In Kumasi, the Muslim Family Counselling Services (MFCS) has become a shining example of how civil society organisations can reposition themselves for sustainability and community impact when given the right support.

Founded in 1990 by the Late Chief Imoro Baba Issa, the MFCS was established to provide information and services on population, Sexual and Reproductive Health and Rights (SRHR), youth empowerment, child health, human rights, education, and income-generating activities within deprived communities in Ghana.

Over the years, MFCS has worked inclusively with Muslim, Christian, and private-based entities, ensuring that its work in SRHR, human rights, education, social inclusion, and poverty reduction is embraced across communities. Guided by its vision of “a well-endowed society of men, women, persons with disability and young people living in a satisfied environment with reduced vulnerability, poverty and squalor,” MFCS exists to promote health, education, and human rights while reducing poverty among the vulnerable.

But it is through the Civil Society Strengthening Fund (CSSF), under the Civil Society Strengthening Programme (CSSP) anchored by STAR-Ghana Foundation and the West Africa Civil Society Institute (WACSI), that the organisation has experienced its most transformative phase.

“Success for me is the consolidated system we have now and inclusivity at all levels. The CSSF has made us a vibrant organisation that others can learn from.”

Mohammed Bun Bida, Executive Director of Muslim Family Counselling Services

Stronger Systems

Before CSSF, MFCS faced operational challenges – weak adherence to policies, fragmented projects, and limited visibility. Today, thanks to deliberate institutional strengthening, the organisation boasts:

• A consolidated workplan that unifies programmes across departments.
• Clear policies and manuals, including an HR manual that has introduced division of labour.
• Improved internal controls and documentation, with support from the finance team.
• Growth in staff strength from 4 to 9 (12 including interns), enabling timely delivery of programmes.

“Now everyone in the organisation has some knowledge about our work,” said Mohammed Bun Bida, Executive Director of the MFCS, pointing out that even line managers now submit regular reports.

 Growing Visibility and Local Ownership

MFCS is no longer just a service provider – it is now a hub of community engagement and visibility. From organising a Zongo Business Forum to securing partnerships with institutions like the KGL Foundation and Mondo Coperanti (Spain), the organisation has expanded its reach and relevance.

Crucially, CSSF encouraged MFCS to look inward for resources. The organisation has:

• Introduced a dedicated mobile money line for donations.
• Mobilised contributions in both cash and kind – including a generator donated by community members.
• Secured the support of the head of the mosque to now dedicate Friday sessions to promoting the MFCS’s work.

“This programme taught us that donor funding is not the ultimate,” said Mr. Bun Bida. “Now we know the community can also give back for the success of the organisation.”

Sarah Adjei, Projects Manager, Civil Society Strengthening Programme (CSSP), at STAR-Ghana Foundation

Shifting the Power to Communities

Through CSSF, the MFCS has embedded inclusivity and stakeholder engagement into its DNA. Women, youth, and persons with disabilities are now intentionally included in programming and staffing. Communities are also involved in designing, planning, and implementing projects.

A standout example is Suudu Baaba, a local initiative the MFCS supports through staff outsourcing. Similarly, MFCS has sustained its long-term commitment to education, dating back to 2002, by involving community actors in school assessments and proposals.

“Our strategy has been to keenly involve all stakeholders at all levels,” Mr. Bun Bida explained. “Even our fundraising is integrated into programmes so that ownership is shared.”

Towards Sustainability

The CSSF has inspired MFCS to begin exploring consultancy services such as certification support for smaller organisations, thereby diversifying its revenue streams. It is also planning expansions into regions like Bono East, North East, and Accra, while continuing projects in the north when conditions allow.

Looking ahead, the Executive Director believes the greatest success is the cultural shift within the organisation:

“Success for me is the consolidated system we have now and inclusivity at all levels. The CSSF has made us a vibrant organisation that others can learn from.”

Mohammed Bun Bida, Executive Director of Muslim Family Counselling Services intercating with Mary Obiagele, Programme Officer – Monitoring, Evaluation, and Learning at WACSI, during the partner support visit

Why CSSF Matters

The story of MFCS demonstrates the power of the Civil Society Strengthening Fund in reshaping civil society organisations from within. By combining funding with capacity support, CSSF has given MFCS the tools to:

• Improve internal systems.
• Strengthen visibility and credibility.
• Mobilise local resources.
• Deliver inclusive, community-owned programming.

As the first phase of CSSF ends in December, MFCS’s experience is a call for sustained investment in civil society:

“The CSSF ensures both operational, financial, and institutional sustainability. We call on funders to continue so more organisations can benefit and thrive for the communities they serve,” Mr. Bun Bida urged.

MFCS’ DNA

• Inclusivity – working with Muslims, Christians, and private actors alike, ensuring women, youth, and PwDs are represented.
• Community-Centred Service – always rooted in the grassroots, ensuring ownership and participation.
• Human Dignity – promoting health, education, and human rights, especially for the vulnerable.
• Resilience & Sustainability – finding ways to thrive with or without donor funding.
• Collaboration – improving lives by working with other agencies in joint efforts.