Amrahum Shuraa Baynahun Decision Making Among Resourceful People

1. Amrahum Shuraa BaynahunDecision Making Among Resourceful People Presented by Dr. Khalifah Ramadan kramadan@aol.com 716 812-1404 cell 716 854-5446 home/office http://www.isna.net/conferences/grantwriting/

2. Amana - Trusts • And the Qur'an is rich with verses that confirms all this. Allahsays in the Qur'an:"Oh ye who believe! Eat not up each other's property by unfair and dishonest means." Qur'an (4:29)"Woe to those that deal in fraud, - those who, when they have to receive by measure from men, exact full measure, but when they have to give by measure or weight to men, give less than due. Do they not think that they will be called to account- on a Mighty Day when (all) mankind willstand before the Lord of the Worlds." Qur'an (133: 1-6)

3. Amana • Allah does command you to render back your trust, to those to whom they are due." Qur'an(4:58)"Those who faithfully observe their trusts and their covenants." Qur'an (24:8)"Remember, there is no faith in him who is not trustworthy; there is no place for him in religion who cares not for his pledged word or promise.""The signs of a hypocrite are three: when he speaks, he is false, when he promises, he fails; and when he is trusted, he breaks the trust."

4. Amana • Prophet Mohammad (PBUH) has said:"He who cheats is not of us. Deceitfulness and fraud are things that lead one to Hell."Once Prophet Mohammad (PBUH) came upon a heap of corn in the market of Madinah and thrust his hand onto it. His fingers felt damp. On being asked, the trader replied that rain had fallen upon it. The Prophet (PBUH) observed, "Why did you not then keep (the wet portion of) it above the dry corn, so that men may see it? He who deceives, is not one of us."

5. Amana • Another example: Prophet Mohammad (PBUH) said:"The seller must explain to the buyer the defects, if any, in the quality of the article offered for sale. Should this not be done, the seller will permanently be caught in the Wrath of Allah (according to another narrator the exact words, `he will always be cursed by the angels')."

6. Amana Prophet Mohammad (PBUH) said: • As for bribery, Prophet Mohammad (PBUH) according has "condemned alike the giver of bribes, and the taker of bribes in deciding cases."Prophet Mohammad (PBUH) said:"If a person made a recommendation for anyone in a just manner and gratified party gave him something as a gift (in return for it) and he accepted it, then he committed a grave error (meaning that it, too, is a form of bribery).". Prophet Mohammad (PBUH) made this clear, as hesays: "Whoever occupies land belonging to another unjustly will be sunk into the ground along with the plot of land on the Doomsday till he reaches the lowest layer of the earth.""He who acquires the property of a Muslim unjustly by taking a false oath (before an Officer) is debarred by Allah from entering Paradise and the Fire of Hell is made inevitable for him."

7. Amana • Prophet Mohammad (PBUH) again, is reported to have warned a person who was very fond of entering into litigation with others in these strong words:"Remember, he who will obtain the property of another by swearing a false oath will appear as a leper before Allah (on the Day of Judgment)."

8. Amrahum Shuraa Baynahum 42:38 • Those that are responsive to their Rabb, establish Salat and make binding decisions through sharing resources that has been provided for them they spend out of it.

9. Resources • Guide: National Minority AIDS Council Organizational Effectiveness Series: Board Development • http://www.nmac.org

10. Learning Objectives • State the role of nonprofit boards • Identify the major responsibilities and obligations of individual board members • Identify strategies for strengthening the board’s composition and structure • Explain the working balance between board and staff members • Identify useful tools and resources to enhance the board’s effectiveness

11. UNIT 1: Board Roles and Responsibilities Boards of directors are charged with the legal and fiduciary oversight of the organizations they govern

12. KEY ELEMENTS TO A SUCCESSFUL NONPROFIT BOARD Successful leadership is anchored by four components: • Mission statement • Strategic planning • Implementation • Assessment

13. Mission Statement One of the most important responsibilities of a board is the development and/or revision of a mission statement with senior staff Mission statement explains what it does, why it does it, and whom it serves, as discussed earlier.

14. Poorly Defined Mission Statement The Urban Renewal Center is dedicated to increasing a sense of well being for those who have AIDS. Our services offer a compassionate and comfortable environment for mutual support. We also maximize community resources.

