It’s the sign of a strong organization, if it can build on the vision of its founders, adapt to changing circumstances, and continue to thrive after a transition to a new generation of leaders.   IWSO has surely succeeded in doing that.  It remains strong and vibrant, and has become a well-respected player in the overlapping networks of community organizations that provide services to newcomers in Ottawa, and those that support women and children facing violence in their homes. 

IWSO’s inspiring history is well known. Thirty-five years ago, its founding Board members and Executive Director – the late Lucya Spencer – recognized an urgent need in our community, and decided to do something about it.  They set about building an organization that could provide services tailored to the specific needs of immigrant women and children in Ottawa, who were not only living with violence in their families, but also with the social isolation, financial insecurity, discrimination, language and other barriers that many newcomers in Canada encounter:  barriers that add layers of complexity to the difficult choices facing anyone leaving a violent relationship.  IWSO (by an earlier name) was officially born in 1988. 

By the time I was invited to join its Board in 2007, IWSO had been operating for nearly 20 years.  Its crisis support, counselling and interpretation services (for instance) were fully functional.   There had been staff turnover over the years, but also continuity.  Several of its original staff, including Ms. Spencer, were still there.  Several of its founding Board members had moved on, however, and the Board of Directors was in need of renewal.  

Before we began to recruit new Board members, we discussed what a renewed Board should look like, and we made an important decision.  We agreed that IWSO Directors should have both the skills and experience needed for the good community governance of a non-profit organization like IWSO (e.g. an understanding of violence against women, management experience, financial expertise, fundraising and legal skills) AND good connections into the ethno-cultural communities that IWSO’s clients are from.  We agreed that IWSO would be governed best by a diverse group of Directors who understood the lived experience and multiple challenges of its clients, as women and children facing violence, as immigrants to Canada, and often as ethno-cultural minorities facing racism and discrimination.  And so IWSO built a Board with deep roots into the community (and communities) it serves.  Years later, the current Board reflects that decision.

All these years later, IWSO is still going strong – providing unique services, and responding to new challenges.  It remains a dynamic organization that continues to play a critical role in our community.  I am pleased to be an enthusiastic supporter!