By Sundus Abrar

July/Aug 2024

Muslim nonprofits primarily depend on the generosity of donors. Ramadan is the peak season for fundraising because of the promised reward of  good deeds being multiplied. This drives many to prefer fulfilling the obligation of zakat during Ramadan, even though it can be given at any time.

Zakat is broadly calculated as 2.5% of savings and investments. In the same vein, Muslims also give more voluntary charity (sadaqah) in Ramadan. This remarkable generosity in Ramadan is not consistent after it and nor is it indicative of long-term trends. This sporadic shift in monetary contributions is further amplified when Muslims redirect their contributions primarily towards supporting people struggling across the globe. The genocide in Gaza has correlated with diminished funds going towards local relief programs. “Of course Muslims should continue to give to international causes which are so important, but a portion has to be shared here,” said Saima Azfar, Regional Director of ICNA Relief Midwest.  

“People give a lot during Ramadan, and then there is very little for some time after,” said Nawal Ali (fund development coordinator, ISNA). “Global crises do take attention away from local efforts. The potential of community events to benefit the ummah may feel like a secondary concern when people are grappling with the basics and lack of security.”

She believes Muslim communities often feel compelled to direct more money toward providing relief for dire shortages of food, shelter and health during man-made crises or natural disasters, which do evoke a stronger response. However, efforts to benefit local communities must be given due attention too. “You need to build a community for it to thrive,” said Ali. 

Community events can build confidence in individual members, encourage more involvement and collaboration from individuals. Through this, communities can be more aligned and allow them to be more effective in serving locally and globally. Maintaining a steady focus on community support services can be achieved through consistent communication and monetary support. She encourages all organizations to focus on feedback and responding to criticism.

Remember Your Neighbors 

Many organizations grapple with shifts in charitable contributions when Muslims direct their contributions primarily toward global efforts.“The need is still here. One in 5 children are hungry in our own neighborhoods. We cannot stop here. We must continue to serve our neighbors too,” Azfar said. 

ICNA Relief’s efforts seek to provide Muslims with, among other help, food, housing and health services. Some programs may qualify for federal grants, but the organization primarily depends on fundraising. Despite the proximity of the many programs addressing local Muslims’ needs, donors sometimes lose perspective of them when responding to issues affecting the ummah. 

Abdullah Syed (development coordinator, A Continuous Charity [ACC]), agrees. ACC entrusts Muslim students with interest-free loans, thereby emphasizing the importance of relevant outreach. “I do believe that whenever there is a disaster, whether natural or man-made, people end up giving more. However, it’s not a finite pool. We saw that in Covid, people had increased their giving to ACC,” he remarked. 

At the onset of the genocide in Gaza, ACC cancelled fundraising events in October through December in response to the sheer devastation Still, reframing and recommitting to local efforts has potential to benefit Muslims world over. “The best thing to do is to continue our mission and look towards long term goals. For us, educating our community allows us to have a louder voice. If we can educate our community we are able to create future leaders who can be changemakers in all fields possible,” Syed said. 

Diversified Fundraising 

Muslims Understanding and Helping Special Education Needs (MUHSEN) also relies on the generosity of donors. However, they understand the critical need in Gaza and other parts of the world. 

“One thing we always remind donors and those fundraising for us is that there is room for both; one can support a humanitarian cause as well as our mission,” said Kiran Ahmad, MUHSEN Development Coordinator. “Our goal as a nonprofit is to fill the gaps of service that other organizations have not been able to. Grants, crowdfunding, donation matching, and fundraising during different times in the year have kept us growing.”  Nonprofits  should work to be mindful in how they advertise with funds. “We try to spread our mission through primarily showcasing our work as it speaks for itself,” Ahmad added. In her experience, private donor dinners tend to have better outcomes for fundraising as  special needs families are not always able to partake in the Ramadan social events. 

A gap in communication and awareness certainly contributes to inconsistency in donations. In Azfar’s experience with ICNA Relief’s efforts, communities respond better to requests when they are informed of the ongoing needs close to them. “As a community, we are behind on planning, and we must strategize. We are very reactive,” said Azfar.  