15. Well-Defined Mission Statement The Urban Renewal Center increases the social support available to those living with HIV and AIDS by offering structured self-help groups and positive communal activities utilizing health care professionals, social service professionals and HIV positive trained facilitators. They coordinate and lead a variety of interventions including recruitment, testing, discussion groups, information & referral services, shelter services and treatment services.

16. Strategic Planning Process of determining: • What your organization intends to accomplish (Goals and Objectives) • How you will direct the organization and its resources toward accomplishing the goals and objectives (Activities/Programs) • When you will accomplish goals and objectives (Time Frame)

17. Strategic Planning Involves fundamental choices about your organization’s: • Mission, goals and vision. • Constituency. • Role in the community. • Programming, services and products. • Required resources

18. What is Strategic Planning? • Describes goals for the near future and how these goals will be accomplished • Maps activities that the organization should pursue • Tool to guide decision-making

19. BOARD OF DIRECTORS Chairman Vice Chairman YOUTH Community Representative

20. Example Board Structure Organizational Structure C.E.O. Chief Program Officer Chief Administrative Officer Chief Financial Officer OPEN Administrative Assistant Project Coordinator South Africa HIV/AIDS Project Coordinator HIV/AIDS PROJECT Project Coordinator HOUSING PROJECT Project Coordinator SHELTER PROJECT Open Outreach Coordinator Open Open Open Open Open Open Open Open Open Open

21. Implementation:The Operational/Work Plan • What- Strategic Plan • How- operational/work plan • Carries out the goals and objectives decided in the strategic plan. • Prepared by the staff • identifies responsible parties, timelines, resource allocations, and an evaluation plan

22. Operational Plan • Objective: Outline the specific tasks that need to be accomplished to achieve the objective within the strategic plan. • Timeline: Include exact dates (months and year) by when each task should be completed. • Responsible parties: Identify who (e.g., staff, board, committee or others) will be held responsible for accomplishing the task.

23. Why Develop a Strategic Plan? • Improves results organizational performance. • Momentum and focus • Problem solving • Teamwork, learning and commitment. Communication and marketing

24. Assessment To ensure accountability, the successful board will: • Measure achievements against quantifiable objectives. • Perform a formal review of the ED annually • Seek community/client feedback • Develop and implement board self-assessment. • Create a formal feedback loop for using assessments to improve the organization.

25. Unit II Board Duties/Code of Conductof the Board A board’s success is dependent upon the board following a code of standards that incorporates three fundamental duties: • Duty of Obedience • Duty of Care • Duty of Loyalty

26. Duty of Obedience Requires board members to be: • Faithful to the organization’s mission. • Knowledgeable about the business of the organization • Responsible for the stewardship and governance of the organization’s legal and fiscal responsibilities, programs and services

27. Duty of Loyalty Requires board members to be: • Maintain a standard of faithfulness to the organization • Personal or constituentinterests must be put aside in favor of decisions that are in the best interest ofthe organization.

28. Duty of Care Requires board members to: • Monitor financial health and programmatic accomplishments • Be informed/exercise independent judgment • Regular attendance at board meetings. • Keep informed and asking questions.

29. Example of Code Issues Example: If a board member has a relative in the printing business, it would be ethical for that relative’s business to print materials for the organization if: • the board knows that the printer is the board member’s relative • the job is bid competitively,so there is evidence that the price and quality are equal to or better than the competition • there is no expectation from the family that the organization will guarantee work or use them in the future without competitive bids.

30. Dealing with Conflicts of Interest Conflict of Interest: A conflict between one’s obligation to the public good and one’s self-interest • Board members must reveal any potential conflicts of interest to the board

31. Legal Responsibilitiesof the Board • To ensure compliance with laws and regulations relating to nonprofit corporations. • To ensure the uses its resources towards fulfillment of its mission as stated in its tax-exempt purpose. • To determine the organization’s mission, strategies and program priorities.

