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Sarbanes–Oxley for Nonprofit Boards. A New Governance Paradigm

  • ID: 2239901
  • Book
  • August 2006
  • 208 Pages
  • John Wiley and Sons Ltd
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The Sarbanes–Oxley (SOX) bar has been raised is your nonprofit board up to the task?

Nonprofit boards are in a fishbowl of scrutiny much like their private sector counterparts. With recent media focus on investigations of false charities, and more disturbingly, of household–name nonprofits that have abused donor trust by misdirecting donations, the heat is on the nonprofit board to rehabilitate its organizational profile.

Encouraging boards to reclaim their role as the ultimate authority within their nonprofit, nationally recognized nonprofit expert Dr. Peggy Jackson supplies tips for leveraging the power and value of SOX requirements within the nonprofit organization. Containing sample documents, forms, and checklists to introduce best practices into any nonprofit organization, this complete guide is a practical, hands–on tool for equipping your nonprofit′s board toward a higher quality of control.

Relevant for both the large and small nonprofit organization, this must–have book effectively brings pragmatic clarity to a complex topic, and explains how to blend Sarbanes–Oxley requirements into the nonprofit organization, with topics including:

  • Common factors that contribute to nonprofit board dysfunction
  • Moving nonprofit governance into the twenty–first century
  • Intervention techniques for moving your board forward
  • Establishing strategies for lasting change
  • Creating a platinum standard for governance

Helping your nonprofit board understand and implement SOX requirements, Sarbanes–Oxley for Nonprofit Boards will be indispensable as a guide and will reinforce your nonprofit′s financial structure and reputation.

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Acknowledgments.

Preface.

About the Author.

Chapter 1. History and Legislative Background of the Sarbanes–Oxley Act of 2002 and State Nonprofit Accountability Legislation.

Chapter 2. Moving Nonprofit Governance into the Twenty–First Century.

Chapter 3. Leveraging Sarbanes–Oxley Requirements and Best Practices to Move our Board to a Higher Level of Performance.

Chapter 4. SOX as a Cure for the "Leave Your Brains at the Door" Syndrome.

Chapter 5. Moving the Board Forward: Intervention Techniques.

Chapter 6. Start at the Beginning.

Chapter 7. Establishing a Platinum Standard for Governance.

Chapter 8. SOX and the really Small Nonprofit Board.

Appendix A. Letter from Senator Grassley to the Acting Chair of the American University Board of Trustees.

Appendix B. Whistleblower Protection Policy.

Appendix C. Risk Management Plan and Business Continuity Plan.

Appendix D. Technology Policy.

Appendix E. Review of Internal Controls Report and Recommendations.

Appendix F. Board of Directors–Governance Profile and Performance Expectations.

Appendix G. Conflict–of–Interest Policy.

Appendix H. Code of Ethics for Board and Senior Management.

Appendix I. Bibliography.

Index.

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Peggy M. Jackson
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