The document provides guidance on organizational governance for NGOs. It discusses the importance of a governing body and its role in ensuring the organization serves the interests of its beneficiaries. An effective governing body provides leadership, oversight, and accountability. It also outlines key responsibilities like planning, administration, finances, and community relations. The document stresses that a governing body should have clear purposes defined in a governing document that establishes the organization's objectives and governance structure. It provides an example structure with trustees, non-voting members, and an executive director accountable to the governing body chair. Having strong organizational governance is vital for an NGO to be truly accountable and serve its clients effectively.

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Tufeia Foundation
Capacity Building Manual - 2008
Dee Dee Vicino

2. Table of Contents
Section One: Keys to Managing Your Organization.......................................................................2
1.1 The Essentials...................................................................................................................2
1.2 Organizational Principles...................................................................................................3
1.3 Defining The Tufeia Foundation’s Mission.......................................................................6
Section 2: Organizational Governance...........................................................................................8
2.1 The Governing Body..........................................................................................................8
2.2 A Governing Document...................................................................................................10
2.3 Meetings...........................................................................................................................11
Section 3: Good Practice in Communicating between Partners...................................................12
3.1 Effective Communication .............................................................................................12
Practitioner Tip......................................................................................................................13
3.2 Suggested Protocol for Visiting Partners/Organizations.............................................14
3.3 Effective Teams and Vibrant Organizations.................................................................14
Appendices.....................................................................................................................................16
Annex 1: Stakeholder Analysis..............................................................................................16
Annex 2: A Sample Governing Document: Save Somaliland Trees Organization (SST)...17
Annex 3: Questionnaire for Visiting Partners/Teams...........................................................21
Section One:.....................Keys to Managing Your Organization
In order to effectively manage its organization, The Tufeia Foundation must consider the
essentials of organizational effectiveness, its organizational principles, and its mission. Careful
attention to these components will lead to the success and sustainability of the organization.
1.1 The Essentials
The essential ingredients of organizational effectiveness as defined in this manual include:
 Accountability
 Focus
 Trust
 Creativity
 Delivery
 Reliability
 Public Profile
If the Tufeia Foundation is to be truly accountable it will need a strong system of internal
organizational governance. This will assure its clients or beneficiaries that it exists to further
their interests, and assure its members, staff and funding agencies that its resources are being
put to the best possible use.
Without a clear focus it is difficult, if not impossible, for your organization to achieve significant
impact because its energies and resources will be poorly channeled and dissipated.
There are many ways in which an organization can win or lose the trust of its beneficiaries,
staff, funding agencies and the general public. One of the most important aspects of building
2

3. trust is to establish systems to guarantee that financial resources are responsibly managed and
efficiently used.
In an increasingly complex world, development issues are by no means simple to address, so
those working to support communities and individuals who most need justice and redress must
have creativity. A staff body that is well managed, highly motivated and working well as a team
is much more likely to succeed than one characterized by insecurity, lack of support and
opportunity, hierarchy and unclear lines of responsibility and reporting.
To effect real change in people’s lives, all NGOs develop and deliver programs. The Tufeia
Foundation must manage the delivery of its programs to its beneficiaries efficiently and
effectively – from planning through implementation to the review stage – if it is to achieve the
intended positive impact.
The foundation of an efficient, effective and high impact organization is its office administration.
The reliability of these systems must be such that they are largely invisible. An untidy, chaotic
office where important documents cannot be located easily, where visitors feel unwelcome and
telephone messages go unrecorded, gives a bad impression and undermines the efforts of the
staff team.
Last, but by no means least, it is difficult if not impossible to advance the interests of
beneficiaries without carving out a public profile for the Tufeia Foundation and its programs.
Without this it will remain unknown and isolated when it could be networking effectively with
others and building a solid reputation for delivering high quality, high impact programmers. A
solid reputation is also linked to an organization’s long-term security: it is much easier for a
reputable organization to secure funding for its work.
1.2 Organizational Principles
The principles of an NGO are reflected in the ways it works internally as an organization and
externally in its relationships with communities, clients, partners, service users or beneficiaries.
What is a principle?
A principle is a belief or rule about which people agree.
For example, the principle of sustainability is one that many NGOs believe is important for an
organization and its programs. It means approaching development in ways that are lasting,
rather than dependent on continual external assistance and intervention.
A principle is an idea or concept that people support.
For example, many people support the principles of equality and nondiscrimination.
An organization with these principles would take steps to make sure that ethnic minorities,
disabled people and women, among others, do not suffer discrimination. It would take concrete
steps towards realizing these principles through, for example, an equal opportunities policy. It
might go a step further and actively encourage and celebrate difference and diversity, in both
its staff team and its program.
A principle is something that guides everyday practice.
For example, many NGOs share the principles of democracy and accountability. This means
that they give a high premium to consultative, transparent and participatory ways of working and
decision-making. However, internal organizational democracy, transparency and accountability
are often difficult principles to practice and NGOs that advocate transparent democratic and
3