32. Legal Responsibilities of the Board Six main documents that the Board should review for compliance toward that effort: • Articles of Incorporation or Organization • Bylaws • Determination letter (IRS letter establishing nonprofit status) • Audits • IRS Form 990 • Corporate records

33. Articles of Incorporation or Organization • Developed and submitted to the state agency charged with chartering groups as legal organizations. • Define the purpose of the organization • Basic framework for governance. • Legal document drafted with the assistance of an attorney

34. Articles of Incorporation Requirements vary state to state, typically only the following information is required as a minimum: • Name of the organization. • Specific purpose • Duration of existence (often perpetuity). • Location of office • Number, names and addresses of the initial board of directors • Whether this is a membership organization • Provisions for distribution of assets if corporation is dissolved.

35. Bylaws • Operating policies and procedures of an organization an its board of directors • Address terms of office, number, and duties of officers, manner of filling vacancies, board policy, and procedural guidelines

36. IRS Letter Establishing Nonprofit Status • Indicates non-profit status from the IRS • The most important legal document in an organization • To request tax-exempt status, organizations must submit an application package that includes the articles of incorporation, bylaws, and names of the officers.

37. Audits BOD must assure that adequate internal control mechanisms are in place to ensure that the organization is: • Uses generally accepted accounting methods • Comply with laws and regulations • Provide reliable financial information. • Operate effectively and efficiently

38. IRS Form 990 • Form 990: Non profit tax return • Explains the mission and program activities of the organization. • Documents income and expenditures over the year.

39. Organization Records • Nonprofit organizations must maintain records of all decisions and activities (such as policies and procedures that document their compliance with organizational and tax codes). • Include policy and procedural statements, minutes of board meetings and committee reports. • Adequate and orderly records will facilitates smooth operation of the organization.

40. 3 Ds, Ws, Gs, Ts • 3Ds — The duty of care, duty of obedience and duty of loyalty • 3Ws — Wealth, work and wisdom. • 3Gs — Give, get or get out • 3Ts — Treasure, time and talent.

41. Nine Basic Responsibilities of Nonprofit Boards 1. Determine purpose and establish mission 2. Set policy 3. Communicate mission and achievements to the larger community 4. Maintain organizational integrity and accountability 5. Effectively planning 6. Hire, assess and support the executive director 7. Cultivate resources, raise funds 8. Meet fiduciary responsibilities 9. Recruit volunteers and exercise ongoing self-management

42. Other Board Responsibilities • Respect Other Board Members-To demonstrate respect for the time commitment all board members volunteer • Respect and Support Staff-It is important for the board to support the ED and staff.

43. Unit 3: Board Selection Compositionand Recruitment

44. Board Selection, Compositionand Recruitment Purpose: To determine needed or desired characteristics of the board before recruiting new or replacement board members. Learning Objectives: • Understand the importance of board composition and structure. • Identify strategies for strengthening the composition and structure of the board. • Begin to develop a dynamic board • Understand importance of a board recruitment and renewal process.

45. Criteria for Board Membership Personal Characteristics to Consider: • Ability to listen, analyze, think clearly and creatively • Willingness to prepare for and attend board and committee meetings, ask questions,take responsibility • Ability and desire to develop skills such as fund-raising, recruiting board members and other volunteers, understanding financial statements • Tolerance of and sensitivity to differing points of view and a friendly, responsive and patient approach. • Personal integrity, a developed sense of values, concern for the nonprofit’s development and a sense of humor

46. Board Composition The board should: • Reflect the diversity of the population served in terms of age, race, gender, religion, geography, etc • Collectively possess the full range of skills and expertise necessary to perform its role in enabling the organization to fulfill its mission

47. Composition 1. Constituency-board must reflect the represented population. 2. Skills, Knowledge and Abilities-boards must collectively embody a range of skills. 3. Gender-sensitive to gender equity. 4. Sexual Orientation- increasingly recognizing diversity in sexual orientation. 5. Disease Status- offers an important to prospective 6. Race and Ethnic Background- reflect the racial and ethnic composition of their constituents. 7. Age-added experience and may have more time

48. UNIT 4:Board Structure: Officers and Committees Develop a structure that facilitates good decision-making so that the board can be effective in carrying out its responsibilities.

49. Learning Objectives By the end of this unit, learners will be able to: • State board officer positions and responsibilities. • Review board committee structure and responsibilities of each.

50. Board Officer Positions andResponsibilities The state licensing agency determines the number and type of officers required • Most states require three officers: chairperson,treasurer and secretary • Many boards also designate a vice president or chairperson • If permitted under state law, nonprofit boards may designate only a president and a treasurer