Oxford Centre for Islamic Studies
Objectives
The sole purpose of the Charity is to promote an understanding of Islam and the Islamic World, in accordance with the Declaration of Trust dated 10 October 1985. The Oxford Centre for Islamic Studies is an academic instituition which, by means of the pursuit of excellence in its teaching, research and publication, aims to promote a more informed understanding of the Islamic World. During the year under review the Centre maintained its teaching, research, publishing and international activities and, following completion of the shell and core of its new building, work is proceeding on the design of its interiors and landscaping. The charity will continue to invest in assets that maximise capital growth and yield satisfactory income to fund development of the Centre.
Professional Advisers
Auditors Wenn Townsend
Legal Advisers Blake Lapthorn Tarlo Lyons; Farrer & Co
Investment Managers RCM (UK) Ltd; Deutsche Asset Management; Morgan Stanley Investment Management; Merrill Lynch Fund Managers Ltd
Trustees
Dr Abdullah Omar Naseef, HRH Prince Turki Al-Faisal Bin Abdulaziz, Tan Sri Ahmad Sarji Bin Abdul Hamid, Mr Khalid Ahmed Yousef Zainal Alireza, Mr Andrew W Graham, Prof Keith B Griffin, Mr Abdullah Gul, Mr Easa Saleh Al Gurg CBE, The Very Revd Christopher Lewis, Prof Ali A Mazrui, Mr Mohamed Abdulaziz Al Mutawa, Dr Shaikh Mohammed Al Sabah, Pehin Abdul Aziz Umar, Mr Abdul Rahman Salim Al Ateeqi, Prof Muhammad Rabay Nadwi
Officers
Dr Farhan Ahmed Nizami (Director, Secretary to the Board of Trustees), Mr Ovais Ziauddin (Finance Manager)
Investment Policy
The Trustees appoint professional managers to manage investments on behalf of the charity. The activities of the investment managers are appraised periodically in terms of performance and compliance with their respective mandates. The Trustees consider that satisfactory progress is being made towards the attainment of the charity's objectives. The performance of the investments portfolio and the results of the subsidiary companies are regarded as satisfactory.
Governance
The Trustees who have ultimate reponsibility for maintenance of the Oxford Centre for Islamic Studies and its academic policy and stategic direction, have delegated the day-to-day management of the Centre to its Director, who operates through his departmental heads. The co-ordination of the management of the Islamic Trust is the responsibility of the Secretaries to the Trustees. The election of Trustees is preceded by consultation to ensure they are aware of the aims and objectives of the charity and their responsibilities. The Trustees have assessed and continue to reassess the major risks to which the charity is exposed, in particular those related to the operations and finances of the Trust, and are satisfied that systems are in place to mitigate the charity's exposure to the major risks.
Reserves
The policy of the Trustees is to use its income fund to support the objects of the charity and also to accumulate its operating surpluses and necessary fixed assets, to build up a financial reserve of a sum equivalent to not more than eighteen months of revenue expenditure. The level of reserves is monitored and reviewed by the Trustees at least once a year.
Future Commitments
The principal task of the charity is to complete the new building for the Oxford Centre for Islamic Studies, and to mobilise benefactions in order to enhance and expand its academic activities.
General Review
The Oxford Centre for Islamic Studies is a Recognised Independent Centre of the University of Oxford. It was established in 1985 to encourage the scholarly study of Islam and the Islamic world. HRH The Prince of Wales is the Patron of the Centre. It is governed by a Board of Trustees consisting of scholars and statesmen from different parts of the world, alongside representatives of the University of Oxford. The Centre provides a meeting point for the Western and Islamic worlds of learning. At Oxford it contributes to the multi-disciplinary and cross-disciplinary study of the Islamic world. Beyond Oxford, its role is strengthened by a developing international network of academic contacts. The work of the Centre has attracted global attention and widespread support.
Performance Guide Rankings
| investment assets | 242 / 1000 |
| investment income | 303 / 995 |
| return on investments | 710 / 995 |
| investment management costs | 73 / 743 |
| inv mgmt costs as % of inv assets | 58 / 743 |
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| inv mgmt costs as % of inv income | 46 / 743 |
| investment property | - / 361 |
| income from investment property | - / 325 |
| inv property inc as % of investment property | - / 225 |
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| income from listed investments | - / 661 |
| income from short-term investments | - / 726 |
| listed investment inc as % of inv income | - / 661 |
| short-term investment assets | 142 / 988 |
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| legacy income | - / 226 |
| grants received | - / 88 |
| total voluntary income | 97 / 628 |
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| grants made | - / 668 |
| charitable expenditure | 345 / 638 |
| charitable expenditure as % of total expenditure | - / 335 |
| support costs | - / 230 |
| management & administration fees | 403 / 970 |
| audit fee per £m of income | 729 / 949 |
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| total incoming resources | 232 / 1000 |
| total resources expended | 491 / 1000 |
| total assets | 129 / 1000 |
| period ending | 2009 | 2010 |
| INCOMING RESOURCES | £m | £m |
| legacies | - | - |
| grants | - | - |
| other voluntary income | 5.43 | 10.59 |
| total voluntary income | 5.43 | 10.59 |
| activities, furtherance of charities objects | - | - |
| activities for generating funds | 0.11 | 0.12 |
| trading subsidiaries | - | - |
| sales and fees from operating activities | 0.11 | 0.12 |
| investment property | - | - |
| dividends | - | - |
| total listed investments | - | - |
| income from subsidiaries | - | - |
| interest on cash & short term inv | - | - |
| total investment income | 1.39 | 1.13 |
| TOTAL INCOMING RESOURCES | 6.92 | 11.84 |
| RESOURCES EXPENDED | £m | £m |
| fundraising costs | - | - |
| investment management costs | 0.13 | 0.41 |
| Investment costs | 0.13 | 0.41 |
| other costs | 0.06 | 0.09 |
| cost of generating funds | 0.19 | 0.50 |
| activities, furtherance of charities objects | 1.69 | 1.92 |
| management and admin | 0.05 | 0.06 |
| total charitable expenditure | 1.75 | 1.97 |
| TOTAL RESOURCES EXPENDED | 1.94 | 2.48 |
| ASSETS | £m | £m |
| intangible assets | - | - |
| tangible fixed | 58.21 | 61.06 |
| equities | - | - |
| bonds | - | - |
| listed investments | 32.54 | 38.59 |
| investment assets | 32.54 | 38.59 |
| other fixed assets | - | - |
| total fixed assets | 90.75 | 99.64 |
| stock | - | - |
| debtors | 0.14 | 0.25 |
| cash | 3.91 | 11.25 |
| current assets | 4.05 | 11.50 |
| bank loans & overdrafts | - | - |
| trade & other creditors, accruals | 0.29 | 0.90 |
| creditors falling due within one year | 0.29 | 0.90 |
| net current assets | 3.76 | 10.60 |
| loans | - | - |
| future long-term grant commitments | - | - |
| trade creditors | - | - |
| subsidiary & associated undertakings | - | - |
| creditors falling due after one year | - | - |
| provisions for liabilities and charges | - | - |
| TOTAL ASSETS | 94.51 | 110.24 |
| ASSETS | £m | £m |
| income funds | 0.78 | 1.10 |
| endowment funds | 34.70 | 40.08 |
| restricted funds | 59.03 | 69.06 |
| TOTAL FUNDS | 94.51 | 110.24 |
