COSMOPOLITAN AID FOUNDATION (CAF) seeks individuals to serve as Trustees who are active in our communities. Many of these individuals are business and civic leaders who have executive positions or other relationships with companies or other non-profit organizations in Ghana and beyond.
2) Senior Chair----------------------------------Dr. Michael Quaye
3) Senior Chair ---------------------------------Mr. Daniel Matey
4) Senior Chair--------------------------------- Madam Elizabeth Akoto Bamfo
5) CEO, President (Executive Trustee)-----Dr. Emmanuel Yao Voado, MD
6) Vice Chair-------------------------------------Mr. Stephen Tikai Dombo
7) Vice Chair-------------------------------------Dr. Clement Hammah
8) Secretary--------------------------------------Mr. Enoch Boateng
9) Asst. Secretary-------------------------------Mr. Jonas Aboanor
10) Treasurer--------------------------------------Mr. Emmanuel Nyavor
2. Madam Kimberly Wiefling, MS
3. Madam Diane Davis
4. Chief Kwansiafamu Oseadeyo Barimah Kofi Anim Hanteli, Abrenponhene of Banda, Ahenkro Traditional Area in the Brong Ahafo Region.
5. Torgbui Adontsiri Kudze Wilson
6. Mr. Chris Azumah (E.J.C.K)
7. Pastor Daniel Lord-Anim
8. Mr. Paul Kisseih
9. Mr. Anthony Apedzi
10. Mr. Kingsley Cudjoe
11. Mr. Cephas Agbozo
12. Miss. Matilda A. Dziedzorm Agbe
13. Mr. Dzidzornu Nyavor-Dusi
14. Mr. James Appiah
15. Mr. Paul Darko
16. Mr. Ebenezer Mensah
17. Mr. Benjamin Adomah
18. Mr. Ernest Tamakloe
19. Mr. Elijah Osae
20. Mr. Sylvester James Digoh
21. Mr. Paul Sablah
This governing body is authorized to conduct the affairs of the organisation between meetings of the board of trustees. It is to meet as frequently as is necessary to fully and adequately conduct the business of the organisation. At a minimum, there should be at least 4 meetings annually.Voting at the Officers of the Board of Trustees meetings shall be by show of hands on a majority basis. If there is a tied vote then the chairperson shall have a second vote.
Power to set up sub-groups and working parties as deemed necessary and these sub-groups and working parties shall be accountable to the committee.
MINUTES: Minutes of each meeting of the board of trustees and its executive committee are to be produced, distributed to each member of the governing board, and archived for future reference. The minutes also are to be available to the association’s membership, officers, staff, and the general public, with the exception of discussions related to personnel evaluation and other such confidential information.
The Committees of the Board of Trustees generally meets eight times per year, including an annual meeting during which Officers are elected and Board Committee members are appointed. The Board of Trustees shall have the following Committees:
- Audit Committee
- Compensation Committee
- Conflict of Interest and Managing Innovations Committee
- Development Committee
- Finance Committee
- Governance Committee
- Government and Community Relations Committee
- Research and Education Committee
- Safety, Quality and Patient Experience Committee
The board of trustees is crucial to CAF and is responsible for many specific tasks. The board’s main task is to govern and oversee the operations of the organisation through acting as fiduciary. In other words, the board is legally, financially, and morally responsible for the organisation. Each individual member of a board is significant and holds many responsibilities that help contribute to his/her work on the board as a whole. The five main tasks listed below outline crucial responsibilities of the board as a whole, focusing on how each individual member can effectively contribute to these tasks.
A board of trustees as a whole is responsible for creating and defining the mission of an organisation. This is usually done in the form of a mission statement. This statement includes:
- The purpose of CAF
- The core values of CAF
- What CAF seeks to accomplish.
The mission statement is not set in stone. The board of trustees is responsible for reviewing it regularly in order to assess whether any revisions are necessary. One way in assessing whether this is necessary is to look at the programmes, activities, and/or fundraisers of CAF to make sure the organisation has not drifted from its purpose.
The board member is individually responsible for:
- Knowing and understanding an organisation’s purpose and mission statement
- Being able to explain what CAF does and what population it targets
- Being able to provide people with general information about CAF’s programmes and activities
- Explaining your personal reasons for being a part of the board and what your individual goals are.
The responsibility that the board has of choosing and hiring a chief executive trustee is significant because he/she is essentially handling and managing the entire organisation. Before selecting an executive trustee, the board of trustees must wholly review the mission and purpose of the organisation and then agree on what their expectations are. They must agree on what kind of person they are looking for and what kind of person would positively contribute to CAF.
In talking to and interviewing candidates, the board must:
- Be clear about the job description and what the job essentials are
- List both general and specific responsibilities
- Look for desirable personal attributes, strong communication skills, and efficient management and organisational characteristics
- Be honest about any problems CAF is currently experiencing.