Planning and reflection are crucial for nonprofits to sustain and grow their programs to consistently meet the needs and demands of community members. “What I have noticed is people like to donate to people. They may respond better to a specific ask,” said Syed.  An intentional approach in recognizing the motivations of donors can relay into effective communication. “Diversify. People respond to different asks at different times,” said Syed. When donors are updated, and receive gratitude for their contributions it translates to a sustained relationship between a non profit organization and its contributors. 

Operational Costs are Necessary

This meticulous approach requires some funding to be allocated towards operational costs. Operational costs are crucial to sustaining and growing organizations’ efforts. For instance, necessary systems to study an organization’s status and staff to consistently drive efforts could be some of the operational costs necessary for long term success and implementation of programs. Yet, donors are often weary of operational costs. The sentiment is that the donation is not going to aid the beneficiaries of the program.  “That’s one of the biggest problems in the Muslim community- not understanding that you do need that operational dollar. We have to run the organization- it’s like a car. Just by simply having a car you are not going to get anywhere. You have to have gas to go from point A to point B. The money any organization needs to operate is the gas, “said Syed. 

Fundraising is a constant effort, and the results are not guaranteed. A nonprofit must diversify its means of generating revenue to ensure that it can sustain and consistently extend its services. Operational costs enable the staff to implement the appropriate tools to plan and implement long term programs. 

Directing funds to endowments and investing is a promising approach to overcoming the inconsistencies in fundraising patterns. Endowments can cover ongoing long-term operational costs thus minimizing this ask which causes much hesitation. While conveying the immediate benefit of this approach is challenging to convey, it is imperative to support nonprofits as they strive towards sustainability and educate our communities of the potential return on the various halal investment opportunities such as Islamic mutual funds, real estate, start-ups and more. 

“This is a vital need. You can’t serve and continue with an organization on a day-to-day basis. We have endowment funds. We are encouraging donors to give on a recurring basis, seeking grants from foundations, and seeking government funding,” Azfar emphasized. Grants do offer some reprieve, but often come with guidelines that can restrict an organization’s capacity to serve. “We want to provide our families with extra support and help them holistically. Sometimes grants don’t take this into consideration. Endowment must take precedence for the longevity of support efforts.” 

The  Muslim community  should be aware  of  financial trends  and take them into observed consideration when approaching sustainability in nonprofits. A historical and unprecedented transfer of wealth is anticipated. “The Great Wealth Transfer” is expected to take place over approximately the next two decades where approximately $70 to $90 trillion will be inherited from baby boomers. “This is a huge area of opportunity that may not come again. Muslims can really benefit, and this can be utilized for creating meaningful change, “ said Syed. One way for the Muslim community to maximize this opportunity is to consider listing Non-profit organizations as beneficiaries in wills. “Planned giving is often overlooked in the Muslim community, and something that should be looked into,“ said Syed. 

While Muslims need to be informed and responsive to the struggles of the global ummah, we must not lose sight of our ability to create long-term change. “We need to step up, put our brains together and join hands to think how we can protect future generations,” Azfar contended. “We need to craft a thoughtful approach to see the sustainability of nonprofits and amplify the potential of the Muslim community to advance in all areas.”

Sundus Abrar is a resident of Chicago, parent of two, and an elected representative in the Local School Council. Additional reporting by Yusra Shakaib. 

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By Amani Salahudeen

Jan/Feb 2024

On Oct. 15, 2023, the U.S. Council of Muslim Organizations (USCMO) commemorated its 10th anniversary in Chicago. The organization is dedicated to advocating for the Muslim community’s civil rights, combating discrimination, and promoting its interests while collaborating with other organizations.

With founding members like The Mosque Cares (the Ministry of Imam W. Deen), American Muslims for Palestine, CAIR and others, USCMO was founded in 1994 to promote social justice. 

“In addition to actively combatting issues such as racial discrimination and hate crimes, USCMO has gained recognition as a prominent advocate for American Muslims, working towards the betterment of both Muslim communities and society as a whole,” said Oussama Jammal (secretary general, USCMO) in an interview with Islamic Horizons. 

USMCO was established to foster community cohesion and cater to the unique requirements of American Muslims, such as dealing with Islamophobia, the root causes of which can be attributed to political, social, and economic factors. Some of the key drivers include media bias, political rhetoric, and the actions of extremist groups. 

