Strategic Plan Presentation

1
Strategic Plan
Creating Futures Together2003-2008
Allah never changes the grace He has bestowed
on any people until they first change that which
is in their hearts and that is because Allah is
All-Hearing, All-Knowing -Glorious Quran 853
Triennial Conference Dubai, UAE 11 October 2003
2
I do not fear poverty amongst my Ummah more
than I fear the consequences of poor
planning -Prophet Muhammad (PBUH) Plan for
the hereafter as though you will die tomorrow,
plan for this world as though you will live
forever. -Imam Ali ibn Abi Talib (AS) Raise
your children differently from the way you were
raised, for they are going to live in a different
time -Imam Ali ibn Abi Talib (AS)
3
(No Transcript)
4

• Executive Summary
• Current Situation Where are we today?
• Community Needs Analysis Where do we need to
  go?
• Strategic Plan How are we going to get there?
• Monitoring Process How will we know if we get
  there?
• Summary

5

• The strategic planning team has engaged a process
  never before undertaken by the World Federation
• The strategic planning process will continue to
  measure and track its performance in meeting the
  community needs
• Indeed I see the Strategic Planning exercise
  not as an event, but very much as a process. I
  envision a very lively discussion on the report
  and believe that this heeds to be a dynamic
  project as we chart own future strategies in this
  era where the pace of change has never been
  faster
• --Dr. Hasnain Walji, President, World Federation
• The participation of all members is critical to
  make sure the process is successful such that the
  World Federation can enhance its services to the
  community
• I urge you all to engage yourselves and
  actively participate in this process to enable
  the World Federation to enhance its level of
  services to the community
• --Dr. Hasnain Walji, President, World Federation

6
Primary Objective
To provide the World Federation with a strategic
direction in order to better meet the needs of
the community and carry out its work more
effectively.
Related Objectives

• Survey the world-wide Khoja Shia Ithna-Asheri
  (KSI) community in an unbiased and scientific
  method to
• Understand their current environment
• Understand their awareness and impressions of the
  World Federation
• Understand their needs and expectations from the
  World Federation
• Analyse historical documents such as conference
  reports and board reports for key themes and
  trends
• Examine external factors and world events and
  determine their impact on the KSI community
• Share results of the above analysis with the
  World Federation Boards and Desks
• Meet and work with WF Boards and Desks to set 5
  year goals with annual interim targets
• Introduce a rigorous management system that makes
  sure targets are met

7
What community members have said about the
strategic planning process
Asking the community members about their views
is something that really needed to be done. With
this strategic plan I feel that the World
Federation can carry out its mission more
effectively --Community Member,
Tanzania I am very impressed with this
project. The strategic planning process is
comprehensive and well thought out. I pray that
these efforts come to fruition. --Community
Member, U.A.E. Wow! We are becoming objective
and professional. To think that this was done
with young and old professionals from within the
community highlights our available resources
within. --Community Member, U.S.A. Coming
up with all of these responses is no easy
accomplishment. This process clearly lays out
where our community needs to go and puts in place
some tools that will help us get
there. --Community Member, Canada
8
Creating the strategy

• Educate the community in both Islamic and secular
  teachings leading to spiritual and economic
  upliftment
• Design programmes and functions to involve all
  members of the community which will therefore
  increase the level of awareness of the World
  Federation among community members
• Develop opportunities for the community to
  network and know one another
• Promote a progressive and modern approach to
  community work and solving community problems
• Ensure coordination among policies and share best
  practice across Jamaats and the World Federation

9
Creating the strategy

• A group of professionals with experience in
  strategic planning was assembled to manage the
  process
• The worldwide community was systematically and
  objectively surveyed to determine their current
  living situation and future aspirations
• Internal community documents were analysed to
  understand how the community would like to move
  forward
• A snap shot of global trends that will impact our
  community was taken to help understand the forces
  that will shape the community
• The results of the analysis were shared with the
  Boards and Desks of the World Federation, who
  have a vast amount of experience in performing
  the communitys work, to help them devise
  objectives that they will accomplish over the
  next 5 years