Lastly, the board is responsible for understanding what their tasks are and how they are different from those of the executive trustee. For example, they must be aware of the fact that their primary responsibility is governance of CAF, while the chief executive is responsible for management and hiring all other staff. However, just as the chief executive is expected to support the board, the board must work well with and support the chief executive in his/her decisions.
The board member is individually responsible for:
- Counselling (when necessary) and supporting the chief executive
- Consulting the executive trustee and keeping him/her updated on your tasks and activities
- Working collectively with the board to appropriately evaluate the work of the executive trustee
- Advising the chief executive about the advantages of partnerships if you are knowledgeable about and/or part of another organisation.
The board is unanimously responsible for the careful and prudent use of money within the organisation. In order to meet this responsibly, the board should determine what the financial policies are: Most importantly, the board should help develop and approve the annual budget. This is a significant responsibility because approving the budget has a domino effect on all other priorities within the organisation. It is important that the approval is done by no one else—not even the executive or finance committee.
In overseeing the budget, board members should receive financial and accounting balance sheets and reports. This ensures that everybody is up to date on the financial situation and changes can be made if necessary. Lastly, board members as a whole should be insistent upon an annual audit. However, the board members should not perform the audit, but should regularly meet with an independent auditor who should be assessing the financial situation.
- Maintaining confidentiality of the board’s meetings and financial related issues
- Never accepting/offering bribes or favours with anyone who is associated business-wise with the organisation
- Being cautious and careful with any controlling and transferring of funds
- Making sure he understands and is up to date with CAF’s financial statements and situation
- Fulfilling his role of a fiduciary. Giving an annual contribution based on personal means
- Participating actively in fundraising (i.e. writing letters, soliciting, planning events)
- Sharing with the community successful fundraising strategies and fundraising needs
- Sharing enthusiasm and commitment to/about the organisation’s fundraising activities
- Using business people and other prominent contacts in the community to provide financial resources to CAF
- Planning lunches/events to provide financial contacts for CAF.
- Suggesting nominees to the board who are achieved men/women you may know from the community
- Conveying to the community enthusiasm about CAF
- Speaking to the community, friends, and other personal contacts about CAF
- Providing publicity for CAF at events/galas
The role of the board of trustees of CAF focuses on the board responsibilities as a whole. The previous five points attempt to shed some light on the role of the individual and how important he/she is in contributing to the overall make-up of the board. Most importantly, individual members must perform their jobs competently and efficiently while being able to work well with other board members and establishing a healthy and responsible working relationship with them.
Providing resources for CAF relies very much on individual board members and their ability to attract and influence large donors. However, there are some responsibilities of the board as a whole that need to occur first. The board of trustees is responsible for:
- Ensuring that CAF has enough human and financial resources to serve its mission and purpose.
- Working with the chief executive, who is often times the chief fundraiser, in setting fundraising goals.
- Formulating a fundraising strategy and approving a case statement that explains why CAF needs money and what it will be used for.
- Working together as a group to monitor, oversee, and guide fundraising activities.
The board of trustees is responsible for acting as the voice of CAF. They are responsible for articulating the goals, mission, and purpose of the organisation in order to promote it and help the community understand what they do. They must ensure that they collectively listen to the needs of the community and make any necessary changes that will enable them to serve the community to the highest potential. Board members are also responsible for making sure CAF can support outreach to the community through a significant and successful public relations strategy. Along with this, they should help in developing strategies for community outreach.
- The board of trustees of CAF shall hold an Annual General Meeting (AGM) at not more than 15 month intervals.
- Where possible members shall be notified personally, otherwise notice will be deemed served by advertising the meetings in at least five public places giving at least seven clear days’ notice of the AGM.
- If face-to-face meetings are not required by local or national law and the organising documents, then communication technologies can aid in conducting frequent meetings.
- The business of the AGM shall include:
- Receiving a report from the Chairperson of the group’s activities over the year.
- Receiving a report and presentation of the last financial year’s accounts from the Treasurer on the finances of the group.
- Electing a new Committee and considering any other matter as may be appropriate at such a meeting.
- The quorum for Annual General Meeting shall be at least two thirds of which virtual communication is allowed to assure the participation of the majority of the members of the board.
The board of trustees shall be responsible for its own conduct. This governing body is to establish written expectations for board members (including expectations related to service on committees, attendance at meetings, and participation in fundraising and programme activities), and annually evaluate its own performance. The governing body is to establish job descriptions for its officers (chair, treasurer, secretary, etc.).
CAF invites celebrities with demonstrated interest in its health and humanity mission to use their fame to draw attention to CAF’s vision in order to attract donors and stakeholders. This may take the form of public advocacies, visits to branches, draw media attention, and use of their political access to promote CAF causes.
These also include members of the governing body but not limited to members of the governing body who shall serve as ambassadors for the organisation, articulating its mission, accomplishments and goals to the public, and garnering support for the organisation.