"Striving for Good" (Broader Jihad) Framework
Assesses if the organization frames its work as a positive, constructive striving (Jihad al-Bina') for community and societal betterment, emphasizing resilience, justice, and preservation of core values. Rooted in the Maqasid al-Shariah (objectives of Islamic law), this approach reflects the continuous duty of Islah (reform) to advance Maslahah (public interest). For external communications, organizations should prioritize the phrase ‘Striving for Good’ and provide context when using ‘Jihad al‑Binā’’ to avoid misinterpretation.
| Metric | Striving for Good Integration Index |
|---|---|
| Target | >80/100 for Excellence (Level 5) |
| Frequency | Annual |
| Method | Composite score (0-100) based on: Governance (Board adoption), Process (% major projects gated), People (% staff trained), Comms (frequency met), and Risk (register active + exercise completed). |
| Unit | Score (0-100) |
Level 1: Initial/Ad-hoc
The concept of 'striving for good' is not formally recognized. Any positive community impact is incidental, ad-hoc, and driven by individual initiatives rather than organizational policy.
Level 2: Developing
The organization's mission and vision statements allude to community benefit. There is a general awareness of social responsibility, but no formal framework or strategy to guide these efforts.
Level 3: Established
A formal framework or policy is established that explicitly defines the organization's work as a constructive striving (Jihad al-Bina') for societal betterment. Specific, measurable goals related to community impact are set and tracked.
Level 4: Advanced
The 'Striving for Good' framework is fully integrated into the organization's core strategy, operational processes, and performance management systems. Societal impact is a key performance indicator (KPI) used for continuous improvement.
Level 5: Optimizing
The organization is recognized as a leader and benchmark for its positive societal impact. It actively collaborates with other entities to scale its constructive efforts and systematically shares its framework and best practices to benefit the wider community.
Organisation Types
By Organisation Size
| Size | Applicability | Notes |
|---|---|---|
| Micro | partial | Exempt from SORP/FRS 102 accounts; basic public benefit reporting applies but formal strategic documents and risk/reserves disclosures are disproportionate. |
| Small | partial | Can use receipts and payments accounts instead of full SORP; public benefit statement is required but formal strategic reporting is scaled down. |
| Medium | full | |
| Large | full | |
| Major | full |
Applicable When
- The organization has strategic documents, annual reports, or public statements.
- The organization undertakes actions that could reasonably be framed as contributing to community and societal betterment.
- The communications requirement scales to organizational size and channel activity (see communications cadence requirement).
Not Applicable When
- The organization is an informal, unincorporated entity without a formal governance body (e.g., Board of Directors, Trustees).
- The organization's sole and exclusive purpose is the administration of a private waqf (endowment) or estate with no public-facing programs or community betterment mandate.
- The organization is in a pre-operational or start-up phase and has not yet produced any strategic documents, annual reports, or public statements.
Related Criteria
Discussion (1)
📋 **Version updated: 1.0.0 → 2.9.7** **Changes:** Updated islamic_references from mizan-297.json
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