MAC-Community-Report-2021

THRIVING IN THE NEXT NORMAL...

Message from ED/Chair

It gives us great pleasure to introduce our 2021 MAC Community Report. By the grace of Allah (SWT), much was accomplished this year. Despite the unexpected challenges imposed by the COVID pandemic, we increased the capacity to deliver programs, invest in community infrastructure, and expanded our network and reach.

In 2021, we invested in the agility and resilience of our organization: the agility to anticipate, adapt and respond to changing needs, and by increasing our capacity to deliver essential programs, design new programs, and to adjust management systems to respond to COVID-19 imposed restrictions.

This past year, Islamophobia came to the national focus with the tragic attack on the London family. As we continue to deal with the realities of Islamophobia and hate in our country, we led many initiatives to address this growing challenge.

We created the “Islam Awareness” initiative to produce educational material to address the impacts of Islamophobia. MAC put a strong foundation for the demands in the National Summit Against Islamophobia. MAC mobilized the community to stand in protest to defend the Prophet (peace be upon him) when his name was provokingly maligned. MAC played a key role in demanding action against Islamophobia both during the anniversary of the Quebec City mosque massacre and the attack on the London family.

MAC is widely recognized as a key community partner for governments and other stakeholders looking to engage with the Muslim community. Through government grants, we have created important educational resources for Ontario schools and its support networks. We have strengthened a number of national and local partnerships in the non-governmental and charitable sectors. We have also taken clear, important, and unapologetic positions when needed to ensure that our values are not compromised in the face of challenges.

As we look back over the past 25 years, we are grateful for Allah’s grace and support which has enabled us to come this far. MAC has come a long way since its establishment, and we are moving forward to navigate new horizons guided by the same foundations we started our journey with 25 years ago.

Nabil Sultan Chair of the Board

Sharaf Sharafeldin Executive Director

ENHANCING OUR IMPACT

It might have been another year in a pandemic, but we remained focused on our goals. Here are the top 12 things achieved to enhance our impact in 2021:

1. Increasing the footprint of the community’s physical assets to invest in building Healthy Communities.

2. Meeting needs in uncertain times by nurturing thriving communities through delivering key programs

3. Putting the fight against Islamophobia on the national agenda.

4. Supporting Healthy Communities by increasing accessibility to COVID-19 vaccines at our Islamic centres and through promoting vaccination.

5. Reframing the narrative around the charitable and social good sector

6. Riding the third wave of the pandemic by celebrating unity in Ramadan

7. Investing in the physical and mental wellbeing of kids during the pandemic by expanding in-person educational and recreational programs.

8. Starting a new school year safely in the midst of the COVID-19 Omicron wave with increased enrollment.

9. Building capacity from digitalization to digital transformation.

10. Creation of online resources to fight misinformation about Islamophobia in schools.

11. Partnering with UNHCR and the Zakat Fund to support refugees and vulnerable populations

12. Positively contributing to the discourse about Muslims by joining national conversations, and publishing 20 opinion editorials

COMMUNITY BUILDERS

In 2021, we invested over $10 Million in revitalizing and renovating community spaces that included building an outdoor artificial turf, a soccer field, a basketball court, and a gym. We acquired a new school in Edmonton, expanded spaces in OGS, revitalized the ICCO community centre, and invested to reduce the carbon footprint of our facilities.

COMMUNITY OF EDUCATORS

Education is key for community development, and building a community of educators is essential. From teachers to youth mentors to curriculum developers.

COMMUNITY CONVENERS

We used this capacity to convene and to mobilize to challenge Islamophobia and become a catalyst for change and action.

COMMUNITY OF LEARNERS

In situations of extreme uncertainty, agility becomes the name of the game. This requires the capacity to learn quickly what works and what does not and why. As we pivot to the new normal, we keep building our learning communities. We gain, share and develop new knowledge to enable us to adapt and innovate so that we can adjust to meet the demands imposed by acute challenges such as those presented by COVID-19. We are expanding our learning horizons beyond our internal sources.

NETWORK WAIVERS

No one is an island of their own. Networks play a key role in amplifying voices, leveraging knowledge, and aligning resources. MAC is actively and purposefully weaving together networks to build hubs where others can join.

COMMUNITY CHAMPIONS

We work towards a collective vision anchored in an authentic and unapologetic narrative of Islam in Canada that is vital, vibrant, and relevant. We envision a strong thriving Canadian mosaic, where the Muslim community plays a big role in shaping its future.

COMMUNITIES

Building vibrancy in communities that is both far-reaching and long-lasting takes time, investment and energy. At the core, strong communities are built on strong social bonds, which help create social cohesion, and contribute to the community’s resilience and well-being. MAC realized the value of providing our community members with the ability to practise their faith in open and welcoming spaces, as well as to foster strong connections between community members where everyone feels they belong, and the importance of providing accessible opportunities to children and families.

By the grace of Allah, MAC continues to leverage its resources to invest in the physical and human capacities of the communities across the country to nurture strong communities and invest in their vibrancy.

In 2021, MAC invested $10,270,495 in building community assets by acquiring and revitalizing buildings to increase program delivery capacity.

MAC invested in creating employment opportunities to support wellbeing of families.

MAC is committed to strengthening communities through meaningful programming ,and invested a total of $29,151,000 across the country in change to program delivery.

Provided opportunities for youth to develop their skills.

OUR STRATEGIES IN ACHIEVING THAT ARE:

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COMMUNITY BUILDING BY COMMUNITY PLACEMAKING

One of the major contributions MAC is making in our communities across the country is transforming under-performing spaces into vital “community places”. Physical elements are introduced that turn the space into a place where people find welcoming and comfortable. A place that provides a strong sense of community. A place where the whole is more than the sum of its individual parts.

Because of the complexity and size of the revitalization and renovations required, the space development takes a long time. It begins with short term improvements until a refined place evolves which combines cultural specificity with simple multipurpose spaces. Through this evolution, form follows and supports function. Built into this process is flexibility and versatility to convert the spaces from playing grounds to halls hosting prayers to places for socializing and meeting friends.

Placemaking is more than just the physical place though. It is grounded in amplifying social capital. Effective placemaking inspires the use of communal assets to create quality engaging spaces that contribute to people’s health, happiness, and well being.

At MAC, placemaking is achieved by creating the community spaces, and by integrating programs and increasing the connectivity between community members and families. According to our annual survey, our community that uses MAC centres

participated on average in 4 different programs, which exemplify the connectivity between the community members who attend our centres.

Respondents to our annual survey indicated attending multiple programs offered by MAC. Some of the programs offered in our centres and chapters:

SUMMER CAMP FOR CHILDREN 34%

JUMUAA PRAYERS 68%

HALAQAS/STUDY CIRCLES 21%

EDUCATIONAL WORKSHOPS 14%

EID FESTIVALS 71%

QURAN COMPETITIONS 44%

PART-TIME SCHOOLS 14%

QURAN HIFDH PROGRAMS (MEMORIZATION) 10%

COMMUNITY GATHERINGS 35%

YOUTH PROGRAMS 20%

MAC GIVE PROGRAMS (E.G. FOODSHARE, BLOOD DRIVES...) 22%

ONLINE PROGRAMS (E.G. RAMADAN PRE-IFTAR) 18%

68%

AGREED 67% AGREED 70% AGREED 70% AGREED “I am welcomed as part of the centre community.”

“People in the centre allow me to be my authentic self.”

A PLACE FOR FAMILIES:

of adults bring their families with them to MAC Centres.

