeon is as follows: Madagascar (36%), Kenya (71%), Tanzania (55%), Uganda (44%). The high mobile phone penetraeon has allowed Africa to take the lead in some mobile innovaeons e.g., Kenya is a global leader in mobile payments in the world. This has also fostered a startup culture with ciees such as Nairobi becoming regional technology hubs. 72

73 Grassroots Survey: Regional Analysis Africa Demography of Responses % of respondents (325 responses) Responses received broadly map expectaeons for the male-female response raeo. They also indicate a youth bulge and that the community is majority middle class, with a greater proporeon of the community above middle class than below. Total responses received as of 30 October 2016 was 325. Gender Age EducaDon Level Primary School 3% F 39% M 61% 10% 30% 20% 17% 12% 7% 3% Secondary School Undergraduate Graduate 10% 42% 41% Post-Graduate 5% Daily Mosque A^endance 31% Employment Status Standard of Living 55% Weekly Monthly Quarterly Muharram & Ramadhan Never Other 1% 1% 5% 5% 16% 40% Not employed 37% Employed 28% Selfemployed 36% Top OccupaDons Percent Business 34% Student 12% Finance 9% Medical 7% Other 22% 5% 20% Prosperous Very Reasonably comfortable comfortable 19% Just ge ng along 1% 0% Poor Extremely poor 73

74 Grassroots Survey: Regional Analysis Africa Individual and Jamaat Concerns % of respondents (325 responses) Top 5 Individual Concerns 85% Spiritual development 78% Religious educadon 74% Business challenges Top 5 Jamaat Issues 47% Islamic educadon 46% Medical care 42% Financial sustainability (Jamaat) 73% Career development 66% Personal safety and security 34% 32% Social issues (mental health, bullying, abuse, drugs, sexuality ) Youth disillusionment Interim Data Report - DRAFT V5 74

75 Grassroots Survey: Regional Analysis Africa Individual and Jamaat Concerns by Age % of respondents (9 99 responses depending on age group) Individual Concerns Career development (91%) Spiritual development (88%) Religious educaeon (85%) Secular educaeon (85%) Spiritual development (92%) Career development (91%) Business challenges (87%) Spiritual development (91%) Religious educaeon (85%) Career development (83%) Spiritual development (89%) Religious educaeon (86%) Business challenges (84%) Spiritual development (80%) Religious educaeon (75%) Business challenges (63%) Personal health issues (64%) Spiritual development (59%) Tackling family health issues (55%) Paying for healthcare (55%) Personal safety and security (33%) Paying for healthcare (33%) Local Jamaat Issues Islamic educadon (44%) Financial sustainability of Jamaat (44%) Youth disillusionment (35%) Social issues (35%) Islamic educadon (52%) Social issues (48%) Medical care (39%) Medical care (54%) Financial sustainability of Jamaat (48%) Islamic educadon (43%) Islamic educadon (52%) Financial sustainability of Jamaat (46%) Medical care (43%) Medical care (58%) Islamic educadon (50%) Financial sustainability of Jamaat (45%) Medical care (50%) Secular educadon (41%) Senior needs (36%) Leadership & governance (36%) Medical care (67%) Financial sustainability of Jamaat (56%) Financial sustainability of individuals (44%) Islamic educadon (44%) Interim Data Report - DRAFT V5 75

76 The key opportunides for WF within Africa include suppordng Islamic educadon, building intra- and inter- community unity, and enabling be^er Medical Care Top 5 OpportuniDes & Threats 1. Spiritual development and Islamic educadon are the highest ranking personal and community concerns with almost 80% of respondents from Africa affirming that the community does not yet fully support their spiritual development. This corresponds to global trends, and WF can support the region and jamaats by facilitaeng the sharing of best praceces and resources. Further The WF should support AFED to engage its regional aalim network to connect them to other aalims globally, ensure they are well equipped and ulemately support them to serve their congregaeons. 2. FragmentaDon and disunity inter- and intra- jamaat has been called out as a prevalent concern as well, by community members in both interviews and workshops. This is felt not just on a global scale, but also regionally as well. WF can both support AFED to embed a globally shared vision and value-set that aligns all communiees, and support projects that enable grassroots to connect with the global community. 3. There is also the poteneal for WF to leverage its global network of health professionals and entrepreneurs across the globe to support be[er affordable health faciliees across its African communiees. This should be through working with regional and local bodies. Medical care is the second highest community concern; indeed when asked how concerned they were about paying for healthcare, almost 60% of the survey respondents expressed themselves as Very concerned or Concerned. 4. Entrepreneurship and career development is another key concern of grassroots where WF can work with AFED to enable careers fairs, entrepreneur hubs and support local businesses and start-ups. Here ideas can be leveraged from other regions (such as UCAS fairs organised by CoEJ) or from other organisaeons (such as SOCAP or AKF). 5. The World FederaEon has opportuniees to leverage its well-established Leadership-Development-Programme to develop the capacity of community leadership and the grassroots. 76

77 Australia Workshop at PSV, Melbourne, Australia Jamaat leadership and members discussing local challenges facing the PSV community, and solu(ons from the global community to drive growth 77

78 FAC encompasses six jamaats within Australia, whose key concerns revolve around lack of unity, leadership training and youth engagement The FederaEon of Australasian CommuniEes (FAC) is the youngest regional federaeon under The World FederaEon. It was formed in 2015 and encompasses the countries and islands east of India including New Zealand and Australia. At present, FAC is formed of 6 jamaats all within Australia and accouneng for 1000 grassroots members. These jamaats are primarily located within Sydney and Melbourne. FAC is a mule-ethnic federaeon with Khoja, Pakistani, Afghani and other ethniciees within its grassroots. Community Project North Star performed 6 interviews and 8 workshops across communiees in Sydney and Melbourne, in total speaking with over 70 community members and leaders. The community is widely engaged and passionate about driving forward. However there are several key concerns that emerged consistently across community members: The need for greater unity within the jamaat community, across the global WF community and through the wider Shia community in Australia The need for be[er leader and aalim training to support leadership and governance challenges within the community The need for be[er religious and secular educaeon amongst grassroots The need to reengage and be[er inspire the youth The need for greater conneceon with other regional and global jamaats 78

79 Australia s fragmented polidcal government is concentrated on economic expansion which will increase income inequality and youth unemployment Trends PoliDcal Economic The Liberal-NaEonal CoaliEon party were returned to power following the July 2016 eleceons, though with a reduced majority of only 1 seat; this poteneally will mean a period of poliecal instability or deadlock, especially in economic policies. That said, prioriees of the CoaliEon government will focus on the economy through reducing its dependence on mining, incenevising innovaeon and encouraging small business amongst other measures. Right-wing populism in the form of Pauline Hanson and her Pauline Hanson s One Na(on party represent a growing dissaesfaceon with established parees similar to the growth of Nigel Farage and UKIP in the UK, Donald Trump in the US and Marine LePen and Le Front Na(onal in France. The party polled at 4.3% in Senate eleceons in July 2016, and Pauline warned in her opening speech to the Senate that now we are in danger of being swamped by Muslims accusing Muslims of being unable to integrate. For the first Eme there are four One NaEon that have been elected to the Senate. Real GDP in Australia is expected to increase by 2.8% over 2016 and conenue to rise through the next decade Government policy is to slowly transieon the economy from its reliance on mining as a result of commodity price drops across global markets; this transieon is being led by growth in the Tourism and Service sectors. Government is also focused on reducing the deficit and managing its aging workforce by raising the reerement age and imposing a 2% deficit levy on those earning more than US$168,000. Economic expansion is generaeng wide wage differeneals within ciees, especially within Sydney and Melbourne, where this income inequality is expected to grow through the next decade. Where unemployment is falling (from 6.1% in 2014 to 5.7% in 2016), the number of part-eme workers has risen to 30% of the overall workforce with a majority of these under the age of 35. Youth unemployment has been increasing since 2010 due to a mismatch of skillsets and lack of adequate job opportuniees in the market 79

