Cosmopolitan Aid Foundation (CAF) is a non-profit organisation (NGO) englobed in The Kingdom City which is the complex of massive projects through local and outreach programmes, which will help alleviate the problems of the helpless, the destitute, the orphans and vulnerable children, the widows and their children, the elderly, the mentally disabled, the physically disabled including the deaf and the blind, students, patients and the public at large.
Our mission is to deliver the captive of destiny who will then rebuild the ancient ruins and restore the former devastations (poverty) of many generations.
Cosmopolitan Aid Foundation (CAF) was founded by Dr. Emmanuel Yao Voado, MD. It was established in Ghana as a charitable Trust Deed duly registered on 21st February, 2014 at the Registrar-General's Department in Accra with the registration number CG089012014. Recently, on the 16th January, 2015 the foundation's name was changed from Mawuena Foundation to CAF. In the future as part of the vision, we will have sister charities registered in other countries.
As an employer, CAF also contributes to the development and vitality of its communities.
We have started with the Outreach to different communities in Ghana with our own resources and we are looking forward to Cosmopolitan Donors to come together and become a miracle in the lives of the helpless, the destitute, the poor, the weak and vulnerable in our societies, helping them to accomplish their divine purpose-driven dreams, taking them from the category of "Mr. Nobody" to that of "Mr. Somebody".
As coalition builders, in the effort of making our projects become auto-sustainable, we will work co-operatively with all individuals and groups, for profit and not for profit corporations and organisations, with government agencies and international bodies committed to the fight to extend help to the needy, subject only to the policies and priorities set by our governing bodies.
We are calling on the aforementioned entities and groups to partner with us to make this dream, which is achievable to come to fruition. During this partnership, the profit of the joint venture will be shared between our foundation and our partners so that we can accomplish our mission of helping thousands of vulnerables to make it to stardom.
Sustainable progress, peace, and justice require that all organisations contribute to the common good. Thus, Cosmopolitan Aid Foundation (CAF) should integrate self-development and service to others, balancing individual and public concerns, focusing on higher, broader, and more public levels of service.
1. Responsibly maintaining itself, CAF should conduct its activities for the sake of others, whether for the public at large or a particular segment of the public.
2. Public money must not be misused for selfish purposes and all public assets are to be treated with utmost seriousness, as a public trust.
3. CAF will recognize that its conduct and activities impact on the public’s perception of NGO and that it shares responsibility for the public’s trust of the NGO.
4. CAF will exhibit a responsible and caring attitude towards the environment in all of its activities.
1. CAF will not violate any person’s fundamental human rights, with which each person is endowed.
2. CAF ascertains that all people are born free and equal in dignity.
3. CAF will be sensitive to the moral values, religion, customs, traditions, and culture of the communities it will serve.
4. CAF will respect the integrity of families and support family-based life.
CAF will respect religious freedom.
1. CAF will be transparent in all of its dealings with the government, the public, donors, partners, beneficiaries, and other interested parties, except for personal matters and proprietary information.
2. CAF’s basic financial information, governance structure, activities, and listing of officers and partnerships shall be open and accessible to public scrutiny and CAF is to make effort to inform the public about its work and the origin and use of its resources.
3. CAF will be accountable for its actions and decisions, not only to its funding agencies and the government, but also to the people it serves, its staff and members, partner organisations, and the public at large.
1. CAF will give out accurate information, whether regarding itself and its projects, or regarding any individual, organisation, project, or legislation it opposes or is discussing.
2. CAF will fulfil its obligations under the laws of the nation in which it is organised or works, and must be strongly opposed to, and not be a willing partner to, corruption, bribery, and other financial improprieties or illegalities.
3. CAF will have a policy for staff and volunteers to confidentially bring evidence to the governing body of misconduct of anyone associated with the organisation.
4. CAF will meet all of the legal obligations in the countries in which it is organised or works. Such obligations may include laws of incorporation, fundraising legislation, equal employment opportunity principles, health and safety standards, privacy rules, trademark and copyright legislation, etc.
5. CAF will take prompt corrective action whenever wrongdoing is discovered among its staff, governing body, volunteers, contractors and partners.
2. BOARD OF TRUSTEES. Each member of the board of trustees shall fully understand and support the mission of the organisation.
3. PUBLIC AVAILABILITY. The mission statement of the CAF shall be made available to all officers, members, staff, partners, donors, programme beneficiaries, and the public in general.