WHEN 50 -100

of the centre community agrees or strongly appreciate the value MAC brings them and their families.

* NOTE: The Net Promoter Score is the world’s leading metric for measuring 50 -50 -100

user satisfaction and loyalty. It is more than a percent, it has a scale that ranges from -100 to 100 MAC Schools MAC Centres 28

CENTRE PATRONS WERE ASKED HOW MUCH THEY AGREE WITH THE FOLLOWING STATEMENTS: (Strongly Agree or Agree with the statement) 40 -50 Muslim Association of Canada | Community Report | macnet.ca 9

MAC is growing so we can meet more members of our community, and deepen our connection in these local communities. In 2021, the key investments in community placemaking are:

Revitalization of the Islamic Community Centre of Ontario (ICCO) in Mississauga:

The premises on Darwin St. in Mississauga underwent a major revitalization in 2021. The focus was on the internal space that included the Masjid and the multipurpose space and the common areas.

AREA RENOVATED: 23,164 SQUARE- FOOT.

The next phase will focus on completing the multi-purpose space, and redesigning and renovating the parking area and the pavements, and upgrading the exterior of the building.

Revitalization of the premises at 2380 Speakman Drive:

After acquiring the property to the west of Olive Grove School, and after assessing a number of options for space redesign, the renovation plan included multiple multi-use spaces and offices housing the program development and other national office functions, in addition to a gym. This involved extension of the height to accommodate a gym space. Part of the building is designated as a learning space for program delivery.

AREA RENOVATED: 22,000 SQUARE-FOOT

The building will house the expansion of the childcare facilities, which is still awaiting the building permit to commence construction.

Expanding school enrollment capacity and programs:

There is a projected increased demand for full-time schools. MAC successfully negotiated the acquisition of new premises at St. Rita’s School in Edmonton. Strategically located in the vicinity of the existing school building, this school will enable the expansion of the school project to include High School.

Expansion of the OGS physical footprint was carried out by revitalizing the parts of the building on 2700 Speakman Drive. This enabled the addition of grade 12 classes and enlarging the Grade 9 cohorts.

We expanded the preschool program to Calgary Al-Salam centre. Registration application was successful and the licence to run the program was secured for Sept 2021.

Outdoors facilities at Speakman complex

Another way to anchor placemaking in a community is through sports and recreational activities. Research studies have found that communities that participate in sport and recreation activities develop strong social bonds, and are generally stronger, healthier, happier and safer communities. Also, physical activity enhances cognitive function, improving memory, behaviour, concentration and academic achievement. For communities to enjoy these benefits, they need facilities and programs to access these sports and recreational activities. The transformation of the indoor and outdoor recreational spaces in MAC Speakman Drive properties is breathtaking. Constructing a new physical education infrastructure on the Speakman Drive complex:

• Transforming the green space into a stateof-the-art outdoors Playfield Turf

• Adding an outdoors basketball court

• Building a modern indoor gymnasium at 2380 Speakman

TOTALLING ABOUT 100,000 SQUARE FOOT

THE MANY WAYS SPORT AND RECREATION BENEFIT COMMUNITIES:

1. Bring people together, providing opportunities for social interaction.

2. Kids who participate learn better and are more likely to enjoy school.

3. Improve physical and mental health.

4. Contribute to social capital.

5. Provide work/life balance.

6. Bind families and communities through shared experiences.

7. Promote a healthy, active lifestyle.

8. Develop life skills and leadership abilities.

9. Provide a sense of belonging.

10. Reduce obesity.

Reducing carbon-footprint in

MIC-Edmonton:

This reduction was planned by retrofitting the heating/cooling system in the Edmonton MAC Community Center building. After delays due to the COVID-19 economic shut-down, the revitalization project involved the removal of the old system completely and its replacement with a modern efficient HVAC system including new automated and zonal control system.

The projected increase in energy efficiency of the building is 35-40%. This retrofitting produced a major reduction of the building carbon footprint, improved the quality of the community centre environment, and reduced disruptions to programming. This will also reduce the operational costs of the centre, both through reduction in energy bills, and reduction in maintenance costs.

Other renovations to improve building efficiency were done: Boiler replacement in the Abraar Secondary School building, and upgraded temperature controllers were installed.

Planning for projected demands by preparing for expansion projects:

MAC is in the process of completing the permit approvals and zoning provisions for two major projects:

• Expansion of the childcare spaces for the Olive Grove Preschool and Childcare Centre- this project is partially funded by the Region of Peel to construct 118 new spaces (approximately 6500 SF). The project is submitted for municipal review and building permits. It is located in the 2380 Speakman Drive premises.

• After a smear campaign camouflaged by a nebulous citizens group, the zoning process for ICW (MAC Islamic Centre of Waterloo) has come to a positive conclusion consummated by the approval of the zoning application. The City accepted the zoning application with some minor conditions. We thank the community of the Waterloo region for resisting Islamophobic impulses and rallying around this project. MAC is committed to be a community builder for a stronger Waterloo region.

Delivering Programs in Uncertain Times

The extreme uncertainty created by the COVID-19 pandemic is unprecedented in modern memory, both because of its magnitude as well as its duration.

With rising cases as a result of the relaxation of public health restrictions in 2021, and the subsequent clamp down to control the third wave of COVID-19, it was challenging to manage the abrupt changes in provincial restriction rules while meeting the expectations from community members. Effectively, this made 2021 just as unpredictable as 2020 was.

As a result, this demanded a shift to a more agile management model to sustain operations under such conditions. This agility was achieved by a timely infusion of continuous learning and flexible responses as situations evolved, enabling us to meet the demands of program delivery under extreme uncertainty. Managing operations across 4 provincial jurisdictions, we had to continuously update our COVID-19 operation rules across schools, childcare spaces, and community centres, and provide leadership to ensure adherence to those rules.

Having devised working rules and best practices around COVID-19 related management tools, data collection, communication method and sharing of information, program delivery did not suffer

and important programs were delivered to the highest standards. With the availability of vaccines, we promoted their use across the community, worked with governments to make them accessible to community members, and we incorporated the vaccination as a tool to improve program delivery safely.

Despite these challenges, many of our centres found ways to engage our communities and delivered programs shifting from one mode of delivery to another. For example, Rawdah Masjid/CCL delivered many in-person and virtual programs ranging from Jumma, to summer camps, to youth programs to sisters halaqa to online educational lectures and programs. Edmonton MIC organized foodshare programs throughout Ramadan and engaged many local organizations. Edmonton MIC continues to run the seniors program for 3 days/week. Other centres find ways to connect with the community.

CREATING

55,000

Full-time & part-time school programs

program opportunities for the community to engage and participate through:

Summer day camps, other programs both in-person & virtual

Recreational programs Congregational daily prayers & Jummas on Fridays

Educational programs Quran study circles

(numbers vary from one week to another due to health restrictions)

RAMADAN PROGRAMS

Ramadan is a special time of the year, where community members join us to enrich their spiritual journeys. Considerable amount of preparations is allotted every Ramadan season. This year, just as we were gearing up to start a host of new programs in Ramadan, the 3rd wave of COVID-19 was gripping the country and new health measures were announced a few days before the start of the fasting.

Building on the experience gained from 2020, a pivot to virtual programming started quickly. MAC was able to deliver many quality virtual programs including:

• DAILY PRE-IFTAR PROGRAM In English and French languages

• ISLAMIC PERSPECTIVES IN RAMADAN Weekly Live talk show

• MAC YOUTH SHOW Every Friday in Ramadan

• THE AMAZING RACE RAMADAN EDITION 2021/1442

• IN THE FOOTSTEPS OF THE PROPHET

An age-appropriate journey of transformation through the seerah.