4. accountable government are more likely to be heard if they are seen to practice these principles
themselves. Some NGOs regard their accountability to staff, members and target groups as
equally important to their accountability to international funding agencies.
Clarifying organizational principles
An organization’s members together with its staff, the governing body and other key
stakeholders might want to share ideas about its principles so that they have a real stake in it
and share a common understanding of its purpose and what it stands for. The CBC has
developed a checklist of organizational principles.
4

5. 5

6. INFORMATION FOR A MISSION STATEMENT
• Founding date. On what date was the organization
formed?
• Purpose. What is the main reason the organization was
formed? What change does it intend to help bring
about?
• Focus. What type of focus does the organization have
in terms of its target groups, sectors, themes, and
strategies?
• Geographical area of work. Where does the
organization work?
• Beneficiaries. Who does the organization support (i.e.
refugees, women, street children, poor women and men,
pastoralists, landless rural residents, etc)?
• Organizational values. What does the organization
stand for?
• Type of organization. What type of organization is it
(i.e. nongovernmental, voluntary organization,
independent charity, women’s organization, non-profit,
non-political, etc)?
• Religious affiliation. Does the organization have any
ties to a religious body? If not, the mission statement
may state that it is non-sectarian (non-religious).
• Methodology. What is distinctive about the
organization’s style of working (i.e. participatory,
inclusive, empowering)?
1.3 Defining The Tufeia Foundation’s Mission
The Tufeia Foundation must clarify its key purpose and how it will achieve what it has set out to
do. The process of doing this can offer a good opportunity to build consensus within the staff
team as well as with partners, beneficiaries and other stakeholders. A written mission
statement provides a brief summary of the decisions reached during what may have been a
long process of consultation, dialogue and debate. It can be useful to share this document with
others to publicize the organization (see Chapter 8: Publicity and fundraising). Ideally, it should
be no more than a one-page summary.
What is a mission statement?
A mission statement summarizes what the organization is about. It defines its direction, and tells
others how it hopes to achieve its Ideals. The mission statement distinguishes an organization
from others by specifying what it aims to do and how. A clear and well-defined mission is
important to focus the organization. It also clarifies the organization’s style of working. An NGO
that has a mission statement will have a better idea of why it exists, whom it wants to help, and
how it will reach its goals. Such a statement is best developed when an organization is founded.
However, once an organization has been operating for some time and has a clearer mandate,
this may be an opportune moment to write it down. A mission statement has the characteristics
and contains the information outlined in the boxes below.
6
CHARACTERISTICS OF A
MISSION STATEMENT
• It is the organization’s self-
concept.
• It is a broad-based, strategic
statement of the NGO’s goals,
attitudes, orientation, and
outlook.
• It is clearly defined to serve
as a focal point, to encourage
others to identify with the
organization’s purpose.
• It is long range; it looks into
the future of the organization.
• It is brief and to the point.
• It distinguishes the
organization from others and
shows what makes it different.
• It provides focus for the
organization.