10
Creating the strategy

• The community expects the following
• Islamic and secular education
• Medical advice and support
• Islamic centres and the dhakireen meet the
  communitys religious needs
• Address the needs of the communitys youth,
  seniors and women
• This needs further investment in
• Human resources development
• Further detailed planning with performance
  management

11

• Executive Summary
• Current Situation Where are we today?
• Living Conditions of Community Members
• Perception of World Federation
• Community Needs Analysis Where do we need to
  go?
• Strategic Plan How are we going to get there?
• Monitoring Process How will we know if we get
  there?
• Summary

12
For the first time in its history, the World
Federation asked community members to give their
opinions about the organisation
Sample by Region
Sample by Age
175
117
111
Number of Respondents
103
Number of Respondents
94
82
70
65
64
59
42
22
25
5
2
Age
Note N/A indicates that respondent did not
provide his/her age
Source WF Strategic Planning Survey Data
13
Individuals were asked about these areas of their
lives
Islamic Education
Career Training
Secular Education
Current Activities of theWorld Federation of
KSIMC
Medical Advice Support
Political Representation
Youth Services
Seniors
Womens Services
14
All community members agreed secular education is
becoming prohibitively expensive. This sentiment
is felt especially in the Africa, United States,
and the Middle East and among the youth
Providing Secular Education is ExpensiveBy Age
Providing Secular Education is ExpensiveBy
Region
Agree
Agree
76
75
74
73
69
Avg. 66
65
Avg. 66
65
64
63
59
57
Neither Agreeor Disagree
56
Neither Agreeor Disagree
57
50
Level of Agreement
Level of Agreement
Disagree
Disagree
Age
The World Federation should focus on one core
cometency and at present education is one of the
top priorities of our community - Community
Member,Oman
Source WF Strategic Planning Survey Data
15
Additionally few respondents agreed that finding
a decent job was easy. This was a particular
problem for the women in our community
It is Easy to Find a Decent JobBy Region
It is Easy to Find a Decent JobBy Gender
Agree
Agree
Neither Agreeor Disagree
Neither Agreeor Disagree
54
50
Level of Agreement
Level of Agreement
45
Avg. 42
45
40
33
34
35
31
Disagree
Disagree
Age
Source WF Strategic Planning Survey Data
16
Obtaining medical care appears to be more serious
problem in Africa and Pakistan. Among age groups,
there is relative uniformity in the responses
It is Easy to Obtain Medical CareBy Age
It is Easy to Obtain Medical CareBy Region
Agree
Agree
65
60
63
61
60
56
Neither Agreeor Disagree
Neither Agreeor Disagree
55
53
50
Avg. 50
51
Avg. 50
Level of Agreement
Level of Agreement
44
40
37
36
Disagree
Disagree
Age
Source WF Strategic Planning Survey Data
17
Religious persecution is a major issue for our
community. This is especially true in Pakistan.
Religious Persecution is a Major IssueBy Age
Religious Persecution is a Major IssueBy Region
99
Agree
Agree
83
76
71
71
57
66
63
63
Avg. 66
Avg. 66
66
62
58
Neither Agreeor Disagree
Neither Agreeor Disagree
56
50
Level of Agreement
Level of Agreement
Disagree
Disagree
Age
Source WF Strategic Planning Survey Data
18
Individuals perceived that the dhakireen are not
effective at communicating as they could be.
Dhakireen are Good at Communicating to all Parts
of the CommunityBy Age
Dhakireen are Good at Communicating to all Parts
of the CommunityBy Region
Agree
Agree
Neither Agreeor Disagree
Neither Agreeor Disagree
53
50
51
50
47
Level of Agreement
Level of Agreement
45
45
45
42
Avg. 43
Avg. 43
41
40
39
34
15
Disagree
Disagree
Age
Source WF Strategic Planning Survey Data
19
There is concern regarding the perceived
effectiveness of the programmes at Islamic
centres especially among the youth and the seniors
The Programme of Events at my Islamic Centre is
Relevant to my NeedsBy Age
The Programme of Events at my Islamic Centre is
Relevant to my NeedsBy Region
Agree
Agree
64
Neither Agreeor Disagree
Neither Agreeor Disagree
52
53
51
53
51
Avg. 46
46
Avg. 46
Level of Agreement
Level of Agreement
44
42
42
39
40
36
30
Disagree
Disagree
Age
Source WF Strategic Planning Survey Data
20
Most communities feel that the needs of the youth
are not being met
My Community Understands and Meets the Needs of
the YouthBy Age
My Community Understands and Meets the Needs of
the YouthBy Region
Agree
Agree
Neither Agreeor Disagree
Neither Agreeor Disagree
48
Level of Agreement
Level of Agreement
42
42
44
43
42
40
Avg. 39
40
41
38
Avg. 39
36
30
30
30
Disagree
Disagree
Age
Sadly the World Federation has not provided an
extensive youth structure outside the UK
Community Member, USA
Source WF Strategic Planning Survey Data
21
Seniors especially feel that the community is not
meeting their needs
My Community Understands and Meets the Needs of
the SeniorsBy Age
My Community Understands and Meets the Needs of
the SeniorsBy Region
Agree
Agree
Neither Agreeor Disagree
Neither Agreeor Disagree
57
51
53
46
47
47
47
46
Level of Agreement
Level of Agreement
Avg. 42
Avg. 42
38
40
34
30
24
10
Disagree
Disagree
Age
Source WF Strategic Planning Survey Data
22
Meeting the needs of women received the lowest
score of any group
My Community Understands and Meets the Needs of
the WomenBy Age
My Community Understands and Meets the Needs of
the WomenBy Region
Agree
Agree
Neither Agreeor Disagree
Neither Agreeor Disagree
47
Level of Agreement
Level of Agreement
46
45
42
41
40
41
40
40
Avg. 37
Avg. 37
35
28
24
29
10
Disagree
Disagree
Age
Source WF Strategic Planning Survey Data
23
While all of the previous issues are important in
every region of the world, particular regions
face unique challenges that need to be addressed