Addressing them requires a multifaceted approach that involves education, dialogue, and promoting tolerance and understanding. Islamophobia is a danger to social cohesiveness, religious freedom, and human rights, in addition to its negative effects on individuals and communities. The media’s inaccurate portrayal and stereotyping of Muslims is a key cause of Islamophobia. USCMO’s counteroffensive is designed to ensure that people are informed and aware of what Islam truly is and teaches and raises awareness.

 “USCMO has unified several organizations under one umbrella,” Jammal noted. “It serves as one voice for the Muslim community. We have created diplomatic relationships in different countries, support rallies for Islamic causes, and host Open Mosque events in different cities to bring communities together with other interfaith groups to combat Islamophobia.”

Their twin mosque initiative seeks to strengthen the bond between African-American Muslims brothers and sisters and others in the community. They also hosted a National Muslim Women’s Conference in Chicago during November 2023 to highlight their accomplishments, which sometimes go unnoticed.

Future Plans

For the past ten years, USCMO has been working hard to bring people from different religious communities together to make a difference. As it moves into the next stage of its mission, the organization is committed to creating an inclusive and harmonious culture, one that will engender changes to make the future brighter for everyone.

“USCMO was my childhood dream. I wanted to see the ummah united together. It embodied me. It gave me a serious responsibility that I needed to uphold,” Jammal said. “It is a platform to serve the ummah. USCMO strives to address all Muslim American issues, and it gives a sense of community with a common vision.”

One of USCMO’s most notable accomplishments lies in its impact on domestic politics. The organization actively engages with policymakers, lobbying to protect civil liberties, eliminate discriminatory policies and recognize Muslims’ diverse contributions to society. Through these efforts, the organization has sought to empower American Muslims to make their voices heard.

Looking toward the future, USCMO plans to expand its outreach and achieve greater representation across the country. It aims to establish more local chapters, strengthen ties with Muslim communities at the grass-roots level and empower American Muslims through education, advocacy, community building and fostering positive societal change. 

Jammal envisions USCMO as increasing its membership more than tenfold over the next decade. With the support they provide to Muslim candidates, they hope more Muslims will become civically engaged in their states.

The tenth anniversary marks a significant milestone in the organization’s journey of advocating for civil rights and promoting religious community interests. USCMO is committed to fostering a more inclusive society as it anticipates future challenges and embraces new opportunities.

Amani Salahudeen, currently pursuing a postgraduate degree in education at Western Governors University, has a bachelor’s in journalism and professional writing from The College of New Jersey.

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By Saadia Qureshi

Nov/Dec 2023

This year witnesses the North American Islamic Trust’s (NAIT) 50 years of community service, an inspiring story of preservation, resilience, and success of one of this continent’s pioneering and oldest Islamic organizations. 

“At this proud moment, we pay tribute to the torch bearers of NAIT whose vision guided us to where we are today; the founding leaders, the former and current board, staff, volunteers — we thank them all for their relentless contributions,” said Maqsood Quadri (executive director, NAIT). “We are also grateful for the support from the community that allowed us to serve for so long. Thank you for your trust. Many of the initial founders have passed away. May Allah have mercy on them and reward them for their service. Ameen.”

Born in 1973 as an Islamic waqf, NAIT sought to revive the Prophet’s (salla Allahu alaihi wa salaams) sunnah by helping to preserve and protect North America’s Islamic institutions. 

The Trust has grown into a comprehensive solution provider with 400+ waqf institutions in USA and Canada with three subsidiaries primarily serving Islamic institutions and the community through  programs such as halal investing for families, mosques and institutions, halal certification and education, legal services for entrusted institutions, dispute resolution, stock donation liaisonship for institutions, Islamic literature publishing and several other on-campus programs for Hometown, Ill. and neighboring areas.  

Some of you may be able to recall that 50 years ago, North America was a very different place for Muslim immigrants. Even though Muslims arrived long before Columbus (Muslim Roots of America murraystate.edu),  their migration to North America only reached significant numbers after the U.S. changed its immigration laws in the 1960s. Before then, Muslims were primarily enslaved Muslim Africans and their emancipated descendants. The institutions necessary to shaping and strengthening a Muslim culture had not established a foothold yet. Many of their mosques and Islamic centers were lost or forgotten due to socio-political or financial factors. 