80 Australia has a strong technology landscape and immigradon is a norm where 20% of the populadon are foreign born especially from India and South-East Asia Trends Social Technology The populaeon is both steadily increasing (driven by Indian and East Asian immigraeon) and steadily ge ng older; the median age is currently 37.3 years and is expected to be 39.5 years by 2030, when those over the age of 65 will account for 18.7% of the populaeon. ImmigraEon is a societal norm within Australia where 25% of the populaeon have a foreign-born parent and 20% of the current populaeon were themselves born overseas. Trends in discriminaeon are decreasing with 15% of respondents to the 2015 Scanlon Social Cohesion survey a[eseng to having experienced discriminaeon in the last twelve months because of your skin colour, ethnic origin or religion, down from 18% in However, data indicates that Hindus and Muslims are most likely to experience discriminaeon of all religious groups; the average likelihood is 26%, with 50% of this being likely to be in the workplace. CriEcal concerns of the populaeon are around the cost of educaeon and social issues including health: Since cuts in 2014 to educaeon subsidies, educaeon is expected to be the fastest growing consumer-spend. At the same Eme, wage pressures are shrinking the disposable income of poorer families pricing them out of the good educaeon market, whilst higher income families are needing to devote greater resources to funding educaeon staesecs also show that 65.4% of the Australian populaeon are currently classified as overweight or obese, up from 58.7% in In response to this crisis, more and more consumers are shiming towards healthier lifestyles with a focus on less sugar and fat, and more organic foods. However, demand for organic food currently outstrips supply by 40%, thereby raising prices and poteneally pricing out poorer households from healthy eaeng. Australia has a strong technology landscape across the internet and mobile space: 3G is near ubiquitous across the environment with expanding 4G coverage, and expectaeons to start 5G teseng in The spectrum auceon for 4G in 2014 saw licences awarded to 4 firms increasing compeeeon and lowering consumer costs: 75% of the populaeon have smartphones and 75% of mobile subscripeons have mobile Internet. 85.9% of the populaeon have access to the Internet generally though compueng. 80

81 Workshop at PSV, Melbourne, Australia Post-its represent the most cri(cal challenges called out by members during the workshop 81

82 Grassroots Survey: Regional Analysis Australia Demography of Responses % of respondents (30 responses) Responses received broadly map expectaeons for the male-female response raeo. They also indicate a youth bulge and that the community is majority middle class, with a greater proporeon of the community above middle class than below. Total responses received as of 30 October 2016 was 30. Gender Age EducaDon Level 43% Secondary School 3% F 43% M 57% 20% 27% 10% Undergraduate Graduate 33% 43% Post-Graduate 20% Jamaat A^endance Employment Status Standard of Living Weekly Monthly Muharram & Ramadhan Other 13% 17% 27% 43% Not employed 20% Selfemployed 23% Employed 57% Top OccupaDons Percent Finance 30% Business 23% Engineer 10% Teacher 10% Medical 7% Other 13% 7% Prosperous 23% 60% Very Reasonably comfortable comfortable 10% Just ge ng along 82

83 Grassroots Survey: Regional Analysis Australia Individual and Jamaat Concerns % of respondents (30 responses) Top 5 Individual Concerns 97% Spiritual development 87% Religious educadon 63% Business challenges Top 6 Jamaat Issues 60% Islamic educadon 37% Youth disillusionment 33% Difficulty of marriage for youth 63% Caring for elderly family 60% Career development 27% Joint: Financial sustainability Lack of cultural idendty Leadership & governance 83

84 Workshop at IHC, Sydney, Australia Youths demonstra(ng their ideal community brand iden((es 84

85 The key opportunides for The WF within Australia concern building intra- and inter- community unity, suppordng economic growth and leveraging digital Top 5 OpportuniDes & Threats 1. FragmentaDon across regional communides has been consistently called out by the majority of leaders and members engaged by Project North Star; mechanisms beyond personal relaeonships do not exist to directly link Australian jamaats together. Beyond this, disunity amongst the wider shia community has been called out as a key concern by all stakeholders. The World FederaEon through FAC has a unique opportunity to help bring the regional jamaats together and build unity amongst the wider shia community in order to amplify their standing and establish a poliecal and construceve voice in the wider Australian landscape. 2. Economic expansion provides many opportuniees for the community and its members to enhance its economic standing. At the same Eme, rising income inequality and youth unemployment means the community needs to be aceve in supporeng its members and youth in gaining the right skillsets and networks to establish prosperous careers. The WF has an opportunity to counter this threat to sharing other regional best pracece (such as UCAS fairs run by CoEJ or the business and careers board from AFED) or leveraging ideas from other organisaeons ( (such as SOCAP or AKF) to promote economic security and growth. 3. Australia s greater polidcal stability and economic growth represent an ideal locaeon for families to migrate, and local communiees are well posieoned to support this migraeon. The World FederaEon can consider Australia as a key target country to support migraeon from more volaele regions. 4. The World FederaEon has opportuniees to leverage its well-established Leadership-Development-Programme to develop the capacity of community leadership and the grassroots. 5. Australia has a strong digital landscape with high internet and smartphone penetraeon. At the same Eme, community leaders and elders have expressed concern about a disengaged youth body. The World FederaEon can support FAC to build digital capability for its member jamaats to be[er connect and serve their memberships across all spheres of community aceviees (madrassa, majaalis, outreach etc). 85

86 Dubai Workshop at Dubai, UAE Women of the community sharing their community challenges and global solu(ons 86

87 Dubai KSIMC is an associate member of WF; though it does not have vodng rights, it is sdll an acdve voice within the broader global community Dubai KSIMC is an associate member under The World FederaEon encompassing approximately 4000 grassroots members. Associate membership defines a jamaat which is unable to form a Regional FederaEon, and as such has no voeng rights within The World FederaEon. Community Project North Star performed 4 interviews and 3 workshops across the Dubai community, in total speaking with over 60 community members and leaders. The community is very passionate about driving forward a posieve vision for the global community. However there are several key concerns that emerged consistently across community members: The need for more engaging Islamic EducaEon targeeng all demographics in the community, especially the youth The need for greater social integraeon within wider society and to encourage their members to acevely parecipate within local charity and social inieaeves The need for be[er intra- and inter- community communicaeon to bridge the global community 87