4. EVALUATION. The mission of the CAF shall be reviewed periodically (every two or three years) to determine if it is still relevant. Among issues to evaluate:
a) whether the mission has been fulfilled, either by the organisation or another entity, and thus whether there is a need for the organisation as currently constituted to continue to exist
b) whether the mission should be revised to reflect societal changes
c) whether there is a desire for the organisation to address new needs which might require a new mission statement.
2. EFFECTIVE AND EFFICIENT. The programmes of the organisation shall effectively and efficiently work towards achieving its stated mission.
3. FEEDBACK. The organisation shall regularly seek feedback on its activities from project beneficiaries, as well as other stakeholders.
4. EVALUATION. The activities of the organisation shall be critically examined periodically to determine their relevancy to the mission, their efficiency and effectiveness, the value of continuing the programmes or revising them, and the need for new programmes.
Among issues to evaluate are:
i. whether the activities are consistent with the current mission of the organisation or whether they need to be revised or discontinued in light of changes in the mission
ii. the efficiency and effectiveness of the programmes in achieving CAF’s objectives
iii. the outcomes for the programme beneficiaries
iv. the cost of the programme relative to its outcomes and
v. whether new services should be offered. Evaluations shall be open and honest and include input from stakeholders.
5. PROFESSIONALISM. The organisation shall carry out its activities with professionalism and centredon the concept of serving others.
6. PERCENTAGE OF EXPENDITURES. The organisation shall spend at least 65% of its total expenditures (including fundraising costs) on programme activities, and ideally more than 80%. If the organisation does not meet this 65% standard, it should provide reasons why its higher overhead and fundraising expenditures are reasonable. Possible explanations for not meeting this standard could be the higher administrative and fundraising costs of a new organisation and exceptions related to donor restrictions or unusual political and social factors.
To serve the needs of our patients, orphans and vulnerable children, helpless, destitute, widows and their children, elderly, mentally disabled, physically disabled including the deaf and the blind, students and the public at large.
To support the global endeavour by effectively addressing global and regional issues, through, our advocacy work, collecting and providing information and knowledge on these groups of people and through innovative services and tools that helps in alleviating their problems and elevating their social stature and offering information on what we do.
We want to transform the helpless, the destitute, the orphans and vulnerable children, the widows and their children, the physically disabled from "nobody” to "somebody" and restore the health of the mentally disabled and patients to reposition them to play their purpose-driven roles in the society.
CAF ethos can be summed up by the famous adage; “Give a man a fish and you feed him for a day; teach a man to fish and you feed him for a lifetime.”
1. As coalition builders, we will work co-operatively with all individuals and groups, with/for profit and not for profit corporations and organisations, and with governments and international bodies committed to the fight to extend help to the needy, subject only to the policies and priorities set by our governing bodies.
2. We undertake to be open, honest, and accountable in our relationships with everyone we work with and with each other. We endeavour to perform our duties honestly, faithfully and efficiently, respecting the rights of national branches and of our colleagues.
3. We will be politically non-partisan and non-sectarian in our work.
4. We will strive to fight for the helpless and the destitute vigorously and courageously wherever the need has been reliably identified.
5. The decisions we take will be based on sound, objective and professional analysis and high standards of research.
6. We will only accept funding that does not compromise our ability to address issues freely, thoroughly, and objectively.
7. We will provide accurate and timely reports of our activities to our stakeholders.
8. We will respect and encourage respect for fundamental human rights and freedoms.
9. We are committed to building, working with and working through national branches worldwide.
10. In our operations and recruitment policies, we will strive to create equal opportunities for all, and achieve balanced and diverse representation with respect to gender and religion, as the diversity of the movement we serve requires.
2) Senior Chair
3) CEO (Executive Trustee)
4) Vice Chair
5) Vice Chair
7) Asst. Secretary
9) Asst. Treasurer
Officers of the Board of Trustees must be at least 18 years old. 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.
1. Audit Committee
2. Compensation Committee
3. Conflict of Interest and Managing Innovations Committee
4. Development Committee
5. Finance Committee
6. Governance Committee
7. Government and Community Relations Committee
8. Research and Education Committee
9. Safety, Quality and Patient Experience Committee
1. The purpose of CAF
2. The core values of CAF
3. 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 the 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 activities, plans and products
• Explaining his/ her personal reasons for being a part of the board and what his/ her individual goals are.
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 their 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 they are knowledgeable about and/or part of another organisation.
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.
• 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. 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.
• 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.
b) 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.
c) 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.
d) 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.
e) 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.
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.
