Structure

Board Structure

A Guide to Effective Mosque Governance Structures

A mosque's long-term stability, growth, and spiritual health depend directly on a well-defined, transparent, and accountable governance structure. Below are two common models, methods for selecting leaders, and recommendations for establishing a system that balances community representation with qualified leadership.

Section 1: Foundational Governance Models

There are two primary structures for governing a mosque:

• Model 1: Board of Directors (BOD) Only

  • A single governing body is responsible for all aspects of the mosque, from long-term vision and property management to day-to-day operations and programming.

• Model 2: Board of Directors (BOD) and Board of Trustees (BOT)

  • A two-tier system where the BOD manages the operational aspects of the mosque, while the BOT acts as a senior custodial body, overseeing major assets and providing long-term strategic oversight.

Section 2: Methods for Selecting Board Members

There are two primary methods to fill board positions, each with distinct advantages and disadvantages.

• Method 1: Election

  • Advantages:

    • Community Representation: Ensures the leadership reflects the will of the general membership.

    • Infusion of New Ideas: Encourages fresh perspectives and prevents stagnation.

    • Perceived Fairness: Creates a transparent and democratic process for leadership selection.

  • Disadvantages:

    • Politicization: Can lead to divisive campaigns and political maneuvering.

    • Popularity over Competence: May result in the selection of popular but less qualified candidates for critical roles.

• Method 2: Appointment

  • Advantages:

    • Merit-Based Selection: Allows for the direct appointment of individuals with specific, necessary skills (e.g., finance, law, construction management).

  • Disadvantages:

    • Risk of Cronyism: If not managed properly, influential leaders may appoint allies, leading to a concentration of power, lack of accountability, and potential corruption.

  • Initial Phase Recommendation: For a new masjid, it is acceptable to appoint the first board to establish stability (e.g., a 3-year term for the BOD and a 7-year term for the BOT). This should be a temporary measure with a clear transition plan to an elected system.

Section 3: A Recommended Hybrid Model for Candidate Qualification

To leverage the benefits of both election and appointment, a mosque can implement a qualification system that ensures all candidates running for election are competent and committed.

• Prerequisite for Candidacy:

  • Mandatory Committee Service: Require potential candidates to serve for 1-2 years on a committee within their area of expertise before they are eligible to run for a board position.

  • Position-Specific Expertise: Candidates must run for positions that align with their professional qualifications (e.g., individuals with financial experience for the Treasurer position). Some "at-large" positions can be available for general community leaders.

• Formal Candidate Vetting Process:

  • Establish an independent nominating committee that uses a transparent scoring system to certify candidates based on factors such as:

    • Expertise: Professional skills relevant to the board's needs.

    • Education: Formal education that supports their role.

    • History of Service: Documented volunteer hours and years of active service at the masjid.

    • Financial Commitment: A history of consistent donations, which demonstrates commitment. (This should be handled carefully to show dedication, not to create a "pay-to-play" system).

Section 4: Detailed Structure Recommendations

Model A: The Board of Directors (BOD) Only Structure (Not Recommended)

While simpler, this model concentrates significant power in one group and is less stable. If adopted, the following safeguards are critical:

• Term Length: 3 years per term.

• Board Size: 7 or 9 members to ensure an odd number for voting.

• Elections:

  • Staggered Terms: Elect 2-3 members every year. This is vastly superior to replacing the entire board at once, as it ensures continuity of knowledge and prevents disruptive turnovers.

• Decision-Making:

  • Quorum: A minimum of 50% of board members must be present to hold a vote.

  • Major Property Decisions: Require a supermajority vote of two-thirds (⅔) of the entire board.

  • Standard Decisions: Require a majority vote of the entire board (e.g., 5 votes in a 9-member board). This prevents a small faction from making critical decisions if attendance is low.

Model B: The Two-Tier BOD and BOT Structure (Highly Recommended)

This model creates a vital system of checks and balances, separating daily operations from long-term asset management and oversight.

Board of Trustees (BOT) - The Guardians

• Composition: 9-13 diverse and highly respected community members.

• Selection: The first BOT may be appointed for 6-7 years. Afterward, members should be elected.

• Term: 6 years. Permanent, lifelong positions are strongly discouraged as they lead to stagnation and concentration of power.

• Election Cycle: Use staggered elections, replacing 2-3 members every 2 years. This ensures institutional memory while allowing for new perspectives.