88 Dubai s transport sector is seen as a key driver for economic growth in the next 10 years with a predicted rise in visitors boosted by the World Expo in 2020 Trends PoliDcal Economic The poliecal structure of the UAE is made up of seven emirates with poliecal power centralised in Abu Dhabi; the consetueon that formed this poliecal framework came into permanent effect in 1996 which unified the UAE across most poliecal, judicial, social, economic and military spheres. The consetueon also provided for personal liberty including freedom of movement, expression and religious worship within the law and public morals. Though the UAE is increasingly alarmed at growing Iranian influence, Iran also represents a significant economic component of the UAE, especially with Dubai being a major re-exporeng hub for Iran. It is esemated that the UAE s exports to Iran are four Emes higher than its imports from Iran. In 2015, a law was introduced which criminalised any aceon which stokes religious hatred or the insuleng of any religion through any form of expression. ImmigraEon is another key concern for Dubai, the high percentages of foreign workers from the Asian subconenent has led to growing unrest. NonciEzens (80% of the populaeon) have extremely limited opportuniees for representaeon and involvement in poliecs. The UAE is halfway towards its 2021 Vision which targets both a shim to a diversified and knowledge based economy as well as building be[er condieons for EmiraE naeonals. Significant progress has been made across many of the 2021 targets, including high ranking for ease of doing business, EmiraEsaEon Rate in the Private Sector (increasing the proporeon of EmiraE naeonals in the private sector) and Sense of security. Real GDP will grow by 2.4% in amer a rate of 3.9% in Though this slowdown is primarily a refleceon of weak oil prices, efforts to diversify the UAE s economy indicate that real GDP may grow by an average rate of 3.7% for the next decade. In Dubai, the services sector accounts for 37.2% of its GDP (2014) and employs 33% of the workforce in Dubai. Rising visitors means that Dubai s transport services will be a key driver of growth for the economy. The World Expo in 2020 will be a major driver for this growth. The real value of tourist receipts rose by 14.1% in 2015 and growth of 8.7% is forecast for Dubai also plans to invest US$32 billion to develop one of the world's largest aviaeon mega-hubs. Exports by the UAE fell by 20.5% in 2015 and a further decline is expected in This issue will also affect Dubai whose exports are predominantly services based. However, Dubai is sell a major re-exporeng hub for Iranian companies and could gain greater importance now sanceons have been limed. The UAE should face rising income inequality over the next decade with significant growth in both the highest social class and the informal labour market. 88

89 Dubai is well-placed to implement new and innovadve technologies with a strong technology landscape and a high level of smartphone penetradon Trends Social Technology The UAE's populaeon has risen at an alarming rate. In 2015, the total number was 8.6 million. Median age is rising and in 2015 was esemated to be 33.0 years (projected to be 46.5 years by 2030). The populaeon of Dubai is expected to rise from 2.5m today to 3.76m in Foreign ciezens make up around 85% of the total populaeon. ImmigraEon has led to an imbalance between the male and female populaeons - there are two men for every woman in the UAE. EducaEon is booming, with record sign-up rates. However, youth unemployment is on the rise which has led to a new EducaEon for Employment (EFE) programme introduced in May The highest levels of consumer expenditure over the next decade are expected to be focused around communicaeon services; this reflects the proliferaeon of mobile and tablet devices, as well as the uptake in consumer digital services. Nearly 40% of children in the UAE are either obese or overweight. The Ministry of Health aims to reduce obesity levels amongst children to 12% by There is a growing interest among residents and increasing efforts by the government to be more sustainable in terms of transportaeon, energy and food. The reerement age is 60 and expats face challenges to maintain their visa post-60; post-reerement rules are the same as for a first entrants where the visa must be sponsored by a legal enety or a property-related visa which needs to be of a certain amount to allow people to conenue staying. The government also aims to make health insurance mandatory and linked to visas; this would add extra strain on elderly expats. In 2013, the UAE had the highest level of smartphone penetraeon in the world at 73.8%. Internet penetraeon in 2015 was 92.4%, expected to rise to 98% over the next decade. Given this, payment methods using smartphones are on the rise. Online shoppers in the UAE also showed a preference to purchase via an app over a browser. By 2020 the UAE is envisioned to be the world s first cashless society, which will require rapid market change during the upcoming years. The Dubai Smart City project is currently in progress with the aim of becoming the smartest city by The increased use of the Internet of Things will also be evident in the coming years. Today over 50 government services are provided through a mobile app; this indicates an increasing expectaeon amongst residents for mobile services as the norm. 89

90 Workshop at Dubai, UAE Professionals within the the community consider the most important challenges facing all demographics 90

91 Grassroots Survey: Regional Analysis Middle East (Dubai) Demography of Responses % of respondents (75 responses) Responses received broadly map expectaeons for the male-female response raeo. They also indicate a youth bulge and that the community is majority middle class, with a greater proporeon of the community above middle class than below. Total responses received as of 30 October 2016 was 75. F 73% Gender M 27% 29% 27% 22% Age 10% 8% 4% Primary School Secondary School Undergraduate Graduate Post-Graduate EducaDon Level 3% 3% 14% 32% 48% Mosque A^endance Employment Status Standard of Living Daily Weekly Monthly Quarterly Muharram & Ramadhan Other 3% 4% 6% 13% 17% 57% Not employed 49% Employed 27% Selfemployed 23% Top OccupaDons Percent Student 25% Business 18% Teacher 14% CreaEve 6% Finance 5% Other 27% 3% Prosperous 42% 49% Very Reasonably comfortable comfortable 6% Just ge ng along 91

92 Grassroots Survey: Regional Analysis Middle East (Dubai) Individual and Jamaat Concerns % of respondents (77 responses) Top 5 Individual Concerns 96% Spiritual development 90% Religious educadon 77% Religious persecudon Top 5 Jamaat Issues 56% Islamic educadon 38% Religious persecudon (Shia) 31% Difficulty of marriage for youth 74% Career development 30% Youth disillusionment 73% Caring for elderly family 27% Increasing divorce rate 92

93 Grassroots Survey: Regional Analysis Middle East (Dubai) Individual and Jamaat Concerns by Age % of respondents (6-22 responses depending on age group) Individual Concerns Spiritual development (91%) Secular educaeon (86%) Religious educaeon / Career development (82%) Spiritual development (100%) Career development (86%) Religious educaeon (86%) Spiritual development (100%) Religious educaeon (100%) Religious persecueon (100%) Spiritual development (100%) Religious educaeon (100%) Business challenges / Paying for children s educaeon (75%) Spiritual development (100%) Religious educaeon (100%) Safety and security challenges (100%) Family mental health issues (100%) Local Jamaat Issues Islamic educadon (50%) Difficulty of marriage for youth (41%) Youth disempowerment (32%) Islamic educadon (52%) Difficulty of marriage for youth (43%) Religious persecudon for Shias (33%) Religious persecudon for Shias (65%) Islamic educadon (59%) Youth disillusionment (47%) Islamic educadon (63%) Increasing divorce rate (63%) Social issues (38%) Islamic educadon (67%) Secular educadon (50%) Difficult of marriage for youth (50%) 93

94 The key opportunides for The WF in Dubai concern raising Dubai to a full member, and leveraging the strong digital landscape to support community development Top 5 OpportuniDes & Threats 1. Dubai is an innovadve and acdve jamaat with much to offer the global community. Despite not being in a regional federaeon, The World FederaEon should consider its membership model to grant Dubai vodng rights and a more aceve voice within the wider body. 2. Rising income inequality and youth unemployment means the community needs to be aceve in supporeng its members and youth in gaining the right skillsets and networks to establish prosperous careers. The WF has an opportunity to do this through sharing other regional best pracece (such as UCAS fairs run by CoEJ or the business and careers board from AFED) or leveraging ideas from other organisaeons (such as SOCAP or AKF) to promote economic security and growth. Dubai is predominantly a services-based sector with a developed financial sector and this could present various opportuniees to move towards this field. 3. OpportuniEes exist for the Dubai community to be^er integrate in wider society and demonstrate themselves as aceve and engaged residents. This can be through parecipaeng in local social inieaeves and building posieve relaeons with external communiees. 4. The World FederaEon has opportuniees to leverage its well-established Leadership-Development-Programme in order to train the leaders of the future through physical, spiritual, social and personal development. At the same Eme, the Dubai community can inieate young-mentor and shadow schemes to engage youth in community affairs through; 1) tapping into their skillsets and perspeceves and 2) training the next generaeon of leadership. 5. Dubai has a strong digital landscape with high internet and smartphone penetraeon. The World FederaEon can support Dubai to build digital capability to be[er connect and serve their memberships across all spheres of community aceviees (madrassa, majaalis, outreach etc). Moreover such means can also be used to be[er the tools used for Islamic instruceon and spiritual development which are criecal concerns of the community. 94