2. Chief Administrative Officer (CAO)
3. Chief Financial Officer (CFO)
4. Chief Human Resources Officer
5. Chief of Facilities Development & Engineering
6. Chief of Policy Development and Strategy
7. Chief of Monitoring and Evaluations
8. Chief of International Relations
9. Chief of Security
10. Chief of Information Technology
11. Managing Director of the Cosmopolitan Miracle Hospitals
12. Managing Director of the Cosmopolitan Miracles Outreach Team
13. Managing Director of the Cosmopolitan Widows Empowerment Centre
14. Managing Director of the Cosmopolitan Physically Disabled
15. Managing Director of the Cosmopolitan Home for the Elderly
16. Managing Director of the Cosmopolitan Mental Health Centre
17. Managing Director of the Cosmopolitan Orphans and Vulnerable Children.
18. Rector of the Cosmopolitan Vanguard University
19. Managing Director of the Cosmopolitan Hospitality Industry
20. Managing Director of Cosmopolitan Sports Complex
21. Managing Director of Cosmopolitan Missions
22. Managing Director of Cosmopolitan Media
23. Managing Director of Cosmopolitan Productions
24. Managing Director of Cosmopolitan Shopping Mall
25. Managing Director of Cosmopolitan Museums
26. Managing Director of Cosmopolitan Library
27. Managing Director of Cosmopolitan Apartments and Hostels
28. Managing Director of Cosmopolitan Airport
29. Managing Director of Cosmopolitan Farms
30. Managing Director of Cosmopolitan Food Processing Industries
31. Managing Director of Cosmopolitan Constructions Ltd
32. Managing Director of Cosmopolitan Festivals
33. Managing Director of Cosmopolitan Gloria Fashion and Fabrics
34. Managing Director of Cosmopolitan Pharmacy
35. Managing Director of Cosmopolitan Airlines
36. Managing Director of Ima Interior Décor
37. Managing Director of Cosmopolitan of the Universal Bank
• We will endeavour to respond to all requests from our National Chapters fairly and expeditiously.
• We will communicate and consult with each other openly and collegially in a manner that assists each of us to fulfil our duties and responsibilities faithfully and efficiently.
• We will respect the privacy and private lives of our colleagues when dealing with personal information.
• We undertake to ensure adequate consultation with any staff member before making any decision, which may impact upon that staff member.
1. NOT-FOR-PROFIT. CAF is to be organised and operated as a not-for-profit organisation. Any surplus that is generated through its operations is to be utilized solely to help the organisation fulfil its mission and objectives. No part of the net earnings of CAF is to inure to the benefit of the trustees, officers, members or employees of the organisation, or to any other private persons, except that CAF may provide reasonable compensation for services provided to the organisation.
2. TRADE OR BUSINESS. The organisation is not to be operated for the primary purpose of carrying on a trade or business, unrelated to its mission and stated objectives.
3. GOVERNING INSTRUMENT. CAF’s governing instrument shall prevent the organisation from distributing profits or assets for the benefit of individuals both during operation and when winding up.
2. POLITICALLY INDEPENDENT. The organisation shall maintain independence and not be rigidly aligned or affiliated with any political party, although it may share a common political or legislative cause within the limit of its mission, stated objectives and legal structure. By itself, being non-governmental does not mean that CAF is prohibited from political activity, although certain types of CAF’s activities may be proscribed by their nations from political and legislative activity, such as tax-exempt organisations in the United States, which are prohibited from participating or intervening to any substantial extent in attempts to influence legislation or participating in political campaigns to support or oppose any candidate(s) for political office. However, if CAF is permitted to do political and legislative activity it shall only engage within the limit of its mission and stated objectives.
2. ORGANISING DOCUMENTS. The organising documents (such as by-laws, a written constitution, or memorandum of association) shall clearly define the mission, objectives, governance structure, membership rights and obligations, if any, and rules of procedure.
3. LEGAL RECOGNITION. These organising principles apply whether or not CAF is legally recognized by any government.
2. SELF-GOVERNING. The organisation shall govern itself autonomously, according to whatever governance structure it selects for itself. It shall be equipped to control its own activities.
2. CONTRIBUTIONS FROM VOLUNTEERS. In order to achieve its mission and objectives, the organisation is to have meaningful contributions from volunteers. These may include both the target group and supporters.
3. VOLUNTEERISM OF GOVERNING BOARD. Those who are part of CAF’s governing body (generally the board of trustees) are to serve in a voluntary capacity, for no pay.