• Canada
• Finding jobs
• Communication of dhakireen

• Europe
• Finding jobs
• Meeting the needs of women, youth and seniors

• Australia
• Communication of dhakireen
• Meeting the needs of women, youth and seniors

• Middle East
• Secular education, finding jobs
• Meeting the needs of women, youth and seniors

• United States
• Providing secular education
• Meeting the needs of women, youth and seniors

• Africa
• Access to medical care
• Providing secular education

• Pakistan
• Religious persecution
• Meeting the needs of women, youth and seniors

Source WF Strategic Planning Survey Data
24
Most respondents are aware of the World
Federations existence, but not of its specific
activities
Percent of Respondents Answering Yes to
Awareness of WF and its Activities
The community just doesnt know what the World
Federation is beyond its name. --Community
Member, U.S.A. We need to create more awareness
of the World Federation especially amongst the
youth of our community --Community Member,
Tanzania The World Federation is weak in
publicity about itself so the community doesnt
even know what services it has to
offer --Community Member, Canada
95
75
73
73
57
54
55
53
Percent
51
51
41
40
41
39
34
Worldwide results, including Pakistan
Worldwide results, excluding Pakistan
Source WF Strategic Planning Survey Data Note
Score for womens needs was the same with
without Pakistan
25
Overall the community does not perceive the World
Federation to be effective
Perceived Effectiveness of WF and its Activities
Relatively Effective
Perceived Effectiveness
49
50
Score
Score 50/100
47
39
39
38
38
38
37
34
31
29
29
29
28
23
Relatively Ineffective
World-wide results, including Pakistan
World-wide results, excluding Pakistan
Source WF Strategic Planning Survey Data
26
The World Federation has moderate to low
credibility and influence across all regions
How Credible is the WF in the Khoja Community?
How Influential is the WF in your Local Jamaat?
Very Influential
Very Credible
58
Score
Score
53
53
47
45
43
Avg. 36
35
35
Avg. 29
28
19
11
10
1
1
Not Credible
Not Influential
Unfortunately, the World Federation is barely
felt in our Jamaat! Community Member, USA
Source WF Strategic Planning Survey Data
27