95 Europe Workshop at University College London, London, UK Youth, both professionals and students, within the the community considering the most important challenges they face, personally and as a community 95

96 COEJ encompasses 16 Jamaats within Europe, whose key concerns revolve around Islamophobia, religious educadon and financial sustainability The Council of European Jamaats (COEJ) is the regional federaeon under The World FederaEon encompassing the countries in Europe. At present, COEJ is formed of 16 jamaats accouneng for over 15,000 grassroots members. These jamaats are primarily located within the UK, France, Sweden and Switzerland. Community Brief Project North Star interacted with communiees in Europe, in total speaking with and surveying over 40 community members and leaders. The communiees, especially in the big ciees, are well established with relaevely large parecipaeon by grassroots. However there are several key concerns that emerged consistently across community members: The need for be[er Islamic educaeon amongst grassroots The need to reengage the youth who are underserved by current mediums of Islamic EducaEon (Madrassa and the Mimbar) The need for be[er professional networks, and in parecular, career / secular educaeon support and workshops The need for greater leadership and governance training, and leadership succession planning The need to counter and protect against islamophobic, xenophobic and challenging external senements in wider society 96

97 Europe is facing a period uncertainty as fear and weak economic growth give rise to NaDonalist policies and Islamophobic a^acks are on the rise Trends PoliDcal Economic 2016 has been marked as a year of turbulence with 1) Brexit and a rise in NaEonalist senement across the UK and the European conenent, 2) an increase in terrorist a[acks especially in Paris and Belgium, 3) an influx of refugees from war-torn countries in the Middle East and 4) poor economic growth consistent across the last few years. The conenent is also troubled by the growth in right-wing and illiberal poliecs, especially in central and eastern Europe; this has been compounded by the recent terrorist a[acks in France and Belgium as well as negaeve percepeons of the refugee and migrant crisis across the region. This has exacerbated negaeve views on Muslims, with with average negaeve senement against Muslims at 43% (UK was the lowest at 28%, France at 29% and Sweden at 35%). Hate crime in general has been on the rise, focused on Islamophobic and ane-semeec a[acks with crimes in the UK alone rising 41% since Uncertainty looks set to conenue as France goes to the polls in the upcoming 18 months: it is expected that the Front NaEonal leader Marine Le Pen is likely to make the second round with uncertainty over the currently divided Socialist party that is in power. Real GDP in the EU is expected to increase by 1.9% over 2016 with unemployment at 9%. This compares to expected global GDP growth of 3.3%. There are also stark variaeons across the conenent: UK: 2.1% GDP growth in 2016, expected to fall over the short-term due to uncertainty about Brexit, with unemployment at 5.0%. France: 1.3% GDP growth in 2016, expected to conenue over the next decade, with unemployment at 10.5% (with youth unemployment at nearly 25%, and employment with African migrants at 20%). Sweden: 3.2% GDP growth in 2016 with unemployment at 6.9%. Switzerland: 1.6% GDP growth in 2016 with unemployment at 3.2%. 97

98 Europe is well placed to leverage high internet and digital penetradon to be^er engage the community Trends Social Technology The populaeon of the EU-28 stands at 510m and has been growing by c.1.5m per year since This is largely due to migraeon as deaths now outnumber live births in the region (first Eme in 2015 since the series began in 1961). At the same Eme life expectancy has been increasing and now stands at 80.9 years (83.6 for women and 78.1 for men). This corresponds to the region ageing with the % share of over 65s hi ng 18.9% in 2015 relaeve to only 15.6% of people under the age of 14. The median age is 42.4 years vs years in DiscriminaEon is sell quite common with the most common cause being ethnic origin (56%) followed by disability (46%) and sexual orientaeon (46%). High educaeon and health costs are expected to be major social concerns across the UK, France, Sweden and Switzerland over the coming decade. Europe has strong internet and smartphone penetraeon. This varies across countries: UK: 91.6% internet and 70% smartphone penetraeon (climbing over the next decade to approximately 99% and 90% respecevely). France: 84.5% internet and 60% smartphone penetraeon (climbing over the next decade to approximately 90% and 80% respecevely). Sweden: 95% internet and smartphone penetraeon (climbing over the next decade to approximately 97% and 99% respecevely). Switzerland: 86.7% internet and smartphone penetraeon (climbing over the next decade to approximately 96% and 91% respecevely). Technology and digital are strong government policies across Europe; many states are working towards public Wi-Fi availability whilst also teseng 5G connecevity. 98

99 Workshop at University College London, London, UK 99 Notes from youth, both professionals and students, within the the community considering the most important challenges they face, personally and as a community

100 People don t go to mosque to learn, its for tradieon and a social Focus group respondent Lectures have never been 2 way discussions and don t get the opportunity to have informal discussions with aalimah Focus group respondent 100

101 Grassroots Survey: Regional Analysis Europe Demography of Responses % of respondents (526 responses) Responses received broadly map expectaeons for the male-female response raeo. They also indicate a youth bulge and that the community is majority middle class, with a greater proporeon of the community above middle class than below. Total responses received as of 30 October 2016 was 526. Gender Age EducaDon Level 32% Primary School 3% F 47% M 53% 10% 25% 13% 10% 8% 3% Secondary School Undergraduate Graduate 24% 24% 43% Post-Graduate 6% Daily Mosque A^endance 6% Employment Status Standard of Living Weekly Monthly Quarterly Muharram & Ramadhan Never 1% 5% 7% 26% 49% Not employed 28% Selfemployed 23% Employed 49% Top OccupaDons Percent Medical 18% Business 14% Student 12% Finance 11% Engineer 7% Other 23% 2% 26% 58% 13% 0% Other 4% Prosperous Very Reasonably Just ge ng comfortable comfortable along Extremely poor 101

102 Grassroots Survey: Regional Analysis Europe Individual and Jamaat Concerns % of respondents (526 responses) Top 5 Individual Concerns 79% Spiritual development 70% Religious educadon 61% Career development 59% Business challenges Top 5 Jamaat Issues 57% Islamic educadon 44% Financial sustainability (Jamaat) 36% Social issues (mental health, bullying, abuse, drugs, sexuality ) 35% Youth disillusionment 49% Religious persecudon 29% Difficulty of marriage for youth 102

103 Grassroots Survey: Regional Analysis Europe Individual and Jamaat Concerns by Age % of respondents ( responses depending on age group) Individual Concerns Spiritual development (74%) Career development (68%) Secular educaeon (68%) Spiritual development (87%) Career development (80%) Religious educaeon (75%) Spiritual development (87%) Religious educaeon (81%) Business challenges (72%) Spiritual development (86%) Religious educaeon (79%) Paying for children s educaeon (64%) Spiritual development (72%) Family health issues (61%) Religious persecueon (56%) Religious educaeon (56%) Spiritual development (54%) Personal health issues (51%) Family mental health issues (44%) Personal health issues (40%) Paying for healthcare (33%) Family health issues (20%) Local Jamaat Issues Islamic educadon (64%) Financial sustainability for Jamaat (36%) Social issues (34%) Islamic educadon (55%) Social issues (45%) Financial sustainability for Jamaat (45%) Islamic educadon (63%) Financial sustainability for Jamaat (45%) Youth disillusionment (42%) Islamic educadon (59%) Financial sustainability for Jamaat (44%) Leadership & governance (32%) Islamic educadon (57%) Financial sustainability for Jamaat (46%) Youth disillusionment (39%) Financial sustainability for Jamaat (49%) Islamic educadon (44%) Financial sustainability for Jamaat (53%) Medical care (40%) Islamic educadon (33%) Senior needs (33%) 103