• Core Functions of the BOT:

  • Asset Management: Sole authority over property decisions (sale, purchase, major construction). Requires a ⅔ supermajority vote.

  • Oversight: The authority to dissolve the BOD if it severely deviates from the mosque's mission or engages in misconduct. This is an emergency power and should be clearly defined in the bylaws.

• Critical Restrictions on the BOT:

  • No Bylaw Changes: The BOT cannot unilaterally change the governing bylaws.

  • No Election Interference: The BOT must not create election lists, lobby for candidates, or interfere with the independent nominating committee's work. Their role is to certify that the process was followed, not to pick the candidates.

  • No Operational Meddling: The BOT should not be involved in the day-to-day management, programming, or operations of the masjid.

Board of Directors (BOD) - The Operators

• This board functions as described in Model A (3-year terms, staggered elections, etc.) but focuses exclusively on operations, programs, services, and executing the mission of the masjid.

Overarching Requirement for Both Models

• Audits: The work and finances of both the BOD and BOT must be subject to regular, independent internal and external audits to ensure full transparency and accountability to the community.

Types of Non-Profit Organizational Membership Structures

Non-profit organizations, including masjids, are typically structured in one of two ways:

• Non-Member-Based Organization

  • Governance is managed exclusively by a Board of Directors.

  • There are no official members with voting rights.

  • Board positions are filled by appointment from the existing board, not through a general election.

• Member-Based Organization

  • The general members hold the ultimate authority in the organization.

  • Members have clearly defined rights in the bylaws, including the right to vote in elections for the Board of Directors.

  • Members are encouraged to actively build the community by serving on committees and voting on major decisions.

Strategic Recommendation

• For the Initial Phase: A non-member structure is recommended only during the founding stages of a masjid, especially if there is significant community division or conflict. This allows a focused founding board to establish stability and core functions.

• The Ultimate Goal: A successful and thriving masjid with a supportive community must eventually become a member-based organization. This structure promotes transparency, accountability, and a true sense of shared ownership among its community members.

Organizational Structure and Oversight

Asset Ownership 

• Internal Ownership: The masjid's property and assets are legally owned by its own Board of Trustees (BOT).

• External Ownership: The property is held in trust by an external national organization, such as the North American Islamic Trust (NAIT).

Subsidiary Organizations

This covers entities like full-time schools, food banks, gyms, or banquet halls that operate under the masjid's umbrella.

• Model 1: Internal Committee

  • The subsidiary (e.g., the school) operates as a committee or department directly under the Board of Directors (BOD) or Board of Trustees (BOT).

  • Advantages:

    • Guarantees the masjid retains full ownership and control, preventing future power struggles or separation.

    • The system integrates operations, preventing conflicts between the masjid and the subsidiary.

  • Disadvantages:

    • Shared Liability: Any legal or financial liability incurred by the school becomes a direct liability for the entire masjid.

• Model 2: Separate but Connected Legal Entity

  • The subsidiary is established as its own separate legal entity (e.g., its own non-profit) but is legally tied to the masjid through its bylaws.

  • Advantages:

    • Liability Protection: Creates a legal firewall, helping to protect the masjid's assets from lawsuits targeting the school.

  • Disadvantages:

    • Complex to Structure: It is challenging to establish a legal connection that grants the masjid authority while completely preventing liability.

    • Risk of Separation: The subsidiary could legally separate from the masjid in the future.

    • Risk of Takeover: The subsidiary could grow larger and more influential than the masjid, potentially dominating its facilities and decisions.

Affiliations 

• Local: The masjid can affiliate with local interfaith groups or city-wide mosque councils.

• National: The masjid can affiliate with national organizations for resources, guidance, and a larger network.

Conflict Resolution 

• An independent body of respected community elders, scholars, or a national arbitrator must be established.

• Its purpose is to formally mediate and resolve disputes to prevent them from escalating. This includes conflicts between:

  • The Board and the general members.

  • Different masjids in the area.

Audits 

• Internal Audit:

  • An independent internal committee reviews the operations and finances of the boards.

  • To ensure checks and balances, the BOT's auditor reports to the BOD, and the BOD's auditor reports to the BOT. They issue compliance reports.

• External Audit:

  • A professional, third-party auditing firm is hired to review the finances and operations of the entire organization (both BOD and BOT).

  • They issue a formal, unbiased report on compliance and financial health, providing transparency to the community.