• Executive Summary
• Current Situation Where are we today?
• Community Needs Analysis Where do we need to
  go?
• Desktop Research
• External Environment Analysis
• Survey Results
• Strategic Plan How are we going to get there?
• Monitoring Process How will we know if we get
  there?
• Summary

28
Three techniques were utilised to assess the
communitys needs
DesktopResearch
External Analysis
Surveys
Where do we need to go?


29
Five key themes emerged from the desktop research
CENTRALISED COORDINATION
EDUCATION
NETWORKING
Goals of the World FederationPromotion of Shia
Ithna-Asheri Faith Relief of Poverty in the
CommunityEducation of Community Members
INCREASED INVOLVEMENT
FOCUS SHIFT TRADITIONAL TO PROGRESSIVE

• Education must underpin all our activities
• Centralisation is the key for coordination
• Networking can bring together like-minded
  individuals for the good of the community
• Community members are looking for a progressive
  and modern mindset
• We need greater involvement from all segments of
  the community

30
The constituents of the World Federation are
spread all over the world. In each region where
the community has settled unique external factors
need to be examined
31
Given the unique characteristics of each region,
it is critical to examine the forces that will be
impacting these areas over the next decade

• Population will swell to over 1.2 billion with a
  growing divide between rich and poor
• Technology will drive improvements in all sectors
  including agriculture

• Population will grow to 195 million by 2015
  weak economy and scarce resources will be further
  strained
• Sectarian tensions and instability will increase

• Ineffective regimes continue to be supported by
  oil revenues
• Disgruntled youth create further pressure for
  more jobs and health services
• The benefits associated with globalisation will
  not reach the closed societies within the Middle
  East

Middle East
Africa

• Africa will miss out on the social and economic
  benefits of globalisation
• Populations explosion and rapid increases
  diseases will lead instability

32
Given the unique characteristics of each region,
it is critical to examine the forces that will be
impacting these areas over the next
decadecontinued

• Europe will enjoy continued stability and
  economic success
• Ageing population and the growing immigrant
  community will require more resources

Europe

• Skilled immigrants from East and South Asia will
  migrate to Canada
• Canada will remain stable amidst constant,
  dynamic change

Canada
United States

• The U.S. will remain unparalleled in its economic
  and military power despite some shift to Asia
• The EU and countries such as China and India will
  check the role of the U.S.

• 67 of nonprofit activities will be involved in
  education, health and social services
• Delivering development and humanitarian aid on
  behalf of governments
• Codes of conduct imposed on nonprofit
  organizations

Nonprofit Sector
33
Impact on the World Federation

• Greater urbanisation and overcrowding of cities
  increase price of land
• Develop a real estate strategy to capitalise on
  the increasing scarcity of land
• Better healthcare increases life expectancy
• Seniors support strategy will be required

Population and Demographic Trends

• Infectious diseases such as HIV/AIDS will spread
  in the community especially in areas with limited
  medical infrastructure
• The Medical Advisory Board must take steps to
  curb growth in infectious diseases

Health

• More education will be required to secure decent
  jobs
• CETAB should provide more focused and relevant
  training
• Creative thinking methodologies will need to be
  instilled in the community ethos

Science, Technology and Education
34
Global trends continued

• A Wild Card is a low probability high impact
  event such as the unfortunate September 11th
  attacks in the United States
• By 2015, natural and man made disasters will be
  on the increase
• The World Federation needs to engage in disaster
  planning

Wild card events

• Nonprofits will be working as partners with
  corporations, governments and international
  organisations
• The World Federation needs to reconsider
  registering itself as an UN NGO

Role of Nonprofit Organisations
35
The strategic planning team surveyed a
statistically significant number of community
members for their input and advice
Sample by Region
Sample by Age
175
117
111
Number of Respondents
103
Number of Respondents
94
82
70
65
64
59
42
22
25
5
2
Age
Note N/A indicates that respondent did not
provide his/her age
Total Number of Surveys 518
Source WF Strategic Planning Survey Data
36
Across most regions and all age groups,
especially the youth, there is a strong demand
for Islamic education, but perceived performance
is below expectation
Demand for Islamic Education Ratingvs. Current
Effectiveness Rating By Age Group
Demand for Islamic Education vs. Current
Effectiveness RatingBy Region
Gap
Gap
41
47
31
41
45
34
53
37
29
27
25
32
43
No Response
NR
Key
Supply / Effectiveness by WF
Demand by Community
Source WF Strategic Planning Survey Data
37
The community overwhelmingly feels that the WF
should work with ulema and dhakireen to make
Islamic education more effective.
How important is it for the WF to work with the
Ulama to make sure they understand the needs of
our communityBy Region
Good Islamic Education and Guidance is Available
where I liveBy Region
Very Important
Agree
88
87
86
85
84
84
82
75
67
63
62
Neither Agreeor Disagree
Score
55
53
Level of Agreement
45
Not Important
Disagree
Source WF Strategic Planning Survey Data
38
Medical advice is also a major area where the WF
needs to improve its effectiveness. This is
especially true in Pakistan and among the seniors
Demand for Medical Advicevs. Current
Effectiveness Rating By Age Group
Demand for Medical Advice vs. Current
Effectiveness RatingBy Region
Gap
Gap
37
36
71
35
22
31
29
44
50
16
36
68
No Response
10
NR
Key
Supply / Effectiveness by WF
Demand by Community
Source WF Strategic Planning Survey Data
39
There is also a large demand from the community
for the WF to help them meet their secular
education needs. Pakistan shows the highest
demand for this service
Demand for Provision of Secular Educationvs.
Current Effectiveness RatingBy Region
Gap
We need a scholarship and a loan programme so
that any KSI that wants a university education
can get one -Community Member, USA
78
50
51
Our youth in East Africa sometimes cannot afford
a university education or choose not to pursue
one. The WF needs to emphasize the importance of
advanced degrees and help our youth obtain
them -Community Member, Tanzania
32
35
30
23
Key
Supply / Effectiveness by WF
Demand by Community
Source WF Strategic Planning Survey Data
40
Similar results are found when the community was
asked about the need for assistance with career
and professional advice on a regional level, but
demand was higher for middle aged persons
Demand for Career Advicevs. Current
Effectiveness Rating By Age Group
Demand for Career Advicevs. Current
Effectiveness RatingBy Region
Gap
Gap
43
78
48
38
35
37
27
54
45
64
32
77
No Response
29
NR
Key
Supply / Effectiveness by WF
Demand by Community
Source WF Strategic Planning Survey Data
41
The community is also demanding a more effective
focus on the youth. Demand in all regions and
every age group scored over 80, indicating a very
high priority
Demand for Focus on Youthvs. Current Perceived
Effectiveness Rating By Age Group
Demand for Focus on Youthvs. Current Perceived
Effectiveness RatingBy Region
Gap
Gap
51
59
51
49
79
48
44
62
69
44
52
82
NoResponse
45
NR
Key
Supply / Effectiveness by WF
Demand by Community
Source WF Strategic Planning Survey Data
42
There are also significant gaps between demand
and current effectiveness on the World
Federation's work with seniors. This gap is most
pronounced among the seniors
Demand for Focus on Seniorsvs. Current
Effectiveness Rating By Age Group
Demand for Focus on Seniorsvs. Current
Effectiveness RatingBy Region
Gap
Gap
43
25
77
32
33
43
34
52
71
42
78
25
NoResponse
40
NR
Key
Supply / Effectiveness by WF
Demand by Community
Source WF Strategic Planning Survey Data
43
There is also steady demand across all regions
and age groups for a more effective focus on the
women in our community
Demand for Focus on Womenvs. Current
Effectiveness Rating By Age Group
Demand for Focus on Womenvs. Current
Effectiveness RatingBy Region
Gap
Gap
53
72
78
52
52
50
61
54
69
40
81
39
NoResponse
54
NR
Key
Supply / Effectiveness by WF
Demand by Community
Source WF Strategic Planning Survey Data
44
In order to meet the needs of the community, the
WF needs financial support. Unfortunately, the
community does not view the WF as financially
transparent an issue of great importance to all
community members.
Demand for Financial Transparencyvs. Current
Effectiveness Rating By Age Group
Demand for Financial Transparencyvs. Current
Effectiveness RatingBy Region
Gap
Gap
51
76
40
55
67
57
61
43
63
No Response
NR
44
71
NoResponse
54
NR
Key
Supply / Effectiveness by WF
Demand by Community
Source WF Strategic Planning Survey Data
45

