Since our inception, we have operated to make sure we would follow the Internal Revenue guidelines that qualify us a private, charitable foundation with a focus on providing education and research to our members as well as to all of our stakeholders.    As a nonprofit with our grassroots efforts focused on helping BIPOC ("Black, Indigenous and People of Color") community members, we have come to realize that mental health disorders and substance abuse have a profoundly negative impact on our psyche in the way we are treated** and how we are perceived by society and by people we come across in everyday life.    

**This "disapproving judgment" over our "choice of becoming and remaining addicted"  or  our over-reactions  never truly go away- and they never went away for me.  It was a stereotype of many Asian Indian and Pakistanis - that we were abusive  by our very nature - ie "Innate Abusers" towards women.  Why am I going into so much detail of my personal experiences  with systemic discrimination as well as the aversive, less overt yet subtle racial sleights, disapproving nods and acknowledgments I have received from people who not only are familiar with my case but also who have shrugged - in the past :  "whaddaya gonna do, your Indian, not white, you can probably adjust your goals to buying a 7-11 or a cab, but to get your license to practice law back-- now -in this Trump kick all brown people out era of our country, you might as well kiss the reinstatement idea goodbye".   Some variation of this response is what I get from many who are lawyers and lay people - when they hear of my prior motion to set aside my criminal plea bargain and to call into question the procedures or lack thereof when my Motion on my original plea was finally heard - in 2006 almost a year after its original  filing.    ]


Growing up in an American "compound" in ARAMCO - Dhahran Saudi Arabia, I can say that I lived a very privileged, very secure and upper middle class life.  I attended Wayland Academy in Beaver Dam, Wisconsin and then went off to college like many of my fellow classmates in the fall semester of the same year I graduated high school.  College life was much of the same, well liked, excelled in coursework and went straight into law school.  


operate have established what we believe are Non Profit  Corporate Governance Initiatives, and will continually seek guidance from our Board of Directors that have agreed provisionally to join our fledgling organization so that we may carry out the process of cleaning up  California's Rehab Industry through assessment, training and  social outreach.  To this end, we have adopted our NonProfit Governance initiatives from various resources such as boardeffect.com as well academia from Harvard Law Schools Corporate Governance Forum which has delineated the For Profit and  Nonprofit Directorial roles and Governance requirements very eloquently.  By focusing on our awareness of the necessities of governance as being the rudimentary ingredient to carrying out our Mission and to attract  luminaries to assist us in carrying it out, we have included excerpts from which we have fashioned our Board mandates:: 

Mission is what distinguishes nonprofits from their for-profit cousins: Nonprofits have missions instead of owners or shareholders. While the prime directive for board members of for-profit organizations is to ensure the highest possible value for owners, by contrast, nonprofit board members’ prime directive is mission fulfillment.

Board independence and board attention are of paramount importance in good nonprofit governance.  The independence of the board is key because of the non-distribution constraint – nonprofits exist to serve the public interest, not to benefit owners or other private parties.  Business or family relationships between the organization or its executives and a board member or her firm are frowned upon and should be strictly scrutinized under a conflict of interest policy administered by independent directors.  Even absent outright business or family relationships, a common shortcoming of nonprofit boards is that they are too small, too insular, or too deferential to the founder or chief executive.

Another frequent error of nonprofit boards is inviting new members because of their marquee name within a certain field of endeavor (e.g., a famous dancer on the board of a dance organization) or their means and inclination to donate, without due consideration to the person’s ability and availability to fulfill fiduciary duties, providing the critical oversight function. The governing body of a nonprofit must be made up entirely of people in a position to govern it—setting the strategic direction of the organization and overseeing management’s execution of the mission. Wealthy or prominent persons— donors, artists, scientists, public officials, and others—with an interest in the organization’s program but lacking the time, availability, or expertise to provide meaningful oversight may serve the organization in a non-fiduciary capacity, such as an honorary or advisory board, donors’ circle, or professional council.

Governance is more complex in charitable nonprofits for a number of reasons. Public charities (501(c)(3) organizations) are intended to serve a public purpose, and the board must bear in mind that broad interest.  Depending on its mission, history, and geographic reach, a nonprofit may also have specific stakeholders or different groups of stakeholders, some or all of whom may be represented by categories of board members under the organization’s by-laws. The interests of the organization’s ultimate clients, who may be indigent or otherwise disadvantaged, are another important consideration. The organization’s management and workforce may be paid less than their for-profit peers for similar work – if at all – further complicating the board’s oversight duties. In addition, nonprofit trustees may feel role-strain – or worse – because of real or perceived obligations to interact with, attract – or even be – charitable donors. These additional factors make nonprofit board decision-making arguably a much more complex process than the straightforward mandate of maximizing return.

Excerpt from:  https://corpgov.law.harvard.edu/2012/04/15/nonprofit-corporate-governance-the-boards-role/

Because of our State of California focus, we will seek our membership amongst those that have their roots here and who also reflect true California ideals in their positions held in State and Local Government, Jurisprudence,  Psychology, Psychiatry,  as well as innovators in technology advancements  who can oversee bringing about devices and digital experiences that can be used in Behavioral Healthcare.  We also seek to work at the National levels for leadership in Implementing changes in Policy in Behavioral Healthcare as well as the seek guidance from Trustees of Private and Public Managed Health Care Sectors.