2. ORGANISING DOCUMENTS. The organisation’s governance structure - including rules relating to the conduction of business by the governing body and, if applicable, an executive committee that acts between board meetings, and the procedure for electing and appointing officers and their roles - is to be clearly specified in the organising documents (by-laws, etc.) and available to all interested parties.
2. UNRELATED TRUSTEES. The governing body is to have at least three members, who are not closely family related, and preferably should have at least five unrelated members. Family relationships are accepted between two members at most, but then the board should have seven or more members.
3. POLICIES ON PAID STAFF. The organisation shall have a policy restricting the number of paid staff who are voting members of the governing body, ideally to no more than one person or 10% of the governing body. An indirectly or directly compensated person should not serve as the governing body’s chairman or treasurer.
4. TERM LIMITS. Term limits are to be established for membership on the governing body. Consideration should be given to both the maximum number of years that can be served in an individual term and the number of consecutive terms allowed. It is generally preferable to limit board service to a maximum of three-year terms and three consecutive terms, with at least one year required before a member becomes eligible for re-election after completing the maximum number of consecutive terms.
5. NOMINATING COMMITTEE. The procedure for nominating members to serve on the governing body shall be known to members and other relevant parties.
6. DIVERSITY. The governing body should have broad representation, reflecting the diversity of CAF’s constituencies. CAF may enhance participation of members from diverse geographical distances if the organisation’s by-laws, and the local or national law, allow meetings via such technologies as teleconferencing.
7. BY-LAWS. Each member of the governing body is to be presented with the bylaws of the organisation and be familiar with these bylaws.
8. COMPENSATION. Members of the governing body are not to receive compensation for their board service. They may receive reimbursement for expenses directly related to their board duties.
2. MATTERS IMPACTING A TRUSTEE. No trustee shall participate in deciding a matter directly impacting that individual (such as re-election to the governing body, personal remuneration, etc.)
3. DISCLOSURE. Each trustee shall disclose all potential and actual conflicts of interest; including each institutional affiliation he or she has that might possibly involve a conflict of interest (such as sitting on a board of another NGO with overlapping goals and missions). Such disclosure does not preclude or imply ethical impropriety.
4. WRITTEN CONFLICT OF INTEREST POLICY. The governing body shall develop a written conflict of interest policy, which is applicable to the trustees and to any staff and volunteers who have significant decision-making authority regarding the organisation’s activities or resources, as well as relevant organisational partners.
5. SIGNATURE. The governing body shall provide its members with the written conflict of interest statement, which should be signed by the individual at the outset of each term of service.
6. LOANS TO MEMBERS OF THE GOVERNING BODY. If CAF has provision for making loans to members of the governing body, there shall be a policy describing how the loans operate. All loans or transactions with members of the governing body are to be included in CAF’s full financial reports and publicly disclosed.
• We will not accept directly or indirectly any discount, gift, entertainment, or favours (referred to as gifts) that may influence or be perceived to influence the exercise of our function, or the performance of our duties or our judgment.
• All gifts between the value of $20 and $100 will be registered as provided in the next paragraph, and all gifts from a value of $100 or more will be refused.
• Registration Process: All gifts will be reported to the supervising officer and recorded on a document managed by the Ethics Advisory Committee that is available to all CAF staff.
• We will ensure that CAF resources will be used effectively. Assets under our control will be used for no purpose other than for the advancement of CAF’s objectives.
• When private travel is added onto CAF related travel, we will notify our supervisor before the trip and will meet any extra costs that this may entail.
• We will so arrange our private affairs as not to engage in any activity that might impair the credibility of CAF by giving the impression that CAF is fostering individuals, public or private institutions whose behaviour is perceived as not being in accordance with CAF’s values.
• We will not use CAF business relationships to solicit or obtain favours or improper benefits in private life.
• We will not allow our political affiliations and/or activities to unduly influence or interfere with the political neutrality that is the hallmark of CAF movement.
• We will treat information obtained in the service of CAF with confidentiality, when its nature calls for it or when this is explicitly requested, and will not use any such information or materials to further a private interest. This obligation continues after the staff’s separation from CAF.
2. ANNUAL BUDGET. The organisation’s annual budget is to be approved by the governing body, and is to outline projected expenses for programme activities, fundraising, and administration. CAF is to operate in accordance with that budget.
3. INTERNAL FINANCIAL STATEMENTS. Internal financial statements shall be prepared regularly and provided to the governing body. Any and all significant variations between budgeted expenses and actual expenditures, and between budgeted revenues and actual revenues, are to be identified and explained to the governing body.
4. FINANCIAL POLICIES. CAF shall have established financial policies, suitable for the size of the organisation, regarding the receiving and disbursement of financial resources, investment of assets, purchasing practices, internal control procedures (such as policies for signing cheques), and so forth.
5. INTERNAL CONTROL PROCEDURES. The organisation’s internal control procedures shall have a safeguard against a person having the power to issue a cheque to himself or herself, such as requiring an additional signature. The organisation’s internal control procedures shall have a safeguard against one person being able to issue a cheque over a certain amount (such as two signatures being needed over $5,000) and shall have restrictions on cheques made out to cash.
6. AUDIT. If the organisation has substantial annual revenue, the accuracy of the financial reports shall be subject to audit by an independent, qualified accountant. If CAF has a small gross income it shall have a review by a qualified accountant.
7. PROFESSIONAL STANDARDS. The organisation shall adhere to professional standards of accountancy and audit procedures as stipulated by the law in its nation, and fulfil all financial and reporting requirements.
2. ATTORNEY REVIEW. The organisation shall obtain attorney review of the organising documents of CAF to make sure that they are in compliance with existing laws and regulations, and shall make recourse to attorney services as appropriate to ensure continued legal compliance.
3. LIABILITY INSURANCE. The organisation should consider having liability insurance, if available and applicable.
4. INTERNAL REVIEW. The organisation periodically shall conduct an internal review regarding compliance of the organisation with current laws and regulations and summaries of this review should be presented to members of the governing body.
i. accept resources only from donors who share our values.
ii. seek a balanced distribution between resources obtained from public sector, private sector, foundations and charities, and contributions from individuals
iii. seek a multitude of donors in any aforementioned category
iv. not accept resources granted under condition or structured such that CAF refrains from independent action, pursues activities inconsistent with its mission, or refrains from pursuing activities consistent with its mission.
Both the board of trustees and the executive trustee (CEO) will be active participants in fundraising and it is important that writing grants, seeking contributions, and other fundraising skills are acquired skills in CAF development.
Any money obtained by CAF shall be used only for CAF, any bank accounts opened for CAF shall be in the name of CAF, any cheque issued shall be signed by at least two of any four nominated signatories, and the Board of Trustees will ensure that the group stays within the budget. Less than 20% funding would be spent on overheads expenditure as is often done in the rest 80% on projects.
II. Copies of the Code will be provided to each staff member and published on our website.
III. The Code will be annexed to all contracts of employment and signed along with it.
IV. There will be an annual review of compliance with the Code and evaluation of its impact on the culture of integrity at the Secretariat. The review will be conducted by the Ethics Advisory Committee, together with CAF Ethics Council.
V. Periodic meetings with all CAF staff members will provide a forum of discussion and review of the impact of the code.
I. Concerns may be raised in person or by email through established secure and confidential mechanisms.
II. No one shall be discriminated against or disciplined or reprimanded for reporting concerns or requesting guidance concerning CAF Code of Conduct whether or not the concerns are established as valid or substantiated.
The Ethics Advisory Committee is elected for a period of one year and is eligible for re-election for a maximum of two further terms which may or may not be consecutive.
The primary responsibility of the Ethics Advisory Committee is to inform about CAF Code of Conduct and to give confidential advice on ethical questions to staff members and other stakeholders who request it. In addition, the Ethics Advisory Committee shall in relation to this Code also:
I. Receive training on ethics at the beginning of his/her term.
II. Facilitate ethics training for staff with support from the Ethics Council, the Human Resources Department and the Governance Team
III. Receive complaints in confidence where a staff member or other stakeholders has reason to believe that a breach of the Code may have taken place, and give advice to persons concerned
IV. Inform all persons concerned about any outcomes reached
V. Report where appropriate to the Managing Trustee about concerns raised and outcomes reached, but without disclosing the identity of those making confidential reports
VI. Maintain the registration file for gifts and make this accessible within CAF
VII. Ensure that the impact of the Code is evaluated on an annual basis
VIII. Collect suggestions for amendments to the Code and discuss them with all stakeholders
IX. Present an annual report to CAF staff and the Board through the Board Ethics Committee.
The Ethics Advisory Committee will not deal with cases involving personnel issues, which have no ethical implications.