104 The key opportunides for The WF within Europe are suppordng Islamic educadon, building polidcal- and social-partnerships, and suppordng career development Top OpportuniDes & Threats 1. Islamic educadon and spiritual development have been called out as key concerns through the grassroots survey and recent efforts by jamaats to tackle this have shown pent-up demand (e.g., Hujjat academy in Stanmore had over 150 applicants). This corresponds to global trends, and WF can support the region and jamaats by facilitaeng the sharing of best praceces and resources. Further The WF should support CoEJ to engage its regional aalim network to connect them to other aalims globally, ensure they are well equipped and ulemately support them to serve their congregaeons. 2. InsDtuDonal development has been called out as a key area where regional and local bodies can leverage WF to play a crucial role; WF can provide global thinking and coordinaeon on key areas such as Madrassa structure (through MCE), marriage, and youth issues. 3. Islamophobia has constantly been called out as issues at a European level. NaEonalist policies and the refugee crisis have only sought to make this worse. The WF is already supporeng the region through dialogue and coordinaeon on key issues and could expand its role e.g. through professional support that is uelised by all regions including Europe. CoEJ has also been a global community leader in establishing poliecal- and social-partnerships; these can be further enhanced to build bridges and understanding with other communiees to counter the rise in Islamophobia. There are also great opportuniees for CoEJ to share its best pracece with other regions. 4. Career development is a key concern of grassroots (ranked as the third most prevalent personal concern from European survey respondents). The WF can work with regional and community leaders to enhance grassroots services that encourage employment and economic growth; these can range from providing training in technical and professional skills to facilitaeng jobs boards and career awareness (leveraging best pracece from the business and careers board in AFED). Other ideas might stem from other organisaeons (such as SOCAP or AKF) to promote start-ups and entrepreneurship. 5. Community leaders have emphasized the need to enable global communicadon and knowledge sharing plauorms that enable inter-community sharing of best pracece. The WF should be the provider of these plarorms. 104

105 India Workshop in Kurla, Mumbai, India Mothers and sisters showing their 10-year community vision and brands 105

106 India FederaDon encompasses over 60 jamaats, whose key concerns revolve around unity, polidcal representadon, and leadership and aalim training India FederaEon is the regional federaeon under The World FederaEon encompassing over 60 jamaats all within India and accouneng for approximately 33% of total grassroots members. These jamaats are primarily located within the Gujarat and Maharashtra states. Community Project North Star performed interviews and workshops across communiees in Mumbai, Sangli, Ahmedabad and Pune, in total speaking with approximately 100 community members and leaders. The community is widely engaged and passionate about driving forward. However there are several key concerns that emerged consistently across community members: The need for greater unity within the Khoja community as well as the wider Shia community The need for access to high quality academic and religious educaeon The need for be[er poliecal representaeon of the community in wider society The need for be[er leader and aalim training to support leadership and governance challenges within the community The need for greater conneceon with other regional and global jamaats 106

107 Despite reladvely favourable economic condidons, India s eco-polidcal reforms are weak in improving the large income disparity in the country Trends PoliDcal Economic The last general eleceons were held in 2014 in which the BharaEya Janata Party (BJP) won and took 282 of 543 seats. The BJP are a right-wing party, historically associated with Hindu naeonalism, that favour economic liberalism, social conservaesm and strong internaeonal standings. India s relaeon with Pakistan conenues to be difficult, partly driven by Pakistan s claim to Kashmir and the 2008 Mumbai terrorist a[acks. Where real GDP in India has grown by 7.3% in 2016, this is a small drop from 2015 growth (by 0.3%) due in part to weaker exports from a weak external market. Although unemployment is expected to fall to 4.8% over 2016, it is esemated that a large proporeon of jobs are in the informal sector with a third of all young adults unemployed. Income inequality is also on the rise across India with The World Bank esemaeng that 76% of India s 1.2billion strong populaeon live on less than $2/day. However India s middle class is expected to grow gradually over the coming decade. Make in India has been a flagship programme for the BJP seeking to turn India into a global manufacturing hub; this has not only been a focus of infrastructure spending by the government, but also a focus of Modi s internaeonal diplomacy. Indeed India surpassed both the USA and China as the top locaeon for foreign-direct-investment. That said India sell ranks below average in its Ease of doing business, ranking 130 th of 189 countries in

108 India has both a reladvely young populadon and high educadon and healthcare costs, which both put economic pressure on the populadon Trends Social Technology India is expected to have the largest populaeon in the world by 2030 with a populaeon of 1.5 billion, surpassing even China. Two thirds of this populaeon will be of working age powering the Indian economy and pu ng pressure on unemployment. India spent just 4.3% of its GDP on healthcare in 2014, which is one of the lowest rates in the world. The lack of good quality public health service tends to increase savings amongst consumers to pay for health costs; indeed health and wellness is expected to be largest segment of discreeonary consumer spending over the next decade. This is especially so as a growing elder populaeon look to hospitals and pharmacies, and an image conscious youth focus on gyms and wellness centres. India s adult literacy rate in 2015 stood at 71.2% of those aged 15+ and above, lower than the Asia Pacific average of 85.4%. In 2015, India s higher educaeon rate was the second lowest in Asia Pacific owing to low income levels and lack of access to educaeonal insetueons. The government plans to increase the gross enrolment raeo (GER) to 32.0% by However, since there was li[le change in the GER between 2013 and 2015, government inieaeves to improve the country s educaeon rate have had a limited impact. 30.3% of the Indian populaeon currently have access to the internet, a proporeon expected to double over the coming decade. Less than 40% of households in 2015 owned a smartphone (compared with less than 25% owning a PC); this proporeon is expected to double by India has the second largest mobile subscriber base globally with growing access to 3G and 4G LTE networks. However only 55.1% of the populaeon are currently covered with 3G. Government investment plans and its telecommunicaeon strategy is geared to grow this significantly over the next 10 years. The government is strongly pushing the digital agenda across the country, with not only policies to increase digital penetraeon but also to create 100 smart ciees and provide many government services electronically. BharatNet is the flagship opecal-fibre programme to increase broadband access across the country. Though it has ambieous targets, implementaeon of the programme has been slow. Industry esemates that India will be characterised by a significant digital turn over the coming decade as the country moves from tradieonal to digital commerce including across the payments, retail and public sectors. 108

109 Workshop at Kurla Nazarali, Mumbai, India Post-its represent the most cri(cal challenges called out by members during the workshop 109

110 Workshop in Ahmedabad, India Community leader and members from Kalupur & Sarkhej showing the results of a workshop on community challenges, global solu(ons and ideal brand iden((es 110