Challenges for Muslims in North America

• A highly mobile society. This impacted Muslim communities nationwide. Their assets, both tangible and/or intangible, sometimes became subject to conflicts of ownership after their founders and caretakers moved to take up new jobs or died. 

• Lack of financial stability for Islamic work. Despite vigorous fundraising within North America, the growth of Islamic work was outpacing donations to sustain the already scarce institutions. Muslim leaders understood that institutions financed by members and other stakeholders through prudent development and management of funds in investment-driven endowments, like awqaaf, were more likely to succeed than those dependent on a raise-and-spend basis. This latter option only distracted the leadership from its central role: carrying out the mission. 

•  Need for a waqf. The influx of immigrants in the 1960s and early 1970s led to the rapid increase in  mosques and Islamic centers. This revealed the need for an integrated nationwide body to develop, acquire, maintain and protect these centers from being lost again. 

NAIT’s Establishment and Role

Several valuable pioneering projects were subsequently reorganized: the Islamic Book Service, the Islamic Supplies Service and the International Graphics Printing Service. This process ended in the formal establishment of NAIT as a nonprofit corporation in 1973. Its provision of free waqf services soon made it a central organization in shaping the Muslim presence in North America. Among the instrumental incorporating leaders were Dr. Hisham Altalib, Mohammed M. Shamma, Dr. Ahmad Sakr (d. 2015), Jamal Al Barzinji (d. 2015) and Dr. Osman Ahmed. 

NAIT soon became vital with  the responsibilities to act as trustee for the assets of organizations set up for religious, cultural, scientific, educational and charitable purposes; initiate and manage business ventures according to the shariah; support and subsidize projects beneficial to Islam and Muslims; and develop sources of income for these activities.

• Pioneering Halal Investing in America. With the help of Islamic finance experts and scholars, between the late 1970s and early 1990s, NAIT started developing halal investment vehicles. It thus became the pioneer of halal investing in North America. 

In 1979, it launched the Islamic Centers’ Cooperative Fund (ICCF), a mosque-focused halal investment tool. The ICCF pools the community’s funds and invests in halal stocks, real estate, properties, leases and other opportunities.

Dr. Muzammil Siddiqi (board member of NAIT and the Fiqh Council of North America) stated, “Centers that have extra money, instead of putting that in interest-bearing savings accounts, deposit that in the ICCF. The money is safe; in the last three decades, no center has lost a penny on their principal. Up to 12-15% of the money in ICCF has been extended in short-term interest-free loans to the entrusted institutions for critical projects.” 

According to Salah Obeidallah, president, Allied Asset Advisors (AAA)which was established in 2000 as NAIT’s wholly owned, for-profit subsidiary, ICCF protects the principal through a yield equalization reserve (YER) that consists of a part of the funds’ net gains. Thus, any market decline is borne by the YER instead of the investor. This means that part of yearly gains in profitable years is retained in the YER to shoulder losses during a market decline. 

Earlier in 1989, NAIT pioneered the Amana Income Fund to help Muslim families secure their financial future while following Islamic values; however, NAIT is no longer associated with the fund. Later, NAIT also introduced The Dow Jones Islamic Index Fund – a mutual fund. After over a decade’s experience of designing and managing halal financial products, NAIT launched another halal mutual fund in 2000, the AAA-offered Iman Fund, which continues to serve the community. 

The Iman Fund is managed by Dr. Bassam Osman, its fund manager and NAIT’s longest serving board member. The Fund continuously monitors the companies for shariah compliance and is supervised by a shariah board. “We are currently exploring to introduce more products in the near future to expand investing options for our community, InshaAllah,” Obeidallah stated. 

Media, Halal Certification, and Stocks

In 1979, NAIT established American Trust Publications (ATP) to produce Islamic books for all ages, as well as a scholastic book series. In coordination with NAIT’s oldest division, the Islamic Book Service (IBS), NAIT published and sold over 2,600 book titles. These books are now printed on demand and available through online platforms. 

One of NAIT’s big achievements was the first Audio Visual Center, established in 1981 to produce a large inventory of AV materials. In 1983, it set up the world’s largest Muslim-owned commercial audio cassette duplication facility, with a production capacity of 1.2 million cassettes per year. This enabled NAIT to reproduce the tapes required for Quranic albums and Islamic recordings. 