7. Tufeia’s members and its staff team can join together to share their ideas and to agree on the
common purpose of the organization and why it was formed. An organization is formed for the
good of its beneficiaries, so they should participate in the process of defining its mission, which
will provide a summary of the NGO’s agreed mandate. If only a few people take part, others
may not have a sense of ownership. Before developing a mission statement, it may help to read
those of some other organizations to get a better idea of how they look. The next step is to
identify what information the mission statement might provide about the organization by
discussing the questions outlined below.
Given what we know of the Tufeia Foundation, a sample mission statement may be include the
following:
The Tufeia Foundation is a local non-governmental organization that was organized and
accredited in 2004 and aims to restore self-determination, dignity, progress, and
economic stability to those whose heritage was disrupted by war and plagued by poverty
while carefully caring for and preserving the environment. The Tufeia Foundation was
founded for the specific purpose of providing scholarships for children, providing
computer literacy training programs for children and young adults and providing basic
skills training for young adults in Liberia. Tufeia's scope has since increased and also
includes the introduction of sustainable technologies to improve the quality of life for rural
Liberians while protecting the environment in which they live.
7
SUCCESS FACTORS FOR NGOS
 Organizational vision, which includes the positioning
of an organization within the external environment
and its flexibility to adapt to changes in this
environment.
 Individual staff capacities, skills and aptitude, and
their collective synergy.
 Organizational capacity to attract and retain a staff
body and individual staff of the caliber or potential
caliber necessary for running programs effectively.
 Organizational capacity to be accountable to funders,
governing bodies or boards, staff and partners.

8. Section 2: Organizational Governance
It is only through a system of strong organizational governance that beneficiaries can be assured that an
organization established on their behalf is indeed serving their best interests. This section provides
guidance on the role of a governing body and its trustees in the effective administration and
management of an NGO. Leadership, accountability and transparency are essential ingredients
of organizational success.
2.1 The Governing Body
There are different types of governing body with different names (for example, executive committee,
board of governors, board of directors, trustee body, leadership body) but their purpose is
always the same:
To ensure that the organization serves the interests of its
beneficiaries, clients or service users as well as it can.
It is important to think carefully about the role of a governing body in setting the overall direction of the
organization – ensuring that it benefits those whom it seeks to serve, and that it is accountable to these
people as the custodian of their interests. Think carefully, therefore, about what purposes the
governing body will serve. Examples are provided in the boxes below.
8
GOVERNING BODY LEADERSHIP DUTIES
1. Planning
• Policy development and oversight for the implementation
of policies and procedures.
• Planning the organization’s future (long and short term).
• Deciding which services or programs the organization
provides.
• Evaluating or scrutinizing the organization’s programs
and operations on a regular basis.
2. Administration
• Providing the governing body members with
opportunities to grow as leaders.
• Selecting the Executive Director and evaluating his or
her performance.
3. Finance
• Ensuring financial accountability.
• Overseeing, reviewing and approving the organization’s
budget.
• Raising funds and ensuring that adequate funds are
raised to support the organization’s work.
• Monitoring expenditure against budget.
• Safeguarding the assets of the organization.
4. Community relations
• Ensuring that programs and services appropriately
address community or client needs.
• Marketing the organization’s services and programs.
• Continuing public relations, which includes an awareness
that governing body members are agents or messengers
of the organization in the community.
• Representing the community and its interests.
ROLE OF THE GOVERNING BODY
1. To ensure the organization’s
success by providing clear
strategic direction and sound
management.
2. To provide active leadership of
the organization within a
framework of effective checks
and balances.
3. To set the organization’s
strategic aims and ensure that
the necessary financial and
human resources are in place for
the organization to meet them.
4. To ensure that the interests of
beneficiaries are always at the
center of the organization’s
thinking and work.
5. To safeguard the organization’s
(financial and human) resources.

9. A governing body is made up of trustees (the number will be specified in the governing
document). It may also comprise some non-voting members who represent particular
stakeholder groups. Normally the Executive Director will sit on the governing body but he or
she will not be a trustee and will therefore not have voting rights. The Executive Director is
selected and appointed by the governing body and is directly accountable to it, usually through
the Chair, who is responsible for managing the Executive Director’s performance. Below is an
example of a governing body structure.
9