• JOURNEY WITH THE PROPHETS

Children embarked on a journey of learning about the prophets and their characters

• IN THE FOOTSTEPS OF THE FOUR CALIPHS

A journey of transformation through Islamic History focused on learning about the life and character of each of the four rightly guided caliphs

Strong Families, Thriving Children

Our programs were structured around providing opportunities to:

• Build vital communities that have strong, active, and inclusive relationships that foster individual and collective wellbeing.

• Deliver enhanced educational programs that include full-time schooling, youth mentorship programs, and adult learning.

Build programs to enhance the physical, mental, and social wellbeing of the community members.

One point that became crystal clear during COVID-19 was that mental health and resilience are just as important as physical health and the absence of disease. Therefore, the major focus was on delivering in-person programs for children and youth. MAC attempted to provide age-appropriate programs to parents that ranged from preschool educational programs, to full-time school programs, to specialized Quran and weekend-school supplementary programs.

students graduated from Middle-School Grade 8

students enrolled in person students attended virtually students enrolled in high school

students took part in the Quran memorization programs. My

Kids Have One Chance to Be Children

Children need places where they feel they belong, and are secure, are free to make choices and are healthy. This is why childhood should be viewed as an important life stage in itself and not merely a stage towards adulthood. It is believed that the foundations for resilient children were set in those early years.

SUMMER CAMPS:

MAC offered structured recreational programs from summer day camps to sports and competitions.

MAC provided an opportunity for children to join interactive summer camps in 12 major cities across the nation:

3 2

locations in ONTARIO locations in MONTREAL locations in ALBERTA

WHAT IS THE INDEX OF WELLBEING:

A Quran Competition - we were blessed with over 1,200 participants in the GTA Quran competition. Due to Covid restrictions, the competition was successfully held online for the first time. Similar programs were organized in Edmonton and Calgary.

As such, measuring a child’s wellbeing requires hearing from children themselves about their own experiences. To that end, we conducted a student survey for grades 6 and up across all MAC schools.

There are many definitions of wellbeing. The Canadian Index of Wellbeing has adopted the following as its working definition:

The presence of a high quality of life in its full breadth of expression revolves around: good living standards, robust health, a sustainable environment, vital communities, an educated populace, balanced time use, high levels of democratic participation, and access to and participation in leisure and culture.

“the school helps me to be proud of my faith and community.”

“the school prepares me to choose & succeed in my career path.”

“I feel I belong at this school.”

“I have positive friendships at school.”

• Promoting youth engagement initiatives

• Fostering youth leadership by providing a solid foundation for developing capable and responsible young citizens

• Promoting active living among youth

• Providing youth with opportunities to serve

• Develop a strong sense of identity as a Muslim youth Build a deep sense of belonging and connection to community and community service

Helping Youth Reach their Potential

Over the past few years, a dedicated track of programming was developed for younger teenagers. In 2021, our youth programs reached:

EXAMPLES

TARBIYAH CONFERENCE

Inter-school annual conference organized in the GTA.

MAC YOUTH CAMP

MUSLIM STUDENT LEADERSHIP CONFERENCE

A four day conference addressing different areas.

MENTORSHIP TRAINING CAMPS

IN FOCUS The One-Ummah Project during Ramadan 2021

In 2021, the One Ummah theme was effectively articulated through Ramadan programming in schools. A sense of belonging to our Ummah was cultivated with support for causes including Genocide of Uyghurs, Child Labour in Pakistan, Syrian Refugee Crisis, Poverty in Yemen, Occupation in Palestine, Myanmar Displacement, Natural Disasters in Indonesia, and the plight of Muslims in India.

NURTURING LEARNING COMMUNITIES

Strong learning cultures enable organizations to adapt and innovate as they adjust to meet the demands of the new normal. MAC has used a number of strategies to nurture such culture. Among them are evidencedriven planning and data-centred program design, as well as expanding our learning horizons beyond the know-how we developed internally. To that end, MAC iteratively incorporates this new learning into its programs as well as develops new tools to deliver its message and programs. Some of the examples include:

Building a Foundation for an Integrated Educational Curriculum for MAC Schools:

We continued the development of integrated educational curricula for the full-time schools and Arabic learning programs.

MODULES (TEACHING RESOURCES) WERE DEVELOPED INCLUDING:

Booklets were drafted to introduce the project and its aims.

Guide books were produced for the Islamic Studies & Quran Curriculum.

Guide books were developed for the Arabic curriculum.

Modules (guides, workshops, training documents, videos).

Teaching resources for JK/SK to grade 3 and for grades 9-12

MAC eLearning Channel: Building a Digital Educational Portal:

In order to make authentic knowledge more accessible, MAC created more e-courses to expand its e-library. Currently, 65 courses are offered that span many fields of knowledge with varying degrees of complexity. MAC E-Learning is envisioned to deliver both a diverse and substantive catalogue of Islamic educational courses delivered by prominent scholars and activists.

More critically, we invested in deepening our expertise in video and media production as well as equipment and space to build a robust media production capability through the development of a Media Lab.

ADVANCED LEARNING BY SYNTHESIZING KNOWLEDGE S

Muslim Youth Project

With the aim to build data-driven programs and design of educational resources, MAC is building an important repository of data about Muslim youth needs. MAC conducted field research to understand challenges facing Muslim youth in Canada. Participants were aged between 13 to 30 years old and had to identify as Muslim and live in one of the five cities of the study (Vancouver, Edmonton, Toronto/ GTA, Ottawa and Montreal). Themes of identity and belonging are emerging as important. Expansion of this study is planned.

Muslims in Canada Data Initiative

Data is important for identifying needs and gaps as well as for creating narratives and addressing misconceptions. Unfortunately, there is scarcity of data about the Muslim community. MAC is a partner in the Survey of Muslims in Canada (SMiC), commissioned by the Institute of Islamic Studies of University of Toronto. This survey aims to examine the varying dimensions of the everyday life of Canadian Muslims. Drawing on a representative sample of Muslims in Canada based on the 2021 Census, the survey will explore the changing demographic, social, political, and

economic realities that situate Canadian Muslims in their current milieu. We hope this study will provide a more comprehensive picture of the lived realities of Canadian Muslims, beyond what is often portrayed in the media.

We hope to use the information collected from this survey to inform our planning in the future.

Opening Doors to Learn About the Experience of the Indigenous People

In 2021, the discovery of unmarked grave sites near residential schools across Turtle Island was a critical point that brought further urgency to the work of decolonization..

MAC convened a virtual national conversation for the community with Indigenous leaders. Titled “Indigenous Realities & Islamic Responsibility”, we hosted Chief Stacey Laforme (from the Mississauga of the New Credit First Nation, Ontario), Brother Lewis Cardinal (from Sucker Creek Cree First Nation, Northern Alberta), and Sh. Mohammed Zahid Aboghodda. Muslim Students’ Association student groups from 15 university campuses

across the nation were convened. This program is part of MAC’s responsibility to find pathways to Truth & Reconciliation (TRC), and through the implementation of the recommendations of the TRC, to a pathway of reclaiming justice, inshaAllah. Reminding ourselves with our obligation to stand up for justice and fairness .

Supporting Muslim Seniors

Another emerging need for the Muslim community is programming for a growing demographic in the community - seniors. MAC is collaborating with Dr. Jordana Salma from the faculty of nursing at University of Alberta to design a culturally-appropriate seniors program. Salma has set up the Muslim Seniors Research Committee, a group of 12 seniors in Edmonton who advise her on three research projects supported by grants from the Social Sciences and Humanities Research Council (SSHRC), one about digital literacy within Arabic-speaking communities and two on the impact of social isolation on seniors, particularly during COVID-19.