In 2020, NAIT established the American Halal Institute (AHI) to offer and help standardize halal certification, provide consumer and business owner education and training, and advocate for halal accessibility. 

America’s certified halal food market is poised to grow to $8.7 billion by 2024 (Business Wire. March 15, 2021). Many countries are now requiring this certification on certain imported products. “It’s a tremendous growth opportunity for both Muslim and non-Muslim businesses,” said Qadri Abdallah (director of operations, AHI). “However, the halal process is not standardized. We aim to eventually eliminate that need by helping to develop a transparent, standard criteria according to shariah for all to follow.” 

Another problem AHI aims to address is certification fraud. In Illinois and other states, placing a halal logo or certificate falsely on the products or services is now a punishable crime. 

Among NAIT’s other notable programs are legal guidance and services, as well as stock donation liaisonship offered free of charge. The Stock Donation Liaison Program, a first of its kind, was launched in 2019 to help Islamic nonprofits incorporate valuable stock donations into their financial strategy and to encourage Islamic institutions to use sustainable fundraising methods. 

The Vision Forward

The vision is to connect mosques  nationwide in a way they can learn and support each other as a connected body. Part of this vision is to also engage our local community, Muslim or non-Muslim, through the new building complex in Hometown, Ill. We have already launched an on-campus mosque (Hometown Mercy Mosque) with a young, knowledgeable Imam and youth director. It can accommodate up to 1,000 congregants and offers weekly youth halaqas, games, monthly potlucks, women’s programming, spiritual counseling, and other activities. 

Expanding on the vision for the next decade, Quadri shared plans of launching a Quran Institute later this year. This institute will teach the Arabic alphabet, reading, memorization, and understanding the Quran to all ages. Other planned on-campus initiatives in the next two years include an Islamic school, a health clinic, and providing services to underserved neighbors via social and entitlement service programs and guidance.

 “It is very rewarding when we get calls from coast to coast, from major cities to small towns, commending NAIT’s services,” Quadri said. “It’s a privilege, I say. Preserving our assets for the coming generations is all that matters. May Allah bless all those working to help our communities and accept our service, Ameen.”

Sadia Qureshi is a communications consultant.

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By Tayyaba Syed

Sept/Oct 2023

The first time Amina Shams of Potomac, Md. stepped through the doors of Le Nid, an orphanage that resides on the top floor of a hospital in Meknes, Morocco, she could not help but notice how quiet it was. There were rows and rows of children laying in their cribs but most of them were not making a sound. She soon realized that these innocent babies lived with a harsh reality: why cry if no one is going to come?

Over the next few weeks, she got to spend time with her adopted son, providing as much love and sensory stimulation as she could and watched him bloom. “My heart ached for the children that I’d be leaving behind, and I knew I had to do more,” Shams said.

In 2017, with a group of other adoptive mothers, she founded BLOOM (Better Lives of Orphans Overcoming Misfortune) — the nation’s first 501(c)(3) nonprofit organization dedicated to providing mental health, development and educational support to children residing in Moroccan orphanages.

“We wanted to give back to the children we left behind as well as maintain a connection to our children’s birth country,” said Shams. “It happened organically as we talked to other families, and we were able to do things very quickly like put wheels on the cribs, add colors and sensory play items, and get local volunteers to interact with the kids for proper development. The purpose of the main caregivers on staff was to keep the orphans alive but not help them thrive. All these kids needed nurturing, so we decided to formalize our effort, fundraise and do things with structure. Our pilot project was to build an outdoor play garden upstairs for Le Nid. The photographer who was documenting the children’s first exposure to the play garden described their reaction like ‘birds being released from their cage.’ He then became our program volunteer. It’s these small impacts that keep us going.”

Even though BLOOM is a young volunteer-run nonprofit, the organization has been awarded the seal of transparency five years in a row, maintaining its grass-root community-based feel. Visit www.bloomcharity.org to learn more. 

From Intention to Fruition

In 2018, Dr. Fariha Rub moved to Chicago and searched to find a community for herself. That same year, she lost a baby in utero (named Jannah) and performed Hajj. Upon returning, she founded a small halaqa group for Muslim women called Jannah Circle in Naperville, Ill. 