10. 2.2 A Governing Document
A governing document outlines the purposes of an organization and how it will be run. It may also be a
trust deed, constitution, memorandum and articles of association, or another formal, legal document.
It is best to develop a governing document when in the process of establishing an organization, even if
this is not required by law or for the purposes of registration. However, such a document can also be
written later.
Because the governing document outlines the principles by which the organization is governed and
managed (as discussed in Chapter 1.2), it is important that its provisions are discussed with key
stakeholders (see Annex 1: Stakeholder analysis).
How to write a governing document
As with any key policy document forward planning will make the task of developing a governing
document much easier. The exercise below follows the steps in this process. See Annex 2 for a sample
governing document.
10
STEP 1 Identify the main headings to include in the document.
STEP 2 Use these headings for an outline of the document, and consider
which stakeholders to consult about different provisions.
STEP 3 Arrange the consultations with the various stakeholders. Make
sure that someone is nominated to take notes of key points raised.
Highlight those aspects that may be included in the draft
document.
STEP 4 If specific points are unclear or ambiguous, then a legal adviser
may be able to provide specialist advice.
STEP 5 Once the document has been drafted, key stakeholders may be
consulted again, perhaps through a workshop. Make sure that the
draft document is circulated in advance with explanatory notes,
and that someone is selected to present and explain its contents at
the workshop.
STEP 6 After the workshop, incorporate any agreed modifications or
additions and ask a legal adviser to take a final look at the
document to make sure that it complies with any relevant local
legislation.
STEP 7 Once the document has been finalized, it must be approved by the
governing body. If the document is written before a governing
body has been created, an important item on the agenda of the
body’s first meeting will be approval of the governing document.
STEP 8 Make sure that all trustees have a copy of the governing document
and that they understand its contents. This is usually the task of
the Chair.

11. 2.3 Meetings
Different meetings have different purposes and are convened for different groups of people. A
General Assembly or Annual General Meeting (AGM) is a meeting for all the members of an
organization, usually for the following purposes:
• The governing body usually reports on the year’s activities at this meeting.
• Elections are held to elect new trustees at intervals specified in the governing document.
A governing body committee meeting is only for the trustees and observer or non-voting
members of the body. Any meeting must be well organized if it is to yield positive outcomes.
Some guidelines are given below.
Rules
Applying to:
Points to Remember
Governing
Body Meetings
• Be sure to have a quorum present.
• Establish how many people are required to vote.
All Meetings
• Always take minutes of meetings. Copies of the minutes should be typed up and
distributed to those present and those who have sent apologies. A copy should also
be kept on file.
• At the start of a meeting, begin by reviewing the minutes of the previous meeting
and checking to see if any actions have been completed.
• Always have an agenda for the meeting.
• Always give those who wish to speak the opportunity to do so, and listen
respectfully to their opinions.
• Make decisions based on what is best for the organization and its target group, not
because of opinions, fear, anger or favoritism.
• After a decision is taken, always decide who will take the action, and when it should
be completed by. Make sure that all members understand the decision.
11
SUGGESTED FORMAT for MEETING MINUTES of The Tufeia Foundation’s MEETINGS
Date of meeting: [write down the complete date]
Place of meeting: [write down the exact place of the meeting]
Time of meeting: [write down the starting and finishing time]
1. Persons attending: [list everyone who was at the meeting and his or her title]
2. Agenda: [list what items are to be discussed, and if the group approves the agenda]
3. Minutes of the previous meeting: [record any changes to the previous minutes and whether they
were approved by the group]
4. Reports: [record who said what; you may have a subheading for each person who presented a point]
5. Matters arising: [give a brief report on the main points discussed]