“We are creating awareness, building networks and gathering support every day, to make sure that the Muslim voices are heard”, Mahenaz Layton, Muslim Seniors Research Committee member. The program is currently delivered in our Edmonton

Centre. We hope to transfer this knowledge and program design expertise across MAC chapters and centres.

Demystifying Islamophobia in Schools

Through digital platforms, hate speech is finding new megaphones and a growing number of impressionable minds. To combat this, MAC created digital resources for Islamophobia awareness and prevention in Ontario’s education system. Using a dedicated portal, MAC created an authentic, professional and robust set of digital resources, including mini courses, workshops, videos and infographics that are built to engage with students, parents and educators through an anti-racism and diversity lens. A primary goal of this initiative is to equip school boards and their staff, teachers and students with the knowledge and awareness on how to support Muslims within their sphere—whether within a classroom or any school community.

I’m totally blown away by the quantity, quality, research, details and broad coverage of content in this course! I also really liked the component of reflection & journaling that took the course to a more introspective level. What was most important to me as an educator was being given more language and specificity around subtle islamophobia so I can disrupt conversations between colleagues that contain racism / islamophobia. Also, my own greater appreciation for Islam as a multi-faceted community.” — Teacher at EPSB

IN FOCUS Expanding Learning opportunities beyond the school walls

Among the many approaches to nurture learning environments and enrich educational programs across MAC schools is the exposure to age-appropriate learning opportunities beyond class instruction. Students were provided with structured programs offering diverse experiences. The following are a few examples.

STUDENTS STUDENTS

participated in Let’s Talk Science

264 200 829

BEAVER COMPUTING CHALLENGE

The Center of Education in Mathematics and Computing at University of Waterloo

LITTLE OTTAWA MEDICAL SCHOOL an incredible experience for our youth

VIRTUAL WORKSHOP

with Jo Rioux, Comic Illustrator

SILVER BIRCH READING PROGRAM

Canada’s largest recreational reading program

STUDENTS

selected from grades 3 - 8 participated in Mathematica Centrum went on Physical Education trips to various places.

(J/K-GRADE 8)

IN SCHOOL

igniting scientific curiosity amoung our youth

APEGA SCIENCE

OLYMPICS &

MATH

SNAP Fair sponsored by the University of Alberta

Olive Grove High School was among 328 chapters who achieved a high level of recognition this year and was commended with a certificate and pennant from DECA Inc. The school is working to meet the requirements for a special partnership. Olive Grove High School completed one of four chapter campaigns including the Global entrepreneurship campaign, promotional campaign and community service campaign.

FOCUS

Fostering new learning through Collaboration

Scanning the community services and identifying emerging needs is a critical first step towards designing new programs. Building on the previous engagement with Sakeenah, MAC reached out to Capacity Canada and submitted an application to its Capacity-by-Design team to develop a blueprint for a fostering program for Muslim children and youth.

The engagement started with a team of eight sisters who worked with mentors from Capacity Canada focused on developing culturally responsive solutions intended to improve the experience of Muslim youth in foster care. They successfully developed two prototypes – one focusing on creating a youth champions program and the other focused on creating an online interactive guide called “Hope Away from Home.” The guide explains the fostering process and provides alternative ways for the Muslim community to support Muslim children in care.

With the youth champions program, the group

wants to get Muslim youth involved and champion the cause. “We want the Muslim youth to become the voice of this cause,” says Memona Hossain, the team lead.

Initially, there was skepticism if this type of engagement could be done virtually. However, the teaching techniques used by Liz Dennis and Hugh Munro, the mentors from Capacity Canada, were incredible. “They were modified to fit the virtual world.” added Memona.

The focus of both prototypes is around capacity building and knowledge creation and sharing to address this increasingly important social problem.

“The practical experience will help us use design thinking as a process in future for other programs.”

Capacity by Design is a design-thinking program developed by Capacity Canada to help social good organizations rethink how they approach problem-solving.

IN FOCUS

Building Digital Capacity: From Digitaization to Digital Transformation

One of the lasting legacies of COVID-19 will be the pace of acceleration of digitalization and the adoption of digital products. According to a new McKinsey Global Survey, companies have accelerated the digitization of their operations as evidenced by the fact that the share of digital or digitally enabled products in their portfolios has accelerated by a shocking seven years. The demand for digital products was also high in the nonprofit sector.

In the first year of the pandemic, we pivoted to serve our community through providing various virtual programs and creating digital content. In 2021, the focus was to look beyond digital content into building a road map for digital transformation.

This transformation started with Human Resources management and compliance. We implemented an ERP (Enterprise Resource Planning) platform,

Microsoft 365 Business Central. The operational agility afforded by the new ERP will allow us to optimize key workflows across the many operational units of the organization and by enabling agile workflows and resourceful dashboards. The next phase of the adoption will focus on integrating workflows to streamline our operations and management systems.

We implemented a new district-level school information system; PowerSchool School Information System across all MAC schools. Work is underway to further transfer more workflow into digital platforms that will include program registrations and payment options.

In order to support this transformation, we are developing in-house capacity to integrate systems and build modules to streamline the digital transformation across many projects and programs.

A CATALYST FOR CHANGE 3

CHANGING THE NARRATIVE ON ISLAMOPHOBIA

From fighting COVID-19 to wrestling with the old plague of Islamophobia

In the midst of the global COVID-19 pandemic, the old plagues of racism are becoming the spreaders of Islamophobia, as they found new ways to spread through digital platforms and infect impressionable minds. MAC tackled this issue on a number of fronts by mobilizing the community to address the challenges of Islamophobia and hate.

NATIONAL DAY OF ACTION AGAINST ISLAMOPHOBIA

MAC commemorated the 4th anniversary of the Quebec City Mosque massacre by mobilizing the community across the country through vigils, sit-ins and gatherings. MAC took leadership to coordinate a joint letter with 75 organizations from British Columbia all the way to Nova Scotia asking the prime minister to honour the victims of the Quebec Mosque Shooting by designating January 29th as a National Day of Remembrance and Action on Islamophobia. These signatories represent national organizations, advocacy groups, mosques and community centres, think tanks, social services and relief organizations.

ALL IN IT TOGETHER: CHALLENGING SYSTEMIC BIASES

Joining the community organizations, MAC pushed the federal government to address Islamophobia in more concrete ways. After some hesitation, the federal government convened a Summit on Islamophobia. MAC emphasized that the summit must not solely focus on hate crimes, but rather that the National Summit must focus on eliminating institutional and systemic Islamophobia. MAC called on the government to prioritize three key immediate priorities at the National Summit:

• Establish a federal office to implement an anti-Islamophobia strategy

• Immediate moratorium on CRA RAD (Research and Analysis Division within Canada National Revenue) audits of Muslim charities pending a review of the division

• A commitment to reform and oversight of the CBSA (Canada Border Services Agency) and eliminate the profiling of Muslims.

HELPING ITS YOUNGEST VICTIMS: AWARENESS PROJECT

MAC is tackling Islamophobia through education and program delivery. In addition to the creation of educational materials for school boards, MAC was awarded a federal grant from Heritage Canada. The Ballers for Hope project aims to address systemic barriers to social participation for Muslim youth girls, more specifically in sports by providing them with tools and support to improve their representation. The program focuses on the themes of resilience, teamwork, character building, leadership and community engagement. The first cohort consisted of 40 girls between the ages of 12-16 years old starting in 2021 despite the delays due to COVID-19 restrictions. In the second year, the program will be expanded to include Waterloo, Niagara, Ottawa and Montreal. The program focuses on girls from newcomers and refugee demographics.