“A lot of women relocate after marriage and don’t [easily] find community,” shares Rub, who is originally from St. Louis, Mo. “My initial intent was to get women together to talk about God once a month. We would meet at home to learn from a local female scholar/teacher and enjoy a meal together. We had social and spiritual time in one gathering.” Once the pandemic hit, Jannah Circle transitioned to virtual programs, collaborating with different speakers and organizations. They quickly grew to a community of 800+ women. Rub then recruited volunteers to help her bring in-person programming back on a larger scale post-Covid. 

“We needed to borrow community spaces, banquet halls, and mosques to serve at a bigger capacity,” Rub recalls. “I wanted everyone to get a piece of the pie in a nonjudgmental setting and leave feeling closer to God.” 

In December 2022, Jannah Circle transitioned into a 501(c)(3) nonprofit organization with an official team of board members and an executive leadership committee of volunteers, who are actively planning and executing its many programs and events. It offers a Sunday school for kids ages 4-11, a community outreach program, supports an orphanage in India as well as local refugee families and single women’s needs, spiritual and social events for women, children and families, and virtual classes. 

To gain nonprofit status, it only took Jannah Circle a short amount of time due to it having a revenue of less than $50,000 a year. There was no paperwork or lawyer needed. Instead, they were able to apply online through a swift process. 

“We hope to expand into a space that offers a sense of belonging for every member of the community from the cradle to the grave,” says Rub, who is a mother of three and a full time hospitalist by profession. “There needs to be a culture of acceptance and growth, and we want Jannah Circle to be able to provide that for people.” 

For those looking to evolve into a nonprofit organization, Rub advises some things to consider like the amount of personal time, commitment and money that is needed to get started. However, she also advises that we should keep a check on our intentions at all times. If your intention remains pure, you can see great barakah (blessings), spiritual advancement, and a sense of community. It’s a beautiful feeling of leaving a legacy behind that comes with this work. 

“Knowing that you are part of an effort towards increasing in sadaqa jariya (ongoing charity) even after you are gone makes it all worth it,” Rub said. 

Check out www.jannahcircle.com to learn more.

Fruits of Labor

The process for Jannah Circle to eventually become a nonprofit from a small group was more gradual than it was for Carriers of Light (COL), a Quran-centered elementary school based in Wheaton, Ill. What originally began as a small part time memorization program for home-schooled girls in 2010, quickly became an established organization in a matter of months.

“We had one teacher and 12 students in my basement three times a week,” remembers Mehreen Bawla, who founded the school with fellow mom and friend Dr. Rand Diab. “In order to pay our teacher, we had to collect funds and needed nonprofit status from the start. We established a board right away and were incorporated by the end of the first year.”

According to Diab, the process to gain nonprofit status was difficult and required a lot of paperwork. ‘Thankfully,’ they had a nonprofit attorney who offered pro bono help. There are also multiple requirements such as having a board and by-laws. However, they did not need to have money in the bank to get started nor are federal audits required to maintain a 501(c)(3) status.

Since neither Bawla, a pharmacist, nor Diab, an ophthalmologist, were educators, they also had to figure out how to run a school efficiently and professionally. They put their trust in God and stayed determined to provide a sound environment for their girls to be able to memorize the Quran.

“We have just been the vehicles, but God is the One that has been guiding us and continuously opening doors for us,” Diab says. “Anytime we wanted to give up or hit a wall, He would show us a way. COL has so strongly been focused on Quranic education, and there’s lots of barakah (blessings) in that. Our mission has been to provide a positive atmosphere for kids to experience the Quran through love and joy and to connect with God in a beautiful way.”

This was lacking in the few programs Diab and Bawla had originally visited before opening COL. They found these places to be ‘cold’ and ‘uninviting’ and wanted to provide a better environment for their girls. The demand quickly grew, and COL added more days, more students, more grades and more subjects. The school relocated to an office space and then eventually moved into its own building in 2017. Since its inception, it has graduated 24 memorizers of the Quran. Now with 125 students, they have already outgrown their current space and are looking to expand yet again. 

“As much as we would love to accommodate more students and families, we want to maintain COL’s elements of being Quran-centered, keeping a small student-teacher ratio and not diluting what makes us special and unique,” notes Diab. 

Bawla adds that COL has always grown in a ‘careful’ way and is certain it will continue to do so with God’s help. To support, visit www.carriersoflight.com.