111 Grassroots Survey: Regional Analysis India Demography of Responses % of respondents (292 responses) Responses received broadly map expectaeons for the male-female response raeo. They also indicate a youth bulge and that the community is majority middle class, with a greater proporeon of the community above middle class than below. Total responses received as of 30 October 2016 was 292. Gender Age EducaDon Level F 25% 29% 32% Primary School Secondary School 1% 20% M 75% 7% 20% 9% 3% Undergraduate Graduate 28% 39% Post-Graduate 12% Daily Weekly Monthly Quarterly Muharram & Ramadhan Only weddings Never Other Mosque A^endance 24% 1% 2% 5% 8% 10% 16% 33% Not employed 23% Selfemployed 46% Employment Status Employed 31% Top OccupaDons Percent Business 34% Finance 10% Student 8% Medical 7% Engineer 6% Other 24% 6% Prosperous Standard of Living 27% 52% Very Reasonably comfortable comfortable 13% Just ge ng along 2% Poor 111

112 Grassroots Survey: Regional Analysis India Individual and Jamaat Concerns % of respondents (292 responses) Top 5 Individual Concerns 89% Spiritual development 88% Religious educadon 80% Business challenges Top 5 Jamaat Issues 53% Islamic educadon 42% Medical care 40% Unemployment 77% Career development 37% Increasing divorce rate 66% Secular educadon 33% Financial needs of individuals 112

113 Grassroots Survey: Regional Analysis India Individual and Jamaat Concerns by Age % of respondents (10 93 responses depending on age group) Individual Concerns Career development (95%) Spiritual development (90%) Religious educaeon (90%) Spiritual development (95%) Religious educaeon (93%) Business challenges (93%) Religious educaeon (87%) Spiritual development (86%) Business challenges (80%) Spiritual development (89%) Religious educaeon (89%) Business challenges (79%) Spiritual development (76%) Religious educaeon (72%) Business challenges (68%) Spiritual development (90%) Religious educaeon (90%) Personal health issues (70%) Local Jamaat Issues Islamic educadon (67%) Secular educadon (48%) Unemployment (33%) Unemployment (51%) Islamic educadon (49%) Increasing divorce rate (38%) Islamic educadon (59%) Medical care (44%) Increasing divorce rate (39%) Financial security for individuals (39%) Medical care (56%) Islamic educadon (47%) Secular educadon (39%) Medical care (60%) Unemployment (48%) Increasing divorce rate (48%) Financial sustainability for Jamaat (60%) Islamic educadon (50%) Leadership & governance (50%) 113

114 The key opportunides for The WF within India include developing in-house spiritual leadership and suppordng polidcal- and social-partnership building Top 5 OpportuniDes & Threats 1. Islamic educadon and spiritual development is a real concern called out across interviews, workshops and the grassroots survey. This corresponds to global trends, and WF can support the region and jamaats by facilitaeng the sharing of best praceces and resources. The WF can also support Indian communiees by inveseng in secular and Islamic educaeon in youth to develop the next generaeon of in-house scholarship and spiritual leadership. Further The WF should support the regional aalim network to connect them to other aalims globally, ensure they are well equipped and ulemately support them to serve their congregaeons. 2. OpportuniEes exist for Indian communiees to insdtudonalise polidcal and social partnerships that be[er enable local communiees to integrate in wider society. Such relaeonships are especially valuable in a fluctuaeng Hindu naeonalist environment and with state fears concerning home-grown terrorism. The importance of such relaeons were called out during workshops, with examples given of communiees building relaeons with schools to help breakdown misunderstandings around hijab and Islamic praceces. 3. Medical Care is a real concern for Indian communiees, especially in an environment of greater awareness for well-being with increasing medical costs. The WF can enhance its medical inieaeves on the ground and collect data on community health metrics to drive programmes that increase well-being and stave off illnesses before they reach the need for hospitalisaeon and high fees. 4. The WF can support India FederaEon to understand community unemployment concerns and enhance exiseng business networks to support and grow the economic underpinnings of the community. Here they can leverage other regional best pracece (such as UCAS fairs run by CoEJ or the business and careers board from AFED) or leveraging ideas from other organisaeons (such as SOCAP) to promote economic security and growth. 5. India has a growing digital landscape with a growing smartphone and internet penetraeon. At the same Eme, community members and leaders have expressed concern about a communicaeon gap between youth and elderly. WF can support communiees to build digital capability in order to be[er connect and serve their memberships across all spheres of community aceviees (madrassa, majaalis, outreach etc). 114

115 Workshop in Sangli, India Community leader and members showing the results of a workshop on community challenges, global solu(ons and ideal brand iden((es 115

116 North America Workshop in HIC, Orlando, America Youth Leaders discussing challenges faced in the community and where strategic responsibiliees lies between jamaats, regions and The WF 116

117 NASIMCO encompasses over 20 jamaats, whose key concerns revolve around include the need for greater pardcipadon from both NASIMCO and WF The North American Shia Ithna-Asheri Muslim CommuniEes OrganisaEon (NASIMCO) is the North American regional federaeon of The World FederaEon. It encompasses over 20 jamaats with over 10,000 grassroots. Project North Star performed 25 interviews and focus groups across communiees in Toronto, Vancouver, New York, Allentown and Orlando; in total the project collected insights from over 56 leaders and grassroots members. CommuniEes are widely engaged and passionate about driving forward, and though they are geographically dispersed they do share common concerns: Community Brief The need for a colleceve vision that aligns the regional community, outlines their place in the broader picture and engages grassroots The need for greater conneceon with other regional and global jamaats The need for greater aceve parecipaeon from the regional federaeon and The World FederaEon in driving forward community growth and supporeng the handling of grassroots challenges, especially in: engaging the youth and handling social issues establishing insetueonal poliecal- and social0partnerships that be[er embed communiees in the wider social fabric 117

118 North America is becoming a story of two halves with respecuul openness in Canada and right wing populism in the USA, and greater income inequality in both Trends PoliDcal Economics Canada: The current government under prime minister, JusEn Trudeau has shown respect for all religious and cultural socieees as well as gender equality with his party having an equal split of MPs. The government has recently allowed thousands of Syrian refugees into Canada, changed the immigraeon system to allow skilled workers to enter the country legally with a more efficient process and advocated for educaeon reform. United States of America: The shock eleceon of Donald Trump as President along with the appointment of a right wing team (e.g. Steve Bannon as Chief Strategist) is likely to lead to a greater level of hoselity towards ethnic minoriees especially Muslims who Donald Trump repeatedly a[acked during his campaign. An example here was his policy for the banning of Muslims entering the country (although since backtracked) which led to support from rightwing groups. Canada: The Canadian economy has suffered from slow oil growth in recent years; real GDP is expected to grow by 1.5% in Unemployment has also risen to 7.0% in However, the government has been inveseng in infrastructure heavily in a move to spur economic growth to counteract this. Income inequality across Canada has been steadily rising though this is in part due to increased immigraeon. The age band registered the highest levels of income and the largest share of the Canadians in the top income band (i.e. above $150,000), a situaeon that is expected to conenue in the long term. United States of America: The US economy has recently suffered from an inflated dollar and weak business investment; however real GDP should increase by 1.6% in 2016, rising to 2.2% unel the end of the decade. Under President Trump, economic drag from trade barriers are expected to be offset by economic semulus resuleng in greater GDP growth. Unemployment has been falling (standing at 4.3% in 2016) and should approach zero in the medium term. However this is all subject to high policy risk. Income inequality is stark in America, with a third of the total populaeon in the lowest income class. This situaeon is set to worsen over the next decade due to pressures on the middle class and the richest profieng the most. Highest consumer spending will target health and communicaeons most. 118