12. Section 3: Good Practice in Communicating between
Partners
3.1 Effective Communication
Effective and continuous communication between partners is fundamental to successful
partnerships to ensuring they achieve the hoped-for goals. Such quality communication is
intricately linked with rich conversation (whether face-to-face or in writing) and a willingness to
listen and learn
Here a few examples that illustrate what we mean in this regard:
Examples of common
negative partnering
behavior
What this behavior is
likely to convey to
partners
How to transform the situation with good
communications:
• By the Individual and/or
• By the other partners
Arriving late and ill
prepared for meetings.
The meetings – and
probably the
partnership – are
unimportant.
• Identify someone else from within the partner
organization who can give the meetings greater
priority.
• As question to reveal what other priorities are more
pressing and develop a conversation about how it
could be different/better.
Making bilateral
alignments/agreement
s with selected
partners/individuals.
If we agree this
between ourselves, the
others will have to
accept it.
• Reflect on the potential negative impact on the other
partners and understand their need for involvement
and transparency
• Ask for clarification of why this alignment / agreement
has arisen, and explore how best to share bilateral
conversations with the group.
Failing to complete
agreed tasks within the
timeframe and giving
no explanation
These tasks are not a
priority and any knock-
on effect from having
neglected them is
someone else’s
problem.
• Go back to partners at an early stage and explain why
the tasks cannot be completed as planned. Seek their
suggestions for completing them in a different way.
• Revisit why the tasks are important and explore
alternative ways of completing them so that activities
and timetables are not put at risk.
Going public on views
about other partners or
the partnership to
external stakeholders.
Presenting an
individual or single
partner organization
perspective matters
more than loyalty to
other partners or the
partnership.
• Recognize the challenge of being accountable to
partners as well as to immediate line managers and
explain to partners some of the organization drivers
that have led to this behavior.
• Agree to a strategy and ground rules for going public
that take account of each partner’s particular external
communication needs.
12

13. Once a partnership – even in its earliest stages – is established, remember to do the following:
 Work out what internal communication is needed. It is important to know who will do
what and when. Agreeing to a communication plan is just as important as agreeing to a
financial plan or a business plan.
 Share communication roles and tasks between the different individuals and partner
organizations. When assigning communication tasks, play to the personal and
professional strengths of each member of the team, as well as to the communication
competencies within each partner organization.
 Seize every opportunity to build your own and your partners’ communication
competencies. This is achieved by following these simple best-practice principles:
o Be timely in your communication. Some matters require instant action, whereas
other issues need time for reflection and adjustment.
o Be consultative, not dictatorial. For example, invite contributions from others,
rather than inform them of what you have decided they need to know.
o Be flexible by keeping communication as fluid as possible, and don’t make
anything too final too soon.
o Be meticulous by dating everything and agreeing with partners to revisit, adjust
and adapt as the situation changes.
Practitioner Tip
1. Clarify
a. Be clear about each communication objective.
b. Make sure partners adhere to a common party line.
c. Consider the budget implications and allocate resources to communications.
d. Base communication strategy on a needs assessment.
2. Design and Implement
a. Balance rigor with creativity.
b. Tell good stories (e.g., how obstacles were turned into opportunities).
c. Be creative and draw on those who communicate well (e.g., storytellers,
artists).
d. Measure impact and effectiveness.
3. Evolve
a. Ensure your communication activities evolve during the life of the partnership.
b. Give opportunities for feedback on communication products, and change as
necessary.
c. Think of layers of communication over time and at different levels.
4. Be Principled
a. Be honest and authentic in whatever you say or do publicly (resist “spin”).
b. Recognize the importance of communication in building genuine trust and
transparency between partners and on behalf of the partnership.
c. Link communication efforts to stakeholders’ right to information.
13

14. 3.2 Suggested Protocol for Visiting Partners/Organizations
When hosting visiting partners/organizations, clear communication is essential for success.
Make sure you understand your partner’s mission objectives and how they envision your role in
helping them meet these objectives. It is imperative that their vision fit your mission statement
and the goals and objectives of your organization. If they do not, you may want to reconsider
the partnership.
It is also important to gather information regarding dietary, lodging, transportation, and budget
requirements and constraints. It is imperative that partnering organizations have a clear
understanding of what you can and cannot provide. If their expectations supersede your
capacity, make sure this is communicated within initial interactions. Through clear
communications, potential mishaps and hazards are easily avoided.
Please see Annex 3 for a sample questionnaire for partners/visiting organizations.
3.3 Effective Teams and Vibrant Organizations
Clearly, those individuals representing their organizations and working together in a partnership
quickly become a de facto “team”, just as the partnership itself quickly becomes a de facto
“organization”. A group of partners can be a strong team (efficient, productive and innovative) or a weak
team (impractical, unproductive and predictable), just as a partnership can be either a thriving or a
dysfunctional organization. With these factors in mind, we might usefully consider the attributes of an
effective team and a vibrant organization.
There are four other elements that need to be in place if a group of individuals is to become a
well-functioning team and if that team is in turn to contribute to developing a vibrant
organization. These include:
1. Personal mastery – continually clarifying and deepening personal vision, focusing
energies, developing patience and seeing reality objectively.
2. Mental models – reviewing and adjusting deeply engrained assumptions,
generalizations, pictures and images that influence how the individuals understand the
world and how they act.
3. Systems thinking – understanding that human endeavors are bound together by a host
of interrelated actions and patterns of behavior that may take years to fully play out their
effects.
4. Shared vision – evolving and holding onto a shared picture of the future that fosters
genuine commitment and engagement, rather than reluctant compliance.
It is possible to see each of these disciplines as dependent on clear and creative
communication. If you as practitioners build greater personal mastery, you will be better (more
patient and less impulsive) listeners. If you can adjust your mental models, you will more
willingly let go of preconceptions and prejudices, and be better able to engage with those types
of people and organizations you never previously valued. If you can see the interrelated nature
of what you – and others – do, you are more likely to think, plan and communicate more
systemically. If you and your partners work together to evolve a shared vision of a better future
14