IN FOCUS Beyond Hate-crimes: Exposing Systemic Biases

Islamophobia is more than just hate crimes. In reality, Islamophobia is a complex phenomenon that must be seen through the larger context of systemic racism which includes other forms of discrimination such as anti-Indigenous racism, anti-Black racism, and anti-migrant discrimination. Islamophobia is an outcome of the racialization of Muslims as an “other” mostly through targeting the expression of their “Muslimness”

Recently, two reports exposed how Muslim-led charities have been in the crosshairs of the government as early as 2003. One report was published by the International Civil Liberties Monitoring Group (ICLMG), an Ottawa-based national coalition of Canadian civil society organizations. The report delineates how Muslim charities are at an absolute disadvantage to get fair audit decisions that occur under the shadow of Canada’s anti-terrorism financing and anti-radicalization regimes.

The second report, titled “Under Layered Suspicion,” exposed how these expeditions of data collection and intelligence are analyzed and interpreted.

MAC challenged the government and its commitment to fight Islamophobia at the National Action Summit on Islamophobia, and how it must include a review of its anti-terrorism laws and policies and replace them with new, fit-for-purpose alternatives that do not stigmatize the Muslim community or any other community.

Systemic racism has shown up in many departments and agencies of the government including the RCMP and CSIS, CRA and Canada Border Services Agency (CBSA). Recent data raised questions about the alleged use of racial profiling and the CRA has committed outright discrimination without impunity or apology.

DISCOVERY OF UNMARKED GRAVES INDIAN RESIDENTIAL SCHOOL IN 2021*

215 750 182

UNMARKED GRAVES

Kamloops Indian Residential School

British Columbia

UNMARKED GRAVES UNMARKED GRAVES

Cowessess First Nation Saskatchewan

*More have since been found since Julu 2021

St. Eugene’s Mission School British Columbia

2021 was another memorable year for advancing the decolonization narrative. Major findings brought the atrocities and abuses during the dark chapter of the residential schools to the forefront on the national agenda. It started in May 2021 with the discovery of the remains of 215 children who attended the Kamloops Indian Residential School. A month later, the Cowessess First Nation in Saskatchewan announced the

discovery of at least 750 unmarked graves on the grounds of the former Marieval Indian Residential School. In July 2021, another 182 human remains in unmarked graves were found at the site of the former St. Eugene’s Mission School near the city of Cranbrook, BC.

In recognizing and reflecting on this moment in our country’s journey for truth and reconciliation, MAC recognizes the brutality and traumatic realities that the Indigenous community has endured and continues to endure. Wearing orange shirts is one way to express our solidarity with the Indigenous community and helps us take the first step toward healing. As Muslims, we have a responsibility to stand with our Indigenous brothers and sisters when injustice occurs.

O you who believe! Stand out firmly for justice, as witnesses to Allah, even though it be against yourselves, or your parents, or your kin, be he rich or poor, Allah is a Better Protector to both (than you). So, follow not the lusts (of your hearts), lest you may avoid justice, and if you distort your witness or refuse to give it, verily, Allah is Ever Well-Acquainted with what you do. – (Translation – Qur’an, 4:135)

We cannot erase the past, but we can correct it by reclaiming justice and promoting reconciliation.

Remembering a trailblazer

Ali’s advice to the students was to write a book about their lives. This effort was culminated by the creation of the booklet “Traditional X: Stories from the Rez” that garnered a first place 2017 Group Writing Award from Historica Canada.

storytelling

As we attempt to make sense of the brutal legacy of the residential schools and the cultural genocide committed against our Indigemous peoples, we are remembering a trailblazer who set an example for how to walk the long path of the Truth and Reconciliation and lead by example.

When Sana Ayesha Ghani left Edmonton for her first teaching position in the northern Alberta Indigenous community of Cadotte Lake back in 2015, she never imagined how her story would unfold. As a hijabi Muslimah of South Asian descent, she noted that the kids didn’t know what to make of her. She recounted one student remarking: “So, you’re a different kind of Indian?” But once she started engaging with her school community, she was surprised that the students were more open to her than they were to the white teachers. She welcomed this opportunity as she started to put her focus on expanding their horizons by helping them find their voices through storytelling.

She nurtured their curiosity by introducing them to books about marginalized people who could inspire them. She introduced Malcolm X and his story as a marginalized young man who challenged the narrative he’d been given and created a new story. Students were also introduced to Sherman Alexie’s The Absolutely True Diary of a Part-Time Indian. They then met acclaimed hip hop artist Brother Ali. Brother

Soon after, this story gathered attention as she recounted in an interview with the Postmedia. Several of her 22 students attended a book launch in Edmonton City Hall which was addressed by then Mayor Don Iveson. The book included a message from Premier Rachel Notley.

Sana displayed a genuine enthusiasm to make a positive difference in the world of her students. She remarked “it’s a difficult thing to see when you’re with these kids and there’s so much potential, but there’s so much stacked against them … I hope this instills the seed.”

The Ghani family is part of the MAC community in Edmonton and were instrumental in establishing the MAC Islamic Center in the city. Regrettably, Sr. Sana Ayesha Ghani will not be around to see this seed bear fruit, as she returned to the mercy of Allah on January 18, 2018, after a tragic car accident at the young age of 29 years as she was coming home to visit her family in Edmonton. She is survived by her parents, Br. Mohamed and Sr. Sayeeda Ghani; her brother, Mustafa and her sister Nishath Ghani.

Br. Ali Assaf, a leader from the MAC Edmonton Chapter, noted that “Sana’s legacy as a pioneer in building trusting relationships with indigenous communities will endure”. “She exemplified the best values of our faith: community, compassion, and hope” he added.

who walked the path of reconciliation... the power of

Celebrating Hijra by signing an agreement with UNHCR to support Refugees

The Hijra from Mecca to Medina is a momentous event that shaped Islamic civilization and is used to chronicle the history of the Muslim Ummah. Then as now, migration involves uprooting people from their place of origin and leaving them vulnerable in a new location. One of the legacies of the Hijra is that it provided a robust framework to migration and community building. It grounded this community-building on firm ethical virtues of welcome, protection, brotherhood, inclusion and economic sustainability.

In 2015, MAC devised an integrated program to support the Syrian refugees across many communities. To continue this commitment to support refugees, MAC partnered with the UNHCR and its the Refugee Zakat Fund which was established in 2019 by UNHCR as a key donor vehicle to raise funds to support refugees across the world. In 2020, UNHCR started its operations in Canada and successfully raised $1.5 million from individuals in Canada and the United States. The Muslim Association of Canada and other Canadian Muslim charities have partnered with the UNHCR to transform the lives of refugees and joined the launch of UNHCR’s first Annual Global Islamic Philanthropy Report held in Canada on April, 17, 2021.

UNHCR leads international action to protect people forced to flee their homes because of conflict and persecution. Our aim is to help UNHCR deliver life-saving assistance that includes shelter, food and water, in areas most affected by wars, and support the educational programs.

Anglican Diocese of British Colombia (ADBC)

Centre of Greater Victoria (ICA) Afghan Women’s Organization (AWO)

Peter’s Province

(CUC)

Joseph’s

LEVERAGING COMMUNITY NETWORKS 4

WEAVING THE NETWORK ONE DOT AT A TIME

At their core, networks serve as platforms to mobilize people and resources for collective action on a larger scale. By creating infrastructure that enables people to connect with one another and with new opportunities, network platforms can catalyze engagement and amplify results.