119 North America not only has an aging populadon, but also is known by its large immigrant populadons driving diversity and its innovadve digital landscape Trends Social Technology Canada: Canada s populaeon growth is deceleraeng as the populaeon ages; the median age in 2015 was 40.5 years. By 2030, it is esemated that 22% of the populaeon will be above the age of 65 years (compared with 6.1% in 2015). As such immigraeon is an important force within Canada, currently accouneng for 50% of labour growth. 20% of Canadians are currently foreign-born, with roughly two-thirds of them living in Toronto, Montreal and Vancouver. Canada is also one of the most preeminent normaeve mule-cultural socieees and, as such, cultural educaeon towards social integraeon are criecal learnings. United States of America: The US populaeon is growing, with net migraeon accouneng for the majority of this growth. By the end of the next decade, the US populaeon should grow by 11.9%, with half of this from net migraeon. The median age in 2015 was 37.8 years, whilst this is expected to 40.3 years by The 2016 eleceon campaign unleashed a greater swathe of ane-immigrant senement within the country, culminaeng in the eleceon of President Trump whose policies included building a wall with its southern neighbour, deporeng all illegal immigrants and temporarily banning Muslims from entering the country. Whether carried through or not, this is likely to increase hate crimes within the country. North America has strong internet and smartphone penetraeon, though this varies between Canada and the US: Canada: 88.7% internet and 70% smartphone penetraeon (climbing over the next decade to approximately 99% and 80% respecevely). United States: 88% internet and 75% smartphone penetraeon (climbing over the next decade to approximately 99% and 83% respecevely). Canada and the US have one of the most digital-ready markets due to the high presence of leading technology firms across any region. Where both internet and smartphone coverage are lower than other regions, this is principally due to the geographic size of the countries and the difficulty of reaching remote locaeons. e-government has been a strong push in both countries, with the US introducing a policy in 2015 ensuring that all federal digital services are only available through secure conneceons. 119

120 Workshop at Orlando Florida Youths create a brand statement for their global community 120

121 Grassroots Survey: Regional Analysis North America Demography of Responses % of respondents (598 responses) Responses received broadly map expectaeons for the male-female response raeo. They also indicate a youth bulge and that the community is majority middle class, with a greater proporeon of the community above middle class than below. Total responses received as of 30 October 2016 was 598. Gender 27% Age Primary School EducaDon Level 1% F 44% M 56% 13% 19% 14% 12% 11% 4% Secondary School Undergraduate Graduate 20% 27% 44% Post-Graduate 7% Mosque A^endance Employment Status Standard of Living Daily Weekly Monthly Quarterly Muharram & Ramadhan Other 7% 5% 8% 4% 24% 50% Not employed 37% Selfemployed 19% Employed 43% Top OccupaDons Percent Student 19% Business 17% Medical 12% Finance 11% Engineer 8% Other 19% 5% Prosperous 30% Very comfortable 55% Reasonably comfortable 9% Just ge ng along 1% Poor 121

122 Grassroots Survey: Regional Analysis North America Individual and Jamaat Concerns % of respondents (598 responses) Top 5 Individual Concerns Top 5 Jamaat Issues 82% Spiritual development 53% Islamic educadon 72% Religious educadon 53% Financial sustainability (Jamaat) 62% Career development 60% Business challenges 47% Secular educadon 40% 38% 22% Youth disillusionment Social issues (mental health, bullying, abuse, drugs, sexuality ) Inter-faith interacdon 122

123 Grassroots Survey: Regional Analysis North America Individual and Jamaat Concerns by Age % of respondents ( responses depending on age group) Individual Concerns Career development (81%) Religious educaeon (75%) Secular educaeon (75%) Spiritual development (89%) Career development (87%) Religious educaeon (76%) Business challenges (76%) Spiritual development (91%) Religious educaeon (80%) Business challenges (67%) Spiritual development (84%) Religious educaeon (73%) Paying for children s educaeon (62%) Spiritual development (77%) Religious educaeon (74%) Family health issues (63%) Spiritual development (68%) Personal health issues (54%) Religious educaeon (51%) Spiritual development (64%) Personal health issues (55%) Religious educaeon (45%) Family health issues (45%) Local Jamaat Issues Islamic educadon (51%) Social issues (51%) Financial sustainability for Jamaat (44%) Islamic educadon (51%) Social issues (52%) Financial sustainability for Jamaat (50%) Islamic educadon (59%) Financial sustainability for Jamaat (55%) Youth disillusionment (46%) Financial sustainability for Jamaat (60%) Islamic educadon (68%) Youth disillusionment (40%) Financial sustainability for Jamaat (57%) Islamic educadon (43%) Youth disillusionment (43%) Financial sustainability for Jamaat (57%) Islamic educadon (55%) Senior needs (43%) Islamic educadon (59%) Financial sustainability for Jamaat (45%) Religious persecudon of Shias (41%) 123

124 The key opportunides for The WF within NA is exposure, leveraging resources and communicadon. Top OpportuniDes & Threats 1. FragmentaDon and disunity inter- and intra- jamaat has been called out as a prevalent concern, by community members in both interviews and workshops. This is felt not just on a global scale, but also regionally as well. WF can both support NASIMCO to embed a globally shared vision and valueset that aligns all communiees, builds a communal idenety and support projects that enable grassroots to connect with the global community. Within this it is criecal for The WF to define its value proposieon and ensure tangible impact is felt on the ground. Here a key service The WF can provide is through enhancing community insetueons by creaeng a best praceces model for communiees and ensuring this is always under conenuous improvement. 2. Islamic educadon and spiritual development have been called out as key concerns through the grassroots survey; this corresponds to global trends, and WF can support the region and jamaats by facilitaeng the sharing of best praceces and resources. Further The WF should engage its regional aalim network to ensure they are well equipped and supported to serve their congregaeons. 3. Following the recent external challenges faced by the Toronto and Orlando communiees, and coupled with the negaeve narraeve of the Trump Campaign against immigrants and Muslims, many communiees have emphasized the need to build stronger polidcal- and social-partnerships for their communiees. Here a key service The WF can provide is through enabling the sharing of best pracece from other regions (such as CoEJ) around insetueonal relaeonship building. 4. The WF can support NASIMCO to understand community unemployment concerns and enhance exiseng business networks to support and grow the economic underpinnings of the community; this is especially important considering rising income inequality and the relaevely weak growth rates of the Canadian and US economies. Here they can leverage other regional best pracece (such as UCAS fairs run by CoEJ or the business and careers board from AFED) or leveraging ideas from other organisaeons (such as SOCAP) to promote economic security and growth. 5. Community leaders have emphasized the need to enable global communicadon and knowledge sharing plauorms that enable inter-community sharing of best pracece. The WF should be the provider of these plarorms. However such plarorms should go beyond conneceng communiees, but should work to create a virtual global community that enables grassroots to tap into their colleceve knowledge base and create a shared idenety. 124

125 Pakistan 125

126 There are primarily 2 main communides located in Karachi, Project North Star will be looking to engage with these grassroots in the coming months Community The Pakistan FederaEon is the regional federaeon under The World FederaEon encompassing the communiees in Pakistan. At present, it is formed of 2 main communiees primarily located in Karachi with over 46,000 grassroots members. Project North Star is looking to engage these communiees in the coming months and interact with key grassroots members in a range of workshops and interviews. As such, the analysis of poteneal threats and opportuniees within Pakistan will be completed in the near future once data has been gathered via workshops and interviews. 126

