NYCMC Core Values

"

And do good, for Allah certainly loves the good-doers."

[Quran, 2:195]

NYCMC Vision

Inspiring every individual to excel in all they do. 

NYCMC Mission

Creating organizations that uplift the mind, body, and soul.

NYCMC's 10 principles

1. Islam is not owned by any human. 
2. Share what you know, whether little or much.
3. Our intention to do what’s right unites us all. Our perspectives are open for fair discussion.
4. Authentic evidence and the sound use of such evidence are pillars of guidance.
5. Build or let build, destroying is never an option.
6. We do not chase rumors, accusations, or slander. Time is too precious.
7. We live in America.
8. Relying only on donations will stunt growth. Revenue must be generated to produce quality programs and recruit talent. Professionalism is not bid’ah.
9. Build the future. 
10. It’s a tough journey, but the rewards are too many to abandon it.

organization's built to date:

our team

Shakiel Humayun

FOUNDER OF NYC MUSLIM CENTER

Shakiel@NYCMuslimCenter.org

Kareem Hassan

SENIOR DIRECTOR

Kareem@NYCMuslimCenter.org

Tamer Mohamed

CHIEF OPERATING OFFICER

Tamer@NYCMuslimCenter.org

Zakareeya Baksh

RELIGIOUS DIRECTOR

Zakareeya@NYCMuslimCenter.org

Afridi Hussein

RESOURCE DIRECTOR

Afridi@NYCMuslimCenter.org

Nouh Kawkab

DIRECTOR OF OPERATIONS, MASJID 'EESA IBN MARYAM

Nouh@MasjidEesa.org

Assad Nasralla

CREATIVE SCHOOLS DIRECTOR,
THE WELLSPRING SCHOOLS

Assad.nasralla@TheWellspringSchools.org

Shareeza Wajid

CREATIVE EDUCATION DIRECTOR,
THE WELLSPRING SCHOOLS

Usama Kawkab

DIRECTOR, KAWKAB INSTITUTE

Usama@MasjidEesa.org

Shamsher Ashraf

FACILITIES DIRECTOR

Najiyah Khandaker

FKAD Institute Director

Najiyah@Fkad.org

Farah Hussein

DIRECTOR OF UPLIFT PROGRAM

Farah@NYCMuslimCenter.org

Adhi Ardianto

CREATIVE AND A/V DIRECTOR

Adhi@NYCMuslimCenter.org

nycmc strategic vision:

REDEFINING THE MUSLIM NON-PROFIT MODEL

FUNDING DISPARITIES

Muslim non-profit organizations in America often face unique challenges. Balancing the provision of critical services with operational demands and constant funding pursuits can be overwhelming. Recognizing these challenges, NYCMC is taking a different approach by implementing the NYCMC nonprofit model.

NYCMC’s innovative non-profit model is pioneering a growth-focused approach for Muslim non-profits in America. This model ensures we can effectively address the evolving needs of our community, both now and well into the future.

In the US, Muslim communities face significant challenges due to the absence of a “baytulmaal,” a central state treasury fund traditionally used to support Islamic projects. This gap has led to funding disparities, limited resources, and difficulties in sustaining and growing community institutions. 

Today’s American Muslim non-profit landscape includes organizations who subscribe to a “volunteer-run model,” where the majority of the organization is run and managed by volunteers. While this model offers a wealth of dedication and passion, it also presents limitations to growth.

One key hurdle is volunteer availability. Dedicated as they may be, volunteers rarely have the capacity to offer a full-time commitment, especially in areas requiring consistent, professional work. This can hinder an organization’s ability to expand its programs and services, ultimately limiting its impact on the community. Building or purchasing property for masjids and institutions is no longer enough. Without robust programs and services our communities risk declining.

The reliance on volunteers can extend beyond simple time constraints. Without dedicated staff, essential tasks like strategic planning and program development may fall by the wayside. This can lead to stagnation and missed opportunities for growth.

Striking a balance is crucial. At NYCMC, we believe in a powerful synergy between volunteers and staff. The unwavering passion of our volunteers, the backbone of our organization, fuels the NYCMC mission. However, sustainable growth necessitates a dedicated full-time staff to manage critical functions. This allows our volunteers to focus their strengths, while ensuring we have the capacity to achieve our goals.