Becoming a catalyst for people to want to come to the table

• MAC played a key role in demanding action against Islamophobia both during the anniversary of the Quebec City mosque massacre and the attack on the London family. MAC organized a National Call to Action against Islamophobia on Friday, June 18th:

• Toronto, ON: Nathan Phillips Square

• Mississauga, ON: Celebration Square

• Halton, ON: Burlington City Hall

• Ottawa: Parliament Hill

• London, ON: Victoria Park Bandshell

• Waterloo, ON: Clock Tower

• Montreal, QC: Victoria Square

• Calgary, AB: Olympic Place

• Edmonton, AB, A: Legislature Grounds

• Vancouver, BC: Vancouver Art Gallery

• Windsor, ON: Windsor City Hall

• MAC participated in the Summit about Islamophobia which was organized by the Federal Government. MAC advocated to eliminate institutional and systemic islamophobia; and we must institutionalize the fight against islamophobia. We highlighted the institutional

THIS ACTION WAS ENDORSED BY OVER 100 LOCAL AND NATIONAL MUSLIM ORGANIZATIONS ACROSS CANADA!

systemic racism that Muslims experience from security agencies, that treat the entire Canadian Muslim community with suspicion and profiling; to the CRA that unfairly targets Canadian Muslim charities and weakens our community; to the CBSA that profiles Muslims with impunity; not to mention Bill-21, a law abrogating the constitutional rights of Muslims. The Canadian government has opted not to intervene. It is time for the government of Canada to clean-house.

• The Muslim Association of Canada (MAC) unveiled its MAC Islam Awareness platform to combat Islamophobia during a virtual meeting with Ontario Minister of Education Stephen Lecce, and Kaleed Rasheed, MPP for Mississauga EastCooksville and Associate Minister of Digital Government. The government ministers expressed confidence in the culturally responsive pedagogy and support for releasing the platform to Ontario students, parents, and educators.

• THE VALUE OF DIVERSITY IS HIGHER THAN THE COST TO ACHIEVE IT MAC hosted the session – Perspectives on Islam & Muslims in Organizational Leadership on Capacity Canada’s annual Board Governance BootCamp on December. The session revolved around the understanding of Islam, Islamophobia, what fuels Islamophobia in Canada, and the intersectionality of the realities of Islamophobia. The BootCamp was attended by over 200 leaders of the Nonprofit sector from across Canada.

• SECURING THE CALL OF ATHAN DURING RAMADAN IN EDMONTON

To foster a sense of community and celebration, MAC has worked closely with the City of Edmonton

administration and Mayor Don Iveson to welcome back the Athan. In addition, the High-Level Bridge was lit green to mark the start of Ramadan as well as the celebration of Eid Ul-Fitr. “The City is a leader for setting a new Edmonton Ramadan tradition with its support for a 2–3-minute broadcast of the Athan every evening.”

• We continued delivering the MAC Give Community Foodshare Campaign: 9 chapters were involved in the effort during Ramadan 2021. Over 10,000 families were served. Through our local chapters and centres, we connected with many local organizations to help expand the reach of this program. In Edmonton, we worked closely with Bent Arrow, an Indigenous community organization, and Our Savior Lutheran Church. In Calgary, we partnered with Penny Appeal Canada to distribute 930 meals and 300 winter clothes kits.

The City of Edmonton is proud to support the socially, culturally, and religiously diverse communities that make Edmonton a welcoming place to live, and to support activities where residents can safely and openly practise their faith traditions,” – City Manager Andre Corbould

IN FOCUS

Leading a Community-focused approach to vaccination

Since the beginning of the pandemic MAC has worked closely with the various levels of government and health authorities to consult on public policy and ensure safe opening of community spaces. As provincial authorities initiated the rollout of vaccination plans, we recognize community organizations can play a critical role in this undertaking as community organizations offer personal rapport with their members and also get direct access to the most vulnerable, especially those who do not have direct access to the public health website, social media accounts, or Vaccine Hunter’s Twitter account.

Our first partnership was with the Peel Public Health and the Ontario government to use the MAC-ICCO centre as a vaccination pop up clinic in Mississauga, Ontario. The site opened to the general public for those aged 18 and over in hotspot postal codes but was among the first to provide privacy accommodations to Muslim women.

This clinic was a big success and exceeded the target of vaccines administered.

Equipped with the experience to organize culturally-responsive clinics, MAC partnered with the Alberta Health and Alberta Health Services to use MAC Islamic Centre as a temporary vaccination clinic in Edmonton, Alberta. The site was open to the general public for those aged 12 and over within the postal code perimeters dedicated by Alberta health. The MAC Islamic Centre temporary vaccination clinic was the first to provide privacy accommodations to Muslim women in Edmonton.

Similar partnership was done with the Quebec government where MAC Centre Communautaire Laurentien was used as a vaccination clinic. These community and government partnerships proved to be effective working models for working together during challenging times and removing barriers and helping all communities access the vaccine.

– Health Minister Tyler Shandro

We are thrilled to be working with MAC and this community to help more people get their vaccine,”

Securing a Seat Around Important Tables

program which was designed to support Muslim youth in the London area.

With the more prominent national profile of MAC, securing a seat at important tables becomes not just easier, it carries with it a greater responsibility to advocate for our community. We take this responsibility seriously as we seek to advance the agenda of our community:

• MAC participated in consultations with the Federal government roundtables around Housing, Anti-hate policy, and advocating for the Nonprofit and charitable sector.

MAC was invited to be part of the Steering Committee to advise on the design of the Anti Racism grant stream by the Ontario government. MAC was invited to be an advisor for the review of the Anti-Racism Directorate strategy review.

• MAC partnered with the Ministry of Education in Ontario to build resources to tackle Islamophobia. This project was announced in a press conference with the Minister of Education.

• MAC was invited by COSTI Immigrant Services to be a partner in The Youth Change Makers

Advocating for the recognition of the foreign qualifications for newcomers. Our Executive Director was quoted in the Ministry Press Release “The Muslim Association of Canada appreciates the initiative of the Government of Ontario that will make it easier for newcomers to match their foreign qualifications and skills to available jobs in Ontario, allowing newcomers to enact their agency and contribute to our vibrant economy in a meaningful way.”

ADVOCATING FOR A NEW RELATIONSHIP BETWEEN

THE NONPROFIT SECTOR & THE FEDERAL GOVERNMENT

The economist Mariana Mazzucato observed that “countries that handled the COVID-19 crisis well maintained productive relationships with value creators in society, while investing in critical capacities. This pandemic brought visibility to the largely impactful but invisible charitable and non-profit sector to our lives.”

Following a successful engagement with the Federal government and the sector, MAC actively participated in the creation and sustaining of the Recovery Collective roundtable. We articulated the following asks:

• Implement the Community Service Recovery Fund (CSRF), announced in Budget 2021. Ensure that all public benefit nonprofits and registered charities are eligible to receive funding through the CSRF on the basis of need. Provide organizations funded through the CRSF with an adequate amount of time to spend the funding in a way that allows them to truly adapt and build capacity.

• When creating additional COVID-19-related programs, whether focused on emergency support or the recovery, charities and nonprofits must be included.

• Additionally, the unique characteristics of the sector must be taken into account when designing these programs. We recommend that the government:

• Ensure programs are designed to accommodate the unique revenue models of the nonprofit and charitable sector.