15. (to which your partnerships will contribute), you will be better able to overcome the daily
irritations and challenges that beset your best partnering intentions.
Record-keeping a Key Issue
Not everything that happens in a partnership needs documenting, but record keeping is particularly
important in a partnership for a number of reasons, including ensuring transparency, recording
commitments and capturing the partnership’s history.
Some have argued that meticulous record-keeping is a key partnering skill because the records are so
central to partnership building and relationship maintenance, so make sure you give it appropriate
priority in your list of tasks, and – even better – make sure that all your records are as lively, succinct
and easy to access as possible.
Get into the habit of recording things at all stages and in a number of formats, whether as formal
minutes or in a personal logbook, and in written or in oral and visual formats. Having several types of
record will be invaluable, not just in keeping the partnership on track, but also in providing the raw data
for your future partnership stories.
Finally, make sure that those documents that have to appear in a final form (e.g., formal records and
legal and financial agreements) or that are intended for the public domain have been “signed of ” by all
those who have a right to do so.
15

16. Appendices
Annex 1: Stakeholder Analysis
Primary
Actors
Interests
Available
Resources
Capacity
to
Mobilize
Resources
Position
on
Issue
Children
Increased
Standard of
Living; Increase
job opportunities
Education,
Information,
Media
Technology
Medium +0
Primary
Beneficiaries
(families)
Increased
opportunities for
children
Information,
Media,
Technology Medium +0
Producers
(Business
Owners,
Farmers,
Multi-National
Corporations)
Legitimate
Illegitimate
Profitability/Child
Protection
Profitability at any
cost
Financial,
Information,
Media,
Technology,
International
Influence
Medium-
High
-1
+3
Intermediaries
Legitimate
Illegitimate
Profitability/Child
Protection
Profitability at any
cost
Financial,
Information,
Media,
Technology
Medium
-1
+3
Government of India Appeasing
International
Community
Financial,
Information,
Media,
Technology,
International
Relations
High -1
Government of Kerala
Protecting
Children,
Appeasing
National
Government
Financial,
Information,
Media,
Technology,
International
Relations
Medium-
High
-3
16
• Brainstorm who has influence over the organization’s work (including team members or staff).
• Decide which of these stakeholders are most important.
• Map the stakeholders on a ‘spider’ diagram, plotting those with the strongest influence nearest to the
office team.
• Analyze what each of these stakeholders demands from the team. What criteria do they use to judge
the organization’s success? It may help to ask key stakeholders in a questionnaire or verbally, but
guesswork is also helpful.
• is the picture coherent or are there any contradictory demands that need to be resolved?
Often, visually
mapping
stakeholders,
their interests,
resources,
capacity to
mobilize
resources, and
their positions
on issues can
help you gauge
how to best
handle them.
To the right is a
stakeholder’s
analysis
concerning the
issue of Child
Labor in Kerala,
India.