• Executive Summary
• Current Situation Where are we today?
• Community Needs Analysis Where do we need to
  go?
• Strategic Plan How are we going to get there?
• 5 Year Annual Planning
• Human Resources and Infrastructure Investment
• Monitoring Process How will we know if we get
  there?
• Summary

46
Where are we today? Concerns
Where do we want to go? Aspirations
Strategic Direction Formulation

• Religious persecution, especially in Pakistan
• Rising cost of education in U.S., Africa
• Access to medical care in Africa Middle East
• Ineffective communication between dhakireen and
  all parts of the community
• Meeting the needs of youth, women and seniors

• Have a visible strategy to address the needs of
  the youth
• Work with ulama to make sure they understand the
  needs of our community
• Ensure that the unique needs of our women are met
  and that they have an voice in our activities
• Have the community believe the WF is a
  financially credible and transparent organisation

• Survey data shared with Boards and Desks.
• They have developed objectives based on ongoing
  work and experience
• Objectives include annual targets

47
By implementing a systematic planning process,
the World Federation will be able to carry out
its current activities more effectively and
efficiently
48
WF needs to invest in its own infrastructure and
human resources in order to empower the boards
desks to meet the needs of the community

• Human resources is the fuel that runs the
  organisation. This includes full-time workers
  and volunteers.
• Human resources addresses issues such as
  attracting top talent and retaining staff and
  continue to create job fulfillment.

• Infrastructure includes all the physical tools
  that an organisation uses to function.

• The World Federation spends on average 5.6 of
  its total income on staff costs. Charities in the
  UK who also rely on volunteers spend between
  10-15 on staff cost.
• Investment in human resources brings in and
  retains the smartest, hardest working people who
  are the key to the WFs activities.
• Investment in infrastructure will allow the WF to
  carry out its work more efficiently.
• For example, investment into IT systems will
  allow the WF to set up youth databases,
  communication systems linking maraje with our
  community, and improved systems to collect funds
  more efficiently.

49
Attract and retain volunteers - the lifeblood of
the World Federation

• Determine how many people they need, what their
  qualifications are and what is expected from them
• Each position should have a job description, an
  easy to understand list deliverables, and clear
  reporting structure.