• Ensure programs targeting workers include support for independent contractors.

• When offering relief to for-profit companies through tax credits, provide alternative relief measures to charities and nonprofits.

Ensure charities and nonprofits are included when designing programs for business enterprises.

Published an OP-ED advocating for the sector as whole and making the case for a shift in the relationship with the government from an ad-hoc stakeholder to a strategic partner, and modernizing the regulatory framework to bring it to the 21st century.

Contributing to Important Conversations

2021 was an active year for creating content and gaining earned media stories. There were 20 opinion editorials in major publications ranging from discussing Islamophobia, COVID-19 impact of daily living, to hajj and its meaning. About 25 earned media stories were listed. For a comprehensive list visit macnet.ca/mac-news.

As can be evidenced from the table below, MAC’s contributions are increasing in quality and quantity. Many of the op-ed editorials were rich in content, thought-provoking and advanced ideas and asks, with a unique perspective reflecting our values and community needs. What is even more important is capacity within the organization to grow this important aspect of our strategy.

ISLAMOPHOBIA:

ANCHORING SOCIAL IMPACT ON THE BALANCE SHEET

Financial Highlights

The summary financial information presented here is derived from our audited financial statement for the fiscal year Jan.1 – Dec. 31. 2021, which was audited by Deloitte LLP. The financial statement was prepared in accordance with the Canadian accounting standards for not-for-profit organizations (“Canadian GAAS”) This is a consolidated statement based on all the accounts and not reflective of any particular project. The Association has received a fully acceptable audit opinion on its financial statements consistent with that of a non-profit charitable organization

For the fiscal year of 2021, our financial balance sheet remains strong and the fundamentals of our operational model are sound. Managing our financial resources effectively and efficiently is one of the most important duties our board and executive team undertake. It is a balancing act between investing in our communities through effective program delivery and strategic expansion of services, and ensuring long-term viability of the organization and managing risks.

REVENUE

Total revenue increased by 10%. Revenue from donations recovered to almost pre-pandemic levels, and revenue from programs increased by 18% compared to that from last year. This increase is due to the partial opening of the economy and the ability to provide more in-person programs along with some virtual programming. The income from other sources was stable but still did not recover to pre-covid levels (-12%). The funds from the government support programs for COVID-19 are down by more than half compared to last year as many support programs instituted by the government are ending.

EXPENSES

On the Expenditures, the total of the expenditures was increased by 8% from 2020 levels (compared to a reduction of 15% in 2020 from the year before). In large part, program delivery increased in 2021. The management and administration accounted for 6% and the cost of fundraising was at 5% of the total spending. Program spending increased by 12% from 2020 levels.

ASSETS

2021 (000) 2020 (000)

Donations $10,846 $7,775

Programs Fees $17,460 $14,737 Other Income $8,533 $10,910

$36,839 $33,422

2021 (000) 2020 (000)

Management & Admin. $ 1,823 $ 2,169

Fundraising Costs $ 1,609 $ 1,814 Programs & Services $ 25,719 $ 22,972

$29,151 $26,955

2021 (000) 2020 (000)

Current Assets $11,350 $9,933

Capital Assets $83,314 $75,639

Other $1,312 $1,276

$95,976 $86,848

LIABILITIES

2021 (000) 2020 (000)

Current Liabilities $6,735 $6,570

Long Term Liabilities $20,192 $20,986 Other $2,502 $983 $29,429 $28,539

On the Balance sheet, current assets grew by 14% from 2020 levels, and the capital assets increased by 10% from last year. Current liabilities remain the same, while the long-term liability was reduced by 4%.

By the grace of Allah, the organization is in a strong position in delivering on its priorities for the community from program delivery, to investing in key community infrastructure to mitigating risks. The association met its obligations in compliance with covenants under its financing facilities.

ACCOUNTING STANDARDS

The following rules are applied for the recognition of income: donations, bequests, pledges and other revenue from special events are recorded on a cash basis. No accruals are made for monies pledged but not yet received. The Association follows the deferral method of accounting for contributions. Restricted contributions are recognized as revenue in the year in which the related expenses are incurred. Unrestricted contributions are recognized as revenue when received or receivable if the amount to be received can be reasonably estimated and collection is reasonably assured. Revenue is recognized as service is rendered to the customer. Amounts billed or received in accordance with customer contracts that do not yet satisfy revenue recognition criteria are recorded as deferred revenue.

For Capital assets, they are recorded at cost. Contributed capital assets are recorded at fair value at the date of contribution. Capital assets are amortized over their estimated useful lives according to the declining balance for buildings, and straight line method for the rest. Costs incurred in renovating existing buildings are capitalized as construction in progress. Amortization for these costs commences once the asset is ready for use.

FINANCIAL DASHBOARD:

NAVIGATING RISKS IN THE NEW NORMAL

Conceptually, risk could refer to future uncertainties, while operationally risk is seen as the intersection of threats, vulnerabilities and consequences. It is becoming increasingly evident that successful organizations cannot operate on the premise of risk avoidance, but then need to build resilient systems to mitigate consequences effectively and efficiently.

Resilience, however, is not a substitute for risk management; rather counteract vulnerabilities by expanding the portfolio of capabilities. Resilience involves capabilities for sensing of discontinuities, rapid adaptation, and flexible recovery or transformation. Risk management needs to be constructed and

contextualized within the culture and the resources of the organization, as well as the environment in which we operate in. Horizon scanning using the PESTLE analysis framework (i.e. Political, Economic, Social, Technological, Legal and Environmental) is a robust tool to gain deeper insight into potential risks and how to plan for their mitigation.

By the grace of Allah, we were able to build a strong organizational character that transcends services, programs and events, and even structure and leadership. Social impact is enabled by key capacities such as capacity to learn, to develop and as well as to link and network.

According to McKinsey and Company, true resilience requires balanced focus on six dimensions: financials, operations, technology, organization, reputation, and business model.

Financial resilience where short- and longer-term financial aims are balanced. A solid capital position and sufficient liquidity enables organizations to weather rapid drops in revenue, increased cost, or credit issues.

As for risks resulting for financial instruments:

• INTEREST RATE RISK: MAC is not exposed to interest risk on its long-term debt as these amounts are set to be repaid at fixed rates.

• CREDIT RISK: The risk that counterparties fail to perform as contracted. The Association is not subject to any particular concentration of credit risk on accounts receivable given the size and diversity of individual accounts due to the Association.

• LIQUIDITY RISK: The Association’s objective is to have sufficient liquidity to meet its liabilities when due.

• The Association monitors its cash balances and cash flows generated from operations to meet its requirements. As at December 31, 2021 the most significant financial liabilities are accounts payable and accrued liabilities, advances payable, and long-term debt.

Generally, the organization is managing its financial portfolio within stringent guidelines to avoid any undue financial risks. Specifically, it mitigates against over leveraging its assets by keeping the liability to assets ratio at around a third of the asset valuation, and by controlling its current ratio between 1 – 2, as well as ensuring its operating cash flow current ratio is above 1. The organization developed key

relationships and invested in key products to ensure access to financing facilities to finance capital acquisitions. Currently, MAC is holding a number of financing facilities that are used to acquire capital totaling $21,568,963 (compared to $22,909,387 in 2020). The organization works in diversifying its revenue sources as a means to attain financial resilience.

OPERATIONAL RESILIENCE

Resilient organizations maintain robust program delivery capacity that can both flex to meet changes in demand as well as remain stable in the face of operational disruption, all without sacrificing quality.