1. Receive ethics training at the beginning of their term,
2. Assist the Ethics Advisory Committee in keeping the effectiveness of the Code under review
3. Assist the Ethics Advisory Committee in facilitating training and other ethics related activities
4. Maintain a dialogue and convene at least twice a year with the Ethics Advisory Committee to review the work of the Ethics Advisory Committee and the Ethics Council
5. Address issues or claims raised by the Ethics Advisory Committee, CAF staff or other stakeholders.
To this end:
i. The Ethics Advisory Committee may request that an issue or claim be addressed by CAF Ethics Council. In meetings of the Ethics Council, the Ethics Advisory Committee will not disclose the identity of any person who has made a confidential report.
ii. If a staff member or other stakeholder feels it inappropriate to raise the issue with the Ethics Advisory Committee first, or if the response from the Ethics Advisory Committee is not considered to be satisfactory, s/he may request an issue to be addressed in a meeting of CAF Ethics Council.
iii. Decisions are made by majority vote.
iv. Upon such request the Ethics Council shall be convened promptly, review the issues raised and claims made and discuss these matters with the persons involved, except for persons having made an anonymous report. In such discussions, the Ethics Advisory Committee will maintain the confidentiality of any previous discussions held on a confidential basis unless the persons involved waive confidentiality.
v. The Ethics Council shall reach a conclusion and make a written recommendation to all persons involved and, as appropriate, to CAF Works Council, CAF's staff, the Managing Trustee, the Chair of the Board of Trustees and the Board of Trustees.
vi. If a council member her/himself involved in a suspected violation of the Code, s/he shall not be involved in the review of the case. A replacement will be co-opted by the remaining members, maintaining the balance between Trustee and non-Trustee level staff.
The Ethics Council will not deal with cases involving personnel issues, which have no ethical implications.
Both the board of trustees and the executive trustee (CEO) should be active participants in fundraising and it is important that writing grants, seeking contributions and other fundraising skills are acquired skills early stages of CAF's development.
In order to come up with the best fundraising strategy, it is important to identify what the needs of CAF are and what sources can best fulfil these needs. Professionalism, communication, transparency and accountability are crucial for building trust with a potential donor. Also, understanding why a person or group is supporting a programme, activity, or CAF as whole is useful in soliciting them to contribute for a second time or even continuously. The following presents some examples of ways in which CAF may choose to pursue funding:
2. Corporations and businesses
3. Religious groups
2. CONSISTENCY WITH MISSION. The organisation shall only accept funding that is consistent with its mission, does not compromise its core principles, and does not restrict its ability to address relevant issues freely, thoroughly, and objectively.
3. TRUTHFUL. The organisation must be truthful in all matters relating to the raising of funds and their use.
4. MISSION PRIORITY. Programmes shall be designed to meet the mission of CAF and never designed simply to meet the needs of a funding source.
5. UNETHICAL ACTIONS. The organisation must not tolerate any unethical activities such as double funding for one project, diversion of dedicated funds to uses other than the project for which funds were approved, or overstatement of achievements.
2. TAX BENEFITS. The organisation shall ensure that donors receive informed, accurate, and ethical information regarding the tax implications of potential gifts.
3. FUNDRAISING PRINCIPLES. Fundraising shall be for the purpose of CAF’s mission, and free of coercion, improper motive, inappropriate conduct, unreasonable reward.
4. EXCESS FUNDS. When funding for a particular purpose is invited from the public, there shall be a plan for handling any excess funds, and, where appropriate, the appeal should include information on how any excess funds will be used.
5. COMPENSATION TO FUNDRAISERS. The organisation shall not provide compensation to fundraisers that is based on a percentage of charitable contributions raised or expected to be raised, nor should it provide a funder’s fee. Percentage-based compensation can be an impediment to keeping the donor’s and CAF’s best interests primary, and may foster unethical behaviour or inappropriate conduct on the part of the fundraiser. It likewise can be a hindrance towards maintaining a volunteer spirit and keeping the mission of CAF at the forefront, and may offer reward without merit in the case of a large donation that may be the product of many individuals. The organisation may provide compensation based on skill, effort and time expended, and performance-based compensation, such as bonuses, provided such bonuses are in accordance with prevailing practices of CAF and not based on a percentage of charitable contributions raised.
6. SALES PROMOTIONS. Fundraising promotions involving the sale of products or services shall indicate the duration of the campaign, and the actual or anticipated portion of the purchase price that will benefit CAF.