• The WF should create incentives for potential
  volunteers that will incentivize them to join
  and stay at the WF
• WF volunteer positions can be accredited so that
  volunteers receive credit with their university
  or employers if they meet all the objectives of
  their position
• Recipients of education loans can work off
  their debt through effective service at the WF
• Design volunteer positions that will give
  volunteers the opportunity to network with
  professionals in fields they are interested in
• Appoint a volunteer coordinator who makes sure
  that the volunteers are happy with their work,
  gets feedback on how to make their experience
  better, and is in charge of recruiting additional
  volunteers

50

• Executive Summary
• Current Situation Where are we today?
• Community Needs Analysis Where do we need to
  go?
• Strategic Plan How are we going to get there?
• Monitoring Process How will we know if we get
  there?
• Performance Metrics
• Internal Reporting
• Summary

51
Performance management will help monitor the
activities of the World Federation and make sure
the organisation is performing at its optimal
levels

• Performance management utilises measurable and
  objective indicators that are used to evaluate
  the performance of an organisation
• For example, an objective, measurable performance
  indicator for CETAB would be to track the number
  of job search training seminars given per year

• While the World Federation is run by passionate
  volunteers, even these passionate need motivation
  and a target to work towards
• To evaluate the performance of the World
  Federation in an objective and unbiased way

• Based on their long-term objectives and annual
  targets, the Boards and Desks should be able to
  devise their performance targets which are
  approved by the Secretary General

52
For performance management to be effective, a
reporting structure must be in place to ensure
accountability
BODY
RESPONSIBILITY

• The Executive Council meetings will have a
  standing agenda item where they will listen to
  the performance of the Boards Desks and
  progress on the strategic plan
• Based on this report, the Executive Council can
  evaluate the performance of the office bearers,
  Boards and Desks
• The Executive Council is tasked to monitor the
  delivery of objectives

• The office bearers are responsible for providing
  the Executive Council (EC) with the targets they
  plan on meeting at each councilor meeting
• Supplying targets to the EC in advance allows the
  EC to evaluate the WFs performance by
  determining whether the targets provided to the
  EC at the prior meeting were met

• The Secretary General (SG) is the main contact
  between the Boards Desks and the office
  bearers.
• The SG work with the Boards Desks to determine
  their goals and convey these to the office bearers

• The Boards and Desks carry out the work of the
  WF. Based on their objectives and goals, they
  will communicate their progress and plans
  regularly to the SG

53

• Executive Summary
• Current Situation Where are we today?
• Community Needs Analysis Where do we need to
  go?
• Strategic Plan How are we going to get there?
• Monitoring Process How will we know if we get
  there?
• Summary

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The strategic planning process has one overriding
objective and has achieved several related
objectives
Primary Objective
To provide the World Federation with a strategic
direction in order to better meet the needs of
the community and carry out its work more
effectively
Related Objectives

• Survey the world-wide Khoja Shia Ithna-Asheri
  (KSI) community in an unbiased and scientific
  method to
• Understand their current environment
• Understand their awareness and impressions of the
  World Federation
• Understand their needs and expectations from the
  World Federation
• Analyse historical documents such as conference
  reports and board reports for key themes and
  trends
• Examine external factors and world events and
  determine their impact on the KSI community
• Share results of the above analysis with the
  World Federation Boards and Desks
• Meet and work with WF Boards and Desks to set 5
  year goals with annual interim targets
• Introduce a rigorous management system that makes
  sure targets are met

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Based on the responses of community members,
examination of global trends, and the input of
involved community members along with the Boards
and Desks of the World Federation, a strategic
vision was created

• As the World Federation accelerates into the
  future, its strategy is to remain firm to its
  Shia Ithna-Asheri values and act as a central
  body to coordinate with its member Jamaats,
  regional federations and grass-root community
  members to
• Educate the community in both Islamic and secular
  teachings leading to spiritual and economic
  upliftment
• Design programmes and functions to involve all
  members of the community which will therefore
  increase the level of awareness of the World
  Federation among community members
• Develop opportunities for the community to
  network and know one another
• Promote a progressive and modern approach to
  community work and solving community problems

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I do not fear poverty amongst my Ummah more
than I fear the consequences of poor
planning -Prophet Muhammad (PBUH) Plan for
the hereafter as though you will die tomorrow,
plan for this world as though you will live
forever. -Imam Ali ibn Abi Talib (AS) Raise
your children differently from the way you were
raised, for they are going to live in a different
time -Imam Ali ibn Abi Talib (AS)