17. Annex 2: A Sample Governing Document: Save Somaliland Trees
Organization (SST)
Save Somaliland Trees was formed as a result of a group of environmental activists wanting to
come together to respond to the urgent need of the worsening situation of trees and plant life in
the Somaliland countryside and urban areas. These activists want to support local communities
through training and education to maintain their own sustainable environmental systems.
Article 1: NAME OF THE ORGANIZATION
1 The name of the organization is Save Somaliland Trees (SST).
2 The office of the organization is in Hargeisa.
3 The emblem of the organization is a drawing of two people planting a tree together.
Article 2: STATUS OF THE ORGANIZATION
1 SST is a voluntary, humanitarian, non-governmental, non-profit making, non-political and non-
partisan organization.
2 SST has legal status and personality; it has the legal right to sue or to be sued in its own
name.
Article 3: MISSION STATEMENT
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18. Save Somaliland Trees, founded in 1998 by environmental activists, intends to reverse the
environmental degradation that is occurring now in Somaliland’s rural areas so that rural and
nomadic populations have continued access to the natural resources on which they have
depended for so many years. Save Somaliland Trees supports communities throughout
Somaliland, but is focused on the areas in the northwest region. Its work is implemented
through jointly planned and implemented community and SST activities.
Article 4: OBJECTIVES
The objectives of the organization shall be to:
1 Improve the environmental conditions for nomads and rural people.
2 Advocate for the improvement of environmental legislation.
3 Raise awareness about the need to stop harmful environmental practices.
4 Serve as a forum for sharing experiences and information on environmental issues.
Article 5: VALUES
SST is committed to:
1 ensuring that all people, rural or urban, have access to the environmental resources they need
2 implementing projects according to the needs of the local communities, not of SST
3 providing support that will have a very long-term positive effect on the environment and
community
4 encouraging communities to understanding the relationships between their daily activities and
their environment.
Article 6: STRUCTURE
Save Somaliland Trees will be structured according to the following system:
• Congress
• Board of Directors
• Director
• Management Team
• Project/Office Staff.
The project and office staff’s responsibilities are described in their job descriptions, contracts,
and SST’s personnel policy.
6.1 CONGRESS
• The purpose of the Congress is to be an advisory board for helping SST to achieve its mission.
• The Congress is the highest organ of SST.
• The members of the Congress are those environmental activists who support the work of SST
and who have made a financial contribution to SST in accordance with its membership policy.
The Congress membership will be reviewed each year at its Annual General Meeting (AGM)
and those who have not paid for more than three months will be dismissed from their duties.
• The Congress holds its AGM every year in January. The Congress may hold an extraordinary
meeting if two-thirds of its members request one.
• The responsibilities of the Congress are:
• Approving appointments to the Board of Directors
• Approving the constitution and membership policies
• Reviewing the achievements of the previous year
• Contributing to the design of the plan for the next year.
• Cessation of the Congress membership is by:
• • Not paying membership fees for more than three months
• • Vote of the Congress members by at least 2/3 of all members
• • Death
• • Resignation
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19. 6.2 BOARD OF DIRECTORS (BOD)
1 The BOD’s purpose is to provide organizational leadership.
2 The BOD is answerable to the Congress and supervises the Director.
3 The BOD term is one year but members may be re-elected for up to three years.
4 The BOD members are nominated by the management team of the organization and then
approved by the Congress at its AGM.
5 The BOD will have seven members.
6 The responsibilities of the BOD are:
• • Making decisions about the organization that are not part of the daily running of SST
• • Approving organizational policies, structure, programs, and plan of action or strategic
plan, and budget
• • Organizing the Annual General Meetings of the Congress
• • Fundraising, with the help of the management
• • Overseeing the affairs of SST between Congress meetings
• • Proposing all membership policies, including determining and adjusting the
membership subscription as necessary, for approval by the Congress
• • Approving financial transactions above five thousand dollars
• • Auditing, monitoring and evaluating the organization.
7 The meetings of the BOD are monthly.
8 Cessation of BOD membership outside of the annual vote is by:
• • Dismissal by the Congress by a 2/3 majority vote of all members
• • Death
• • Resignation.
6.3 EXECUTIVE DIRECTOR
1 The purpose of the Director is to be the leader of the organization’s daily activities.
2 The Director is answerable to the BOD and is the head of the Management Team.
3 The Director is hired on an open contract by the BOD and may be employed as long as the
BOD is satisfied with his or her work.
4 The responsibilities of the Director are:
• • Implementing the policies of the organization
• • Representing SST when signing agreements on behalf of SST
• • Hiring and dismissing the heads of departments and projects
• • Approving all financial disbursements
• • Ensuring financial transparency of the organization
• • Coordinating the running of day-to-day activities