7. PERCENTAGE OF FUNDRAISING COSTS. The costs involved in fundraising shall be reasonable relative to the revenue generated. Over the course of a number of years, CAF’s average expenditure on fundraising activities should be one-third or less of the amount of revenue generated from these activities, and ideally fundraising costs should be less than 25% of fundraising income. An organisation that does not meet this ceiling of 33%-1/3 (fundraising costs/fundraising revenue) over a five-year period should demonstrate that it is progressing towards this goal or explain why its fundraising costs are reasonable (such as the higher fundraising costs of a newly-created organisation, or unique donor, social or political factors).
8. INFORMATION ON SOLICITORS. CAF shall have policies in place to protect the donor’s right to be informed whether the solicitors are paid staff, volunteers, or agents of CAF.
2. GRANT COMMITMENT. When the organisation accepts a grant, it is entering into a contract to carry out the programme activities in an agreed-upon manner, and has an ethical and legal responsibility to honour that commitment.
3. DONOR CONSENT FOR CHANGES. The organisation may alter the conditions of a gift or grant only by obtaining explicit consent from the donor.
4. EFFICIENT AND EFFECTIVE USE. The organisation shall ensure efficient and effective use of grants and charitable contributions.
2. TIMELY REPORTS. The organisation shall produce timely reports on the use and management of funds.
3. FINANCIAL STATEMENTS. Financial statements regarding donations shall be available upon request by the donor and interested parties.
2. CONFIDENTIALITY. Privileged or confidential information regarding the donor or donation must not be disclosed to unauthorized parties.
3. DONOR PRIVACY. A donor’s privacy shall be respected and CAF must safeguard any confidential information regarding the donor or the gift. Donors are to have the opportunity to remain anonymous, and to not have their names added to any lists that are sold, rented or given to others, unless the donor has had an opportunity to approve such lists or have their names removed.
1. CAPABLE AND RESPONSIBLE STAFF. The organisation shall seek capable and responsible employees and volunteers (collectively, “staff”), who are committed to the mission of the organisation.
2. TRAINING AND WORKING CONDITIONS. The organisation shall provide proper training and orientation for new staff, and provide them with suitable working conditions.
3. WRITTEN HUMAN RESOURCE POLICIES. If the organisation has ten or more staff, it is to have written human resource policies (or an employment manual) for its staff, including basic aspect of employment (benefits, vacation days, sick leave, etc.), and other fundamental policies such as confidentiality of information, computer policies (use of computer resources for personal work, ownership of computer resources), drug and alcohol policy, conflict of interest, and grievance procedures. If the organisation has fewer than ten staff, it is encouraged to have written human resource policies for its staff.
4. STAFF GROWTH AND DEVELOPMENT. The organisation shall provide opportunities for individual growth and staff development, and foster an atmosphere whereby supervisors encourage personal growth of staff.
5. FAIRNESS AND RIGHTS. All staff shall be treated with fairness and equity, and as individuals with rights to be honoured and defended. Their rights to freedom of association, conscience and expression must be respected and protected.
6. CODE OF ETHICS AND CONDUCT. Each staff member shall be provided with CAF’s code of ethics and/or conduct and any written human resource policies.
7. COMMUNICATION OF SERIOUS CONCERNS. Key staff shall be enabled to communicate serious concerns to a member of the governing body or officer.
8. STANDARDS AND RESPONSIBILITY. Staff shall be encouraged and guided in maintaining the highest standards of professional and personal conduct, and in taking personal and professional responsibility for their actions and decisions.
9. CONFIDENTIALITY. Guidance shall be provided for staff with access to official documentation or information regarding maintenance of the integrity, confidentiality, and privacy of such information to protect any individual concerned.
1. ACCURACY AND TIMELINESS. Information provided about the organisation to donors, members, clients, staff, and the general public shall be accurate and timely.
2. ANNUAL REPORT. At least annually, the organisation shall prepare and make available to the public information on its programmes and services, and provide public access to appropriate records of those programmes and services.
3. FINANCIAL INFORMATION. CAF annually shall prepare and make available to the public basic financial information on the organisation, including the source of its funding; the use of those funds; the percentage of the funds used for service and programmes, administration activities, and fundraising; and any compensation provided to the governing body. CAF shall also provide public access to appropriate financial records.
4. LISTING OF GOVERNING BODY AND OFFICERS. The organisation shall make available the names of its governing body and management staff, publicise any changes in its governing board, and provide access to appropriate minutes of meetings of its governing board.
5. PARTNERSHIPS. The organisation shall make available, in a timely and accurate manner, information on any partnerships or other joint ventures into which it has entered.