127 Pakistan s polidcal instability has had an adverse effect on the economic growth and curbed religious freedoms within the country Trends PoliDcal The current ruling party in Pakistan is the PML (Pakistan Muslim League) led by Nawaz Sharif following victory in the Pakistani general eleceons of 2013, holding 26 out of 104 seats in the Senate. PoliEcal violence remains a severe problem in Pakistan, fuelled by tensions between different groups including militant, extremist, terrorist groups; the military; ethnic groups and the clergy. As a consequence, terrorism, targeted murders, a[acks on government s security forces, violent protests and assassinaeon of poliecal figures conenue to be widespread in the country. Most of Pakistan's tribal lands are under the nominal control of the army and paramilitaries but strong resistance conenues from local tribesmen, supported by jihadists. These groups have carried out numerous high-profile a[acks. CorrupEon levels in the country are perceived as widespread with it being a barrier to investment from overseas. Economic Real GDP is further expected to grow at 5% in 2016; the annual inflaeon rate in Pakistan fell from 13.9% in 2009 to 7.2% in 2014 primarily due to the decline in oil prices trickling through the price mechanism. The main risk to Pakistan s short-term economic growth outlook lies in poteneal external shocks to the Pakistani economy. Agriculture is the largest part of the economy, employing 45.1% of the workforce. 47.4% of the total populaeon live below the internaeonal poverty line of US$2.0 a day. The World Economic Forums Gender Gap Index ranked Pakistan 141st out of 142 countries, making Pakistan one of the worst working environments for women in the world. In 2015, China pledged to provide Pakistan with US$46 billion over 15 years in order to develop a trade route between the two countries, an agreement known as the China Pakistan Economic Corridor. 127

128 The introducdon of 3G and 4G; falling mobile prices; and increased access to the Internet has empowered the digital consumer in Pakistan Trends Social The adult literacy rate in Pakistan is 57% of the populaeon aged 15 and over,. In terms of geographical spread, 37.2% of Pakistan s urban populaeon resides in Karachi which dominates the urban landscape. Pakistan is currently the 6 th largest country in the world by populaeon size with just under 200m inhabitants Net migraeon has been negaeve in Pakistan since This should conenue through to 2030 with an annual average of 149,652 more people expected to leave the country than arrive. Pakistan is ethnically diverse with six major ethnic groups, Punjabis, Sindhis, Pashtuns, Seraikis, Muhajirs and Balochis Obesity is a rising problem in the country; around 4% of the populaeon aged 15 and above is obese and 25% of this populaeon is overweight, the rates increasing parecularly for women and children Technology Approximately 92% of total households owned a mobile telephone, however the percentage of people who used the Internet was 11.7% of the total populaeon. The threat of religious extremism has severely affected infrastructure investments, especially in remote areas. The introduceon of 3G and 4G technologies and the declining prices of smartphones are expected to enable even more consumers to access the internet via mobile devices in coming years and, in turn, drive online shopping. Increased internet access and use is driving growth in online shopping where there is scope for growth 128

129 Appendix K: Grassroots Data This seceon outlines the results and analysis collected on The World FederaEon grassroots membership. 129

130 The Project received 1865 responses to the grassroots survey with good representadon across regional, age and gender demographics % of respondents (1865 responses) Region Gender Age EducaDon Level Europe 28% Africa 17% India 16% Female Middle East 42% 4% Male Other 58% 3% 12% North America 32% Australia 2% Pakistan 1% Other 0% 29% 23% 15% 11% 8% Post-Graduate 7% 3% Did not a[end Primary School Secondary School Undergraduate Graduate 0% 2% 20% 28% 42% Local Jamaat A^endance Employment Status Standard of Living Daily Weekly Monthly Quarterly Muharram & Ramadhan Only for Weddings Never Other 5% 7% 0% 1% 5% 14% 22% 45% Not employed 28% Selfemployed 32% Employed 40% Top OccupaDons Percent Business Entrepreneur 22% Student 14% Medical 11% Finance 10% Engineer 6% Other 21% 4% 27% 55% Prosperous Very Reasonably comfortable comfortable 12% Just ge ng along 1% 0% Poor Extremely poor 130

131 Top concerns raised by grassroots revolve around spiritual development and Islamic educadon; financial and professional issues are also important concerns % of respondents (1865 responses) Global Top 5 Individual Concerns Global Top 5 Jamaat Issues 84% Spiritual development 54% Islamic educadon 76% Religious educadon 43% Financial sustainability 66% Career development 33% Youth disillusionment 66% Business challenges 32% Social issues (mental health, bullying, abuse, drugs, sexuality ) 60% Tackling family health issues 24% Leadership & governance 131

132 Some issues are consistent across regions such as religious educadon with others varying hugely such as Medical care Local Jamaat Issues Individual Concerns Islamic educaeon (60%) Youth disillusionment (37%) Difficulty of marriage for youth (33%) Spiritual development (97%) Religious educaeon (87%) Career development / business challenges / Caring for elderly family (63%) Australia Europe Spiritual development (79%) Religious educaeon (70%) Career development (61%) Islamic educaeon (57%) Financial sustainability of jamaat (44%) Social issues (36%) Islamic educaeon (47%) Medical care (46%) Financial sustainability of jamaat (42%) Spiritual development (85%) Religious educaeon (78%) Business challenges (74%) Africa India Spiritual development (89%) Religious educaeon (88%) Business challenges (80%) Islamic educaeon (53%) Medical care (42%) Unemployment (40%) Islamic educaeon (86%) Religious persecueon of Shias (71%) Difficulty of marriage for youth (43%) Spiritual development (100%) Religious educaeon (100%) Caring for elderly family/ ConfronEng Religious persecueon (71%) Other By Region Middle East Spiritual development (96%) Religious educaeon (90%) ConfronEng Religious persecueon (77%) Islamic EducaEon (56%) Religious persecueon of Shias (38%) Difficulty of marriage for youth (33%) Islamic educaeon (67%) Unemployment (44%) Social issues (44%) Career development (100%) Spiritual development (89%) Secular educaeon (89%) Pakistan North America Spiritual development (82%) Religious educaeon (72%) Career development (62%) Financial sustainability of jamaat (53%) Islamic educaeon (53%) Youth disillusionment (40 %) 132

133 Spiritual development seems to be a concern across all age groups with the older generadon also nodng personal health and Jamaat finances as issues % of respondents ( responses depending on age group) Responses received indicate that the most important grassroots issues are: Spiritual development, Religious educaeon and Career development/challenges. Percentages indicate what proporeon of respondents listed it as one of their top concerns Individual Concerns Career development (82%) Spiritual development (80%) Secular educaeon (76%) Spiritual development (91%) Career development (86%) Religious EducaEon (81%) Spiritual development (89%) Religious educaeon(83%) Business challenges (74%) Spiritual development (88%) Religious educaeon (82%) Business challenges (68%) Spiritual development (79%) Religious educaeon (70%) Family health issues (58%) Spiritual development (64%) Personal Health Issues (56%) Family health issues (50%) Spiritual development (40%) Personal Health Issues (40%) Family health issues (32%) Local Jamaat Issues Islamic educadon (55%) Financial Sustainability of Jamaat (37%) Social Issues (39%) Islamic educadon (52%) Social Issues (42%) Financial Sustainability of Jamaat (40%) Islamic educadon (58%) Financial Sustainability of Jamaat (44%) Youth disillusionment (36%) Islamic educadon (55%) Financial Sustainability of Jamaat (45%) Youth disillusionment (30%) Islamic educadon (49%) Financial Sustainability of Jamaat (46%) Youth disillusionment (36%) Financial Sustainability of Jamaat (50%) Islamic educadon (47%) Senior needs (34%) Financial Sustainability of Jamaat (49%) Islamic educadon (49%) Medical care (32%) 133