• • Promoting SST and ensuring good relations with the community and government
• • Reporting quarterly on all activities to the BOD.
5 Cessation of the Director position is by:
• • End of contract
• • Dismissal by the BOD by five or more votes, in accordance with SST’s personnel policy
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20. • • Death
• • Resignation.
6.4 MANAGEMENT TEAM
1 The purpose of the Management Team is to implement SST’s daily activities.
2 The Management Team is answerable to the Director, and supervises the departments and
projects of the organization.
3 The Director hires the Management Team members depending on their experience and
qualifications in accordance with SST’s personnel policy.
4 The members of the Management Team are the Director and heads of the departments.
5 The responsibilities of the Management Team are:
• • Implementing daily activities
• • Supporting the staff of the department and managing the departmental resources
• • Appointing and dismissing project or departmental staff after receiving approval from
the Director
• • Assisting the Director in making managerial decisions
• • Reporting weekly to the Director about the ongoing activities of the projects in the
department.
6 The meetings of the Management Team should be at least weekly.
7 Cessation of Management Team membership is by:
• • Dismissal by the Director in accordance with SST’s personnel policy
• • Death
• • Resignation.
Article 7: FINANCE
The income of SST shall be derived from:
1 contributions from the beneficiaries of SST’s work
2 fees paid by the Congress members’ funds provided through agreements with development
agencies for implementing projects.
Receiving, disbursement and reporting of the organization’s funds will be defined by the SST
financial policy.
Article 8: PROPERTY OF THE ORGANIZATION
All property of SST shall be registered in the name of the organization and managed and used
according to the organizational fixed asset and inventory policy.
Article 9: DISSOLUTION OF THE ORGANIZATION
Save Somaliland Trees will only be dissolved by joint resolution of the Congress, Board of
Directors, Director, and Management Team supported by a vote of no less than 4/5 of all
delegates present. If less than 2/3 of all delegates are present, then the vote may not be
passed, regardless of its outcome.
Article 10: INTERPRETATION OF THE CONSTITUTION
The responsibility for the interpretation of the terms of this constitution or any matter arising in
connection with its meaning is that of the Congress by a 2/3 majority, with at least half of all
delegates present.
Article 11: APPROVAL OF THE CONSTITUTION
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21. The Congress of Save Somaliland Trees, whose signatures are attached, approves this
constitution on 1 May 2000. This constitution is binding until the ratification of a later one by
unanimous agreement of the Congress of SST.
Annex 3: Questionnaire for Visiting Partners/Teams
1. What are your mission objectives?
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
____
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22. 2. How would you define the Tufeia Foundation’s role in helping you meet these objectives?
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
____
3. What are your dietary requirements (per person)?
a. Number of meals per day _________________
b. Number of snacks per day _________________
c. Amount of water needed per day _________________
d. Dietary restrictions
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
___
e. Does anyone on your team require a varied menu? If yes, please explain.
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
___
4. What is your budget (per person)? _____________________________________________
5. Do you have specific lodging requirements? If so, please explain:
__________________________________________________________________________
__________________________________________________________________________
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23. __________________________________________________________________________
__________________________________________________________________________
____
6. Travel Needs:
a. Do you require a 4WD vehicle? (If traveling outside of Monrovia, you will need
a 4WD vehicle). ____________
b. How many people are traveling in your team? ____________
c. How many personal items/luggage pieces will they bring? ____________
d. Will you bring additional supplies? ____________
If yes, please very specific in describing supplies:
i. Description
____________________________________________________________________
____________________________________________________________________
__
ii. Quantity
____________________________________________________________________
____________________________________________________________________
__
iii. Size
____________________________________________________________________
____________________________________________________________________
__
iv. Weight
____________________________________________________________________
____________________________________________________________________
__
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24. 7. Do any of your team members have special medical conditions/needs that we should be
aware of? If yes, please explain:
__________________________________________________________________________
_
___________________________________________________________________________
8. Does your organization have specific travel guidelines/organizational rules for its team
members? If yes, please attach so that the Tufeia Foundation is aware of these rules and
guidelines.
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