Tayyaba Syed is a multiple award-winning author, journalist, and Islamic studies teacher. She conducts literary and faith-based presentations for all ages and is an elected member of her local school district’s board of education in Illinois, where she lives with her husband and three children. Learn more at www.tayyabasyed.com.

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By Sadia Qureshi

Sept/Oct 2023

A Newark, N.J., mosque board secretly sells the building on grounds not approved by the community it was serving. The mosque was also a local waqf (charitable endowment) property. It seems hard to believe, but such a practice has also happened to other mosques in the U.S.

This a consequence of the absence of comprehensive and clear bylaws — something that has given rise to avoidable conflicts, as in the case of two mosques in New Jersey and three in California.

To prevent such practices, clearly defined bylaws can be the number one defense against any mosque board abusing power and resources. The board [jw2] should deal with the following issues when creating or revising bylaws: 

 • Closing loopholes. If your mosque doesn’t have a published list of bylaws, make it a top priority to create and distribute one. Bylaws consist of agreed-upon policies and procedures, regardless of the mosque’s size or operations.

If such a publication does exist, revisit and update all the vague and inadequate provisions with the guidance of a legal expert. Close any loopholes that may inadvertently grant excessive authority to the mosque’s board [jw3] and ensure compliance and transparency. Include “provisions of accountability” to protect the congregation against any arbitrary actions and manipulation that could leave the general body powerless and unable to challenge board’s decisions effectively. A “general body” is composed of patrons/community members serving the mosque, whether paying their dues or not, and are registered to vote on mosque affairs. The best practice is to have only paying members, which will avoid manipulation at election time. This general body elects the Board of Directors, an election process in which the mosque’s staff cannot participate.

• Preserving the community’s trust. For mosques operating under a waqf, maintaining its Board of Trustees’(BOT) independence from its Board of Directors (BOD) is essential for trust and transparency. Unfortunately, conflicts arise when both boards are the same or overlap, thereby allowing for potential breaches of trust and abuses of power.

To maintain the waqf’s sanctity, establish clear lines of separation through the bylaws and prevent any collusion between these bodies. Remember: In case of a conflict, the court will not honor a local waqf if the boards of the waqf and the mosque are not separate.

• Relocation and expansion guidelines. Comprehensive bylaws should provide specific guidelines in these two cases, especially when the mosque is a waqf property. The new facilities must be carefully assessed in light of the community’s needs and conducting the vetting processes — something that was not done in the above-mentioned Newark mosque.

• Use of financial resources. Defining the appropriate process and authority for accessing and deploying financial resources by any staff or board member is a key component of formulating effective bylaws. These provisions protect the mosque’s scarce funds that belong to the people it serves from being abused to achieve egotistic goals.

• Effective governance and conflict resolution provisions. Include communication systems and conflict resolution mechanisms to establish effective governance and prevent costly legal battles between the board [jw4] and the general body. Communication transparency and documentation are key to preserving community trust and financial resources.

• Legal Counsel. Without exception, every Islamic center/mosque should seek legal expertise to ensure that its bylaws are consistent, non-contradictory, and legally sound. A legal expert can identify gaps and weaknesses and suggest areas for improvement with proper legal language that safeguards the mosque’s interests and those of the community it serves.

• Removal of Board and Election Mechanisms: Bylaws should be clear and very specific on the following: how to conduct elections, how the board [jw5] can remove one of its members, how the general assembly can remove the entire board and how to govern until the next election is completed.

Well-defined bylaws are essential for effective mosque governance, or any nonprofit for that matter. Clear bylaws enhance transparency, promote community involvement and empowerment, prevent conflicts, and foster a sense of unity and purpose.

Other than the bylaws, one of the best ways to protect mosques is to make them a waqf. If the trustee has strict and systematic mechanisms in place to prevent abuse and manipulation, as in the case of the North American Islamic Trust, issues like those at the Newark mosque would not have arisen.

NAIT’s Waqf is a completely free service that ensures that the waqf continues to benefit the community, as spelled out in the waqf agreement. Selling a center or a mosque entrusted to NAIT is very rare, and a lot of strict conditions must be met before it can be sold. If you would like to protect your mosque through NAIT Waqf, call us at 630.789.9191.

Reprinted with permission from the North American Islamic Trust, Inc.

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