6. CONFIDENTIALITY. The organisation shall maintain the confidentiality of personal information on staff, clients and others, unless the individuals waive this right, or disclosure is required by law.
7. COMPARISON. The organisation shall describe itself in terms of its own merits, not in depreciation of other NGOs. Communications regarding another NGO shall not be made with the purpose of creating a self-benefit at the expense of the other.
8. COMMUNICATIONS CHANNEL. The organisation shall provide a communication channel for the public should they wish to make inquiries regarding CAF and its activities.
9. DISCLOSURE. CAF shall assign at least one person to assure that the organisation is complying with national and local laws regarding disclosure of information to the public.
2. VERBAL AND WRITTEN STATEMENTS. The organisation shall have clear guidelines and approval processes for the issuing of verbal and written statements.
3. DISCLOSURE OF BIAS. The organisation shall present information in a fair and unbiased manner. Where a possible bias is unavoidable or inherent, it is to be disclosed.
4. AUTHORITY FOR STATEMENTS. CAF’s statements must reflect its actual authority. A membership of CAF may be able to represent itself, if such a role is provided in its organising document and the views of the membership are determined by proper means. As public benefit non-profit CAF shall not improperly assume the authority of the community it serves.
1. MISSION CONSISTENCY. The organisation shall collaborate with other entities only if the relationship is consistent with the mission of CAF.
2. SHARED VALUES. The organisation shall collaborate on the basis of shared values, common ground, and for the good of society.
3. MUTUAL BENEFIT. CAF shall collaborate on the basis of equitable and genuine mutual benefit to each organisation.
4. TRANSPARENCY. CAF collaboration shall allow financial transparency and a two-way flow of information, ideas, and experiences.
5. ADAPTIVE TO CHANGE. Collaborations are to be adaptive to change. Changes in the relationship are to be developed through cooperation, and not forced by one or the other organisation.
2. NETWORKING. The organisation shall network with other ethical NGOs as a means for promoting the growth, effectiveness and efficiency of the NGO sector and the ability to advance the public good.
2. APPROPRIATE AND MUTUALLY BENEFICIAL. The organisation shall seek to dialogue and cooperate with government and intergovernmental agencies when such cooperation would be both appropriate and mutually beneficial and could increase CAF’s effectiveness in dealing with issues and priorities in its agenda.
3. MISSION-LED. The organisation shall not enter into a partnership with a governmental or intergovernmental body solely to promote the sustainability or competitive advantage of the NGO independent of achieving its mission objectives.
4. POLITICAL FAVOUR. The organisation shall not change its policies or non-partisan nature in order to curry political favour.
2. MISSION-LED. The organisation shall not enter into collaboration with a for-profit corporation if motivated by financial reasons that are independent of achieving its mission objectives.
3. MARKET ADVANTAGE. The organisation shall not enter into collaboration with a for-profit corporation if the main motivation of the corporation is to gain a market advantage over competitors.
(b) Proposals for amendments to this constitution or dissolution must be delivered to the Secretary of the Board of Trustees in writing. The secretary in conjunction with all other officers shall then decide on the date of a forum meeting to discuss such proposals, giving at least four weeks (28 days) clear notice.
(c) Any changes to this governing policy must be agreed by at least two thirds of those members present and voting at any general meeting.
(2) The Trustees must collect in all the assets of the Foundation and must pay or make provision for all the liabilities of the Foundation.
(3) The Trustees must apply any remaining property or money:
(a) Directly for the Objects; by transfer to any Foundation or charities for purposes the same as or similar to the Foundation;
(c) In such other manner as the Registrar General may approve in writing in advance.
(4) The members may pass a resolution before or at the same time as the resolution to dissolve the Foundation specifying the manner in which the Trustees are to apply the remaining property or assets of the Foundation and the Trustees must comply with the resolution if it is consistent with paragraphs (a) - (c) inclusive in sub-clause (3) above.
(5) In no circumstances shall the net assets of the Foundation be paid to or distributed among the members of the Foundation (except to a member that is itself a Foundation).
(6) The Trustees must notify the Commission promptly that the Foundation has been dissolved. If the Trustees are obliged to send the Foundation's accounts to the Commission for the accounting period which ended before its dissolution, they must send to the Commission the Foundation's final accounts.
P.O. Box WY. 2214, Kwabenya, Accra, Ghana.
Office Phones: +233-(0)30 243 3773 +233-26 192 5257 +233-50 668 6849
Office Fax: +233-(0)30 243 3773
P.O. Box 1219, Accra.