Furthermore, compelling data on the increase of Islamophobia affirms the urgent needs of Muslims in the US for full-time roles and leaders.

The latest research shows that over $1.5 billion in contributions were used to support and further Islamophobia across 1,096 foundations and 39 Islamophobia network groups. 

EQUATING POVERTY WITH PIETY

Additionally, there is sometimes a stigma around wealth in the Muslim community, equating poverty with piety. Understanding the balance between Fee Sabeelillah (for the sake of Allah) and the necessity of professional roles is crucial for a thriving community.

Shariah, the Islamic legal framework, provides us with essential principles to safeguard our sacred practices. One such principle states: 

If the performance of an obligatory deed is dependent on an action, then that action is also obligatory.

In light of this principle, fostering the survival and growth of Islam in the US compels us to explore means to overcome these significant challenges. One crucial solution is establishing a professional infrastructure with full-time leaders and staff.

Renowned scholars like Shaykhul Islam Ibn Taymiyah, Ibn Uthaymin, Ibn Nujaym al Hanafi, Ibn Abdulbar al Maliki and scholars from all 4 madhabs (Malikis, Hanafis, Shafis and Hanbalis) have recognized the need for such roles and the legitimacy of proper compensation.

Their insights demonstrate that professional roles are not a luxury, but an essential means to fulfill our obligation of transmitting Islam to future generations.

It is important to note that these scholars have expressed these views while living in a Muslim state with an established baytulmaal. In the absence of a baytulmaal, Muslim communities in America risk gradual decline unless an alternative model exists.

THE COSTS OF THE "FREE MODEL"

Many Muslim nonprofits, driven by a deep commitment to their cause, embrace the idea of offering their programs and services entirely free of charge. „free” model approach presents several challenges that can ultimately hinder our ability to serve our mission effectively.

One major obstacle is limited reach. Free programs often lack the marketing budgets needed to reach a broad audience. This creates a situation where the very people who could benefit most from these programs may not even be aware of their existence.

Even when we do attract participants, resource strain can become a significant issue. Free programs still require resources like staff time, materials, and space. With limited funding, delivering highquality, professional programs becomes difficult. This can lead to participant dissatisfaction and a perception that the programs are not valuable. Our data suggests a higher commitment level among participants in fee-based programs, with higher attendance and completion rates. This deeper engagement allows for a more enriching experience, fostering stronger bonds and ultimately contributing to a more vibrant community development.

Sustainability also raises concerns. Free programs heavily rely on external funding, which can be unpredictable. If donations dry up, the programs themselves become unsustainable, leaving beneficiaries in the lurch.

Herein lies the paradox of the free model. When we consider the challenges of limited reach, resource strain, and funding unpredictability, it becomes clear that the „free” model may actually cost us more in the long run. These limitations can ultimately undermine our ability to deliver impactful services, fulfill our mission, and take our community to new heights.

The NYCMC nonprofit model takes a strategic hybrid approach. NYCMC offers a range of valuable programs and services free of charge, while also providing additional programs with dedicated staff support for a reasonable fee. This fee structure helps cover program expenses and ensures long-term sustainability and ongoing community development.

EXECUTIVE LEADERSHIP

The NYCMC nonprofit model also adopts a forward-thinking approach by embracing C-Suite leadership structures. This approach acknowledges the critical role strong executive leadership plays in fueling significant growth for Muslim nonprofits.

Our C-Suite functions as a strategic brain trust, meticulously deploying resources – staff, funding, and technology – to maximize our impact. This ensures we achieve our mission efficiently, even with limited means.

Executive leaders can be powerful advocates for the nonprofit’s cause. By leveraging their experience and connections, they raise public awareness and garner support for the organization’s mission.

Data from NYCMC’s expansion fundraising efforts indicate that an absence of our C-Suite could have created a critical bottleneck, potentially delaying our expansion project by a staggering 38 years.

This delay would have a profound impact on our community, depriving them of vital programs and services essential for preserving our sacred values and traditions.