The fluid situation of the pandemic demanded that we become a more agile organization, responding as appropriate to a changing environment. Because of the dynamic nature of the pandemic restrictions, the operational risks were mitigated by continuously monitoring

and updating program delivery guidelines. We complemented this by establishing a strong communication protocol to ensure internal processes are properly followed and reported. Vaccination return-to-work policies were instituted. Employment contracts were revised and strengthened.

TECHNOLOGICAL RESILIENCE

Resilient firms invest in strong, secure, and flexible infrastructure to manage cyber threats and to avoid technology breakdown. We increased resiliency of our operations and program delivery by investing in the digital transformation of our processes. Automated aspects of the Human Resources management through ADP HR portal that improves HR management and compliance, integrity of data and its security, provides enhanced controls over payroll process flow.

The second area is in accounting by implementing an ERP platform, Microsoft 365 Business Central. The operational agility afforded by this platform

will allow us to optimize key workflows across the many operational units of the organization and will enable agile workflows and resourceful dashboards. Enhancements such as easier bank reconciliation and deductible reports were introduced in phase#1. In Phase#2, this will be extended to all projects which will lead to considerable reduction of process time, enhanced and better reporting. One optimization this year was that we were able to deliver tax receipts electronically to 95% of recipients.mitigation.

REPUTATIONAL RESILIENCE

We invested in the integrity of our brand by deliberately creating and cultivating a strong narrative about our organization and its good works. We increased the visibility of our brand by platforming our message by amplifying our voices through thought leadership and earned media presence.

These investments and undertakings are part of a holistic approach to risk management in a dynamic

environment with rapidly shifting norms.

BUSINESS-MODEL RESILIENCE

Resilient organizations maintain business models that can adapt to significant shifts in demand and needs, increased presence of service providers, shifting demographics and social norms, and changes to the regulatory terrain.

One of the key strengths of MAC is its delivery models that combine the strengths of both the strong administrative arm of an organization and the agile and resourceful arm of the network, or what Kotter called the “dual operating systems”. Networks expand the reach of the organization and allow for more people joining the effort and more new ideas and capacities added to the organization capabilities, while strong management structure ensures proper direction and control, utilization of resources, delivery outcomes, and effective risk identification and mitigation.

LOOKING BACKWARD MOVING FORWARD

Balancing the demands ranging from program delivery and increasing organization footprint, to managing risks to secure the long-term viability of the organization is a huge undertaking. To that end, we have invested in building the human and organizational capacity that can sustain this growth. Strategically, we hope this will propel the organization into the next normal without disruption. We are also nurturing a culture that provides our organization with an enduring character that transcends services, programs and events, but profoundly steeped in community-ethic grounded in fidelity to our faith and development of our community. We continuously assess the following key outcomes.

• Mission Clarity and Program Relevance by continuously connecting programs to the mission.

• Building Capacity through investing in strategic initiatives to build human and organizational capacity.

• Amplify our social impact which is contextualized around the premise that the promise of our brand— not programs or events— must determine the scope and scale of our engagements with the community.

By the grace of Allah, we have invested our passion, energy, and resources into creating vibrant communities, supporting families raising their children and helping youth navigate their

individual paths while staying connected to their faith in meaningful and profound ways, and helping newcomers acclimatize with their new home. Over the past 5 years we were able to reposition MAC as an anchor of the Muslim community through building key capacities to become:

• COMMUNITY BUILDERS: we invested over $10 Million in revitalizing and renovating community spaces to contribute to creating Healthy Communities. We invested in community programs. Those programs were integral to supporting communities through this difficult pandemic, especially those who depend on such support.

• COMMUNITY OF LEARNERS: we created the environment to make it possible to seek learning opportunities and engagements to further our key competencies and advance our knowledge in new areas of projected importance for our mandate.

• COMMUNITY CONVENERS: we tapped into our networks and connections to build greater capacity to become a catalyst for change and action.

• COMMUNITY: as we work towards a collective vision of developing an authentic and unapologetic narrative of Islam in Canada that is vital, vibrant, and relevant.

Doubled the enrollment for weekend-school programs from 2020. (enrollment reduced to a third due to the pandemic. Currently just over 50% are enrolled from pre-pandemic levels).

Key investment in digital transformation and organizational systems.

What was achieved is huge, and this is the result of an accumulative process of cultivating knowledge, culture and structures to enable this transformative change within the various layers of the organization. This huge repository of knowledge enabled us to nurture a unique blend of capacities that position MAC for success. It is also important to reflect on what got us to this point: an inspiring vision, unifying values and an outlook to Islamic work that forms the foundation for our organization’s culture. Using those foundational assets, we look forward to building a more agile organization that is more adaptive to the needs and opportunities of the next normal.

Stepping Up to the Plate

There are many ways you can contribute to support this work:

GIVING NOW

CASH GIFTS:

Your gift– by

• Cheque,

• Credit card, Direct deposit, or

• Establishing a monthly pledge

GIVING LATER

Interested in leaving your mark in the sand of time for your community? We invite you to shape the future of MAC. Anyone can leave a positive legacy for others to build upon. Here are some ideas to help you do just that:

THINGS YOU CAN DO TODAY TO LEAVE A LEGACY™

• Prepare a will

DONATE HERE

Click button or type in URL http://Macnet.ca/donate

You will receive a donation receipt for the full value of your gift.

• Leave a gift in your will for MAC that makes a difference in your life

• Leave a specific dollar amount or a percentage of your assets to MAC

• Consider using assets for your legacy gift Name MAC as a beneficiary of your RRSP, RRIF or pension plan

• Remember loved ones with memorial gifts

GIFTS OF STOCKS AND SECURITIES:

A gift of publicly traded securities is both simple and tax-effective. You receive a greater tax benefit through a gift of securities than you would if you sold the securities and donated the cash proceeds to charity. Gifts eligible for this preferred tax treatment can include any of the following securities: prescribed bonds, units of mutual funds, and shares, warrants, bills and futures that are listed on the stock exchanges prescribed by CRA.

(10:61) (O Prophet!) Whatever you may be engaged in, whether you recite any portion of the Qur’an, or whatever else all of you are doing, We are witnesses to whatever you may be occupied with. Not even an atom’s weight escapes your Lord on the earth or in the heaven, nor is there anything smaller or bigger than that, except that it is on record in a Clear Book.

— (TAFHEEM-UL-QURAN - ABUL ALA MAUDUDI)

Muslim Networking

BECAUSE MAC HAS A DREAM to help Muslims build more caring and inclusive communities, where Muslims are well represented in all areas of Canadian society.

BECAUSE MAC HAS A VISION to see a time when the understanding of Islam and Islamic values are commonplace in Canadian society.

BECAUSE MAC HAS the national reach to deliver on its mission. Where 14 chapters and more than 37 projects, including schools and community centres, that MAC operates, are safe and welcoming spaces for families.

BECAUSE MAC HAS shown it has the capacity for growth & excellence. Espousing a strong framework for social change and community development, enabled by a strong and committed membership and volunteer base.

BECAUSE MAC is investing in key priorities for our communities. Not only developing new programs, but replicating successful projects across Canada. As a result, more youth are welcomed to quality programs that nurture their potential to become tomorrow’s leaders.

BECAUSE MAC is making a difference every single day.

WE ENVISION MAC TO BE AN ORGANIZATION THAT REFLECTS THE CONSCIENCE OF OUR COMMUNITY, PLAYING A VITAL ROLE IN ITS DEVELOPMENT AND RESILIENCY.”

WHY SUPPORT MAC: