Nonprofit strategic planning: leveraging Sarbanes-Oxley best practices
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Hoboken, NJ
Wiley
2007
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XVII, 202 S. |
| ISBN: | 0470120762 9780470120767 |
Internformat
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| adam_text | Contents
Acknowledgments xiii
About the Author xv
Preface xvii
chapter 1 Why Nonprofits Waste Time, Money, and
Energy in Strategic Planning 1
Introduction 1
Why Do Nonprofits Waste Resources Trying
to Write Strategic Plans? 2
Why Strategic Plans Are Routinely Ignored After They
Are Created—An Analysis of Missed Opportunities 6
What Does Engaging in Strategic Planning
Actually Do for Your Nonprofit? 7
Strategic Planning Does Not Need to Take Forever! 8
Next Steps 8
chapter 2 Sarbanes-Oxley and the New Legislative Environment 9
Introduction 9
Sarbanes-Oxley Legislation—A Brief History 10
Where Did This Law Come From? 10
Role of Arthur Andersen 13
How has the Legislative Environment Changed
For Nonprofits? 14
Why SOX Compliance Is Here to Stay 14
Summary of IRS Commissioner s Testimony at the
2004 and 2005 Grassley Hearings 14
Senate Finance Committee: Grassley White Paper 18
Form 990—Proposals for Reform 20
State Laws and Nonprofit Accountability 22
Provisions that Apply to Nonprofits with Budgets in
Excess of $2 Million 23
VII
VIM CONTENTS
So What Are the Sarbanes-Oxley Requirements
and Best Practices for Nonprofits? 24
SOX Requirements for All Organizations—Even
Nonprofits! 25
Whistle-Blower Protection 25
Document Management and Preservation Policy 26
SOX Best Practices 26
Next Steps 27
chapter 3 Introduction to SOX Compliance and Best Practices 29
Introduction 29
What are the SOX Requirements and
Best Practices? 29
Whistle-Blower Protection 30
Document Preservation Policy 33
What are SOX Best Practices? 34
SOX Requirements, Best Practices, and Today s 35
Legislative Environment 35
Benefits of SOX Implementation:
Save Money and Improve Efficiency 36
Five Reasons Why SOX Compliance and
Best Practices will Accelerate Your
Nonprofit s Strategic Planning 37
Next Steps 39
chapter 4 Making SOX Requirements and Best Practices
Work for Your Nonprofit 41
Introduction 41
The Two SOX Requirements 42
Whistle-Blower Protection 42
Fraud: The Primary Reason for Whistle-Blower
Protection 45
Why Individuals Are Reluctant to Blow the Whistle
on Waste, Fraud, and Abuse 46
Factors that Support Fraud 47
Talking to Your Staff and Volunteers about Fraud 48
Document Management and Preservation Policy 49
Streamlined Method for Implementing a
Document Preservation Policy 52
SOX Best Practices 58
Making Best Practices Work for Your
Nonprofit 60
Internal Controls 60
CONTENTS IX
Human Resource Management 69
Adherence to Policies and Procedures and
Enforcement 70
Transparency at All Levels of Management 70
Conflict-of-interest Policy 71
Code of Ethics 71
Enhanced Detail and Accuracy in the Preparation
of IRS Tax Documents 72
Appointing an Audit Committee 72
Segregation of Auditor s Duties 72
Certified Financial Statements 73
Improved Governance 73
Next Steps 73
chapter 5 SOX Best Practices and Your Authentic
Organization 75
Introduction 75
Why Do Nonprofits have Difficulty Really
Solving Organizational and Operational
Problems? Why Do the Same Problems Keep
Coming Back? 77
SOX and Problem Solving 78
Organizational Culture 78
Organizational Citizenship 81
Do as I Say, Not as I Do 82
Getting in Touch with Your Authentic Organization 82
Is Your Nonprofit Dysfunctional? 83
Clues to Observing Dysfunction 83
Modeling the New Behavior: SOX Best Practices 90
Next Steps 91
chapter 6 Strategic Planning: The Process 93
Introduction 93
The Process and the Strategic Planning Team 94
The Strategic Planning Committee 94
The Strategic Planning Process 95
The Elements of a Strategic Plan 96
How Should Strategic Planning Work? 103
Action Steps 105
Private-Sector Strategic Planning 106
SOX and Strategic Planning 107
Moving the Nonprofit to the Next Level 107
The Continuum of Strategic Planning 108
Next Steps 108
X CONTENTS
chapter 7 Writing and Executing the Strategic Plan 109
Introduction 109
Common Pitfalls: Why Nonprofits Have
Trouble Writing a Strategic Plan 110
The Role of the Strategic Planning Committee 112
Who 112
What Are They Expected to Do Before, During
and After the Process 113
Why Were They Chosen? 113
Crafting Goals and Objectives 113
What Should the Strategic Plan Look Like? 114
Institutional Profile 114
The Next Level 121
How Long Should It Take? 122
Outcomes of the Strategic Plan 123
How To Execute an Effective Strategic Plan 123
Launching Your Strategic Plan 123
Why Do Nonprofits Have Trouble Carrying Out
a Strategic Plan? 124
Avoid These Seven Costly Mistakes 126
Sample Strategic Plan for the Marywood
Thrift Shop Consignment Boutique 129
Introduction 129
Marywood Thrift Shop Consignment
Boutique Strategic Plan 130
Summary of Results from Marywood Thrift Shop
Consignment Boutique s Strategic Plan of 2XXX— 131
The Strategic Planning Process at the Marywood Thrift
Shop Consignment Boutique 131
Next Level: Where Does Marywood Want to Go?
What are Marywood s Strategic Goals? What
resources are Required? 133
Alignment of Resources 133
Recommendations for Priority Action 133
Summary 134
Launching the Marywood Village Thrift Shop
Consignment Boutique Strategic Plan 134
Step by Step: Working the Plan into
Marywood s Everyday Operations 136
Next Steps 136
chapter 8 Leveraging Your Nonprofit s SOX
Compliance and Strategic Plan 137
Introduction 137
CONTENTS XI
Lessons Learned from the Private Sector:
Businesses and SOX 137
How and Why Should the Plan Be Communicated
to Important Stakeholders? 139
SOX Saves Time and Money 142
SOX Best Practices and Strategic Planning
Bonus Benefit: Risk Management and
Business Continuity Plans 143
Connecting the Dots: Strategic Planning,
SOX Best Practices, and Risk Management 144
Risk Management 144
Connecting the Dots: Strategic Planning,
SOX Best Practices, and Business Continuity
Planning 151
What Is Business Continuity Planning? 151
Designing the Plan 153
What Are the Sources of Business Interruptions? 154
How SOX and Strategic Planning Facilitate BCP 156
Marywood s Risk Management and
Business Continuity Plans 157
Next Steps 160
chapter 9 SOX and Strategic Planning for Really
Small Nonprofits 161
Introduction 161
Five Reasons Why Really Small Nonprofits
Desperately Need SOX and Strategic Planning 162
Scaling the Strategic Planning Process:
Tips for Success 163
Next Steps 168
Appendices: Checklists, Worksheets, and Sample
Documents 169
appendix 1 Whistle-Blower Policy 171
appendix 2 Document Retention and Storage Protocols 173
appendix 3 Audit Committee 177
appendix 4 Conflict-of-interest Policy and Procedures
Including a Disclosure Statement 179
appendix 5 Code of Ethics for Board and
Senior Management 183
appendix 6 Review of Internal Controls Report 185
Selected References 189
Index 191
|
| adam_txt |
Contents
Acknowledgments xiii
About the Author xv
Preface xvii
chapter 1 Why Nonprofits Waste Time, Money, and
Energy in Strategic Planning 1
Introduction 1
Why Do Nonprofits Waste Resources Trying
to Write Strategic Plans? 2
Why Strategic Plans Are Routinely Ignored After They
Are Created—An Analysis of Missed Opportunities 6
What Does Engaging in Strategic Planning
Actually Do for Your Nonprofit? 7
Strategic Planning Does Not Need to Take Forever! 8
Next Steps 8
chapter 2 Sarbanes-Oxley and the New Legislative Environment 9
Introduction 9
Sarbanes-Oxley Legislation—A Brief History 10
Where Did This Law Come From? 10
Role of Arthur Andersen 13
How has the Legislative Environment Changed
For Nonprofits? 14
Why SOX Compliance Is Here to Stay 14
Summary of IRS Commissioner's Testimony at the
2004 and 2005 Grassley Hearings 14
Senate Finance Committee: Grassley White Paper 18
Form 990—Proposals for Reform 20
State Laws and Nonprofit Accountability 22
Provisions that Apply to Nonprofits with Budgets in
Excess of $2 Million 23
VII
VIM CONTENTS
So What Are the Sarbanes-Oxley Requirements
and Best Practices for Nonprofits? 24
SOX Requirements for All Organizations—Even
Nonprofits! 25
Whistle-Blower Protection 25
Document Management and Preservation Policy 26
SOX Best Practices 26
Next Steps 27
chapter 3 Introduction to SOX Compliance and Best Practices 29
Introduction 29
What are the SOX Requirements and
Best Practices? 29
Whistle-Blower Protection 30
Document Preservation Policy 33
What are SOX Best Practices? 34
SOX Requirements, Best Practices, and Today's 35
Legislative Environment 35
Benefits of SOX Implementation:
Save Money and Improve Efficiency 36
Five Reasons Why SOX Compliance and
Best Practices will Accelerate Your
Nonprofit's Strategic Planning 37
Next Steps 39
chapter 4 Making SOX Requirements and Best Practices
Work for Your Nonprofit 41
Introduction 41
The Two SOX Requirements 42
Whistle-Blower Protection 42
Fraud: The Primary Reason for Whistle-Blower
Protection 45
Why Individuals Are Reluctant to Blow the Whistle
on Waste, Fraud, and Abuse 46
Factors that Support Fraud 47
Talking to Your Staff and Volunteers about Fraud 48
Document Management and Preservation Policy 49
Streamlined Method for Implementing a
Document Preservation Policy 52
SOX Best Practices 58
Making Best Practices Work for Your
Nonprofit 60
Internal Controls 60
CONTENTS IX
Human Resource Management 69
Adherence to Policies and Procedures and
Enforcement 70
Transparency at All Levels of Management 70
Conflict-of-interest Policy 71
Code of Ethics 71
Enhanced Detail and Accuracy in the Preparation
of IRS Tax Documents 72
Appointing an Audit Committee 72
Segregation of Auditor's Duties 72
Certified Financial Statements 73
Improved Governance 73
Next Steps 73
chapter 5 SOX Best Practices and Your Authentic
Organization 75
Introduction 75
Why Do Nonprofits have Difficulty Really
Solving Organizational and Operational
Problems? Why Do the Same Problems Keep
Coming Back? 77
SOX and Problem Solving 78
Organizational Culture 78
Organizational Citizenship 81
Do as I Say, Not as I Do 82
Getting in Touch with Your Authentic Organization 82
Is Your Nonprofit Dysfunctional? 83
Clues to Observing Dysfunction 83
Modeling the New Behavior: SOX Best Practices 90
Next Steps 91
chapter 6 Strategic Planning: The Process 93
Introduction 93
The Process and the Strategic Planning Team 94
The Strategic Planning Committee 94
The Strategic Planning Process 95
The Elements of a Strategic Plan 96
How Should Strategic Planning Work? 103
Action Steps 105
Private-Sector Strategic Planning 106
SOX and Strategic Planning 107
Moving the Nonprofit to the Next Level 107
The Continuum of Strategic Planning 108
Next Steps 108
X CONTENTS
chapter 7 Writing and Executing the Strategic Plan 109
Introduction 109
Common Pitfalls: Why Nonprofits Have
Trouble Writing a Strategic Plan 110
The Role of the Strategic Planning Committee 112
Who 112
What Are They Expected to Do Before, During
and After the Process 113
Why Were They Chosen? 113
Crafting Goals and Objectives 113
What Should the Strategic Plan Look Like? 114
Institutional Profile 114
The Next Level 121
How Long Should It Take? 122
Outcomes of the Strategic Plan 123
How To Execute an Effective Strategic Plan 123
Launching Your Strategic Plan 123
Why Do Nonprofits Have Trouble Carrying Out
a Strategic Plan? 124
Avoid These Seven Costly Mistakes 126
Sample Strategic Plan for the Marywood
Thrift Shop Consignment Boutique 129
Introduction 129
Marywood Thrift Shop Consignment
Boutique Strategic Plan 130
Summary of Results from Marywood Thrift Shop
Consignment Boutique's Strategic Plan of 2XXX— 131
The Strategic Planning Process at the Marywood Thrift
Shop Consignment Boutique 131
Next Level: Where Does Marywood Want to Go?
What are Marywood's Strategic Goals? What
resources are Required? 133
Alignment of Resources 133
Recommendations for Priority Action 133
Summary 134
Launching the Marywood Village Thrift Shop
Consignment Boutique Strategic Plan 134
Step by Step: Working the Plan into
Marywood's Everyday Operations 136
Next Steps 136
chapter 8 Leveraging Your Nonprofit's SOX
Compliance and Strategic Plan 137
Introduction 137
CONTENTS XI
Lessons Learned from the Private Sector:
Businesses and SOX 137
How and Why Should the Plan Be Communicated
to Important Stakeholders? 139
SOX Saves Time and Money 142
SOX Best Practices and Strategic Planning
Bonus Benefit: Risk Management and
Business Continuity Plans 143
Connecting the Dots: Strategic Planning,
SOX Best Practices, and Risk Management 144
Risk Management 144
Connecting the Dots: Strategic Planning,
SOX Best Practices, and Business Continuity
Planning 151
What Is Business Continuity Planning? 151
Designing the Plan 153
What Are the Sources of Business Interruptions? 154
How SOX and Strategic Planning Facilitate BCP 156
Marywood's Risk Management and
Business Continuity Plans 157
Next Steps 160
chapter 9 SOX and Strategic Planning for Really
Small Nonprofits 161
Introduction 161
Five Reasons Why Really Small Nonprofits
Desperately Need SOX and Strategic Planning 162
Scaling the Strategic Planning Process:
Tips for Success 163
Next Steps 168
Appendices: Checklists, Worksheets, and Sample
Documents 169
appendix 1 Whistle-Blower Policy 171
appendix 2 Document Retention and Storage Protocols 173
appendix 3 Audit Committee 177
appendix 4 Conflict-of-interest Policy and Procedures
Including a Disclosure Statement 179
appendix 5 Code of Ethics for Board and
Senior Management 183
appendix 6 Review of Internal Controls Report 185
Selected References 189
Index 191 |
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| spellingShingle | Jackson, Peggy M. Nonprofit strategic planning leveraging Sarbanes-Oxley best practices United States. Sarbanes-Oxley Act of 2002 USA Sarbanes-Oxley Act of 2002 (DE-588)4731664-0 gnd Recht Nonprofit organizations Accounting Law and legislation United States Nonprofit organizations United States Auditing Nonprofit organizations United States Finance Management Nonprofit organizations United States Management Strategic planning Nonprofit-Organisation (DE-588)4293729-2 gnd Strategische Planung (DE-588)4309237-8 gnd |
| subject_GND | (DE-588)4731664-0 (DE-588)4293729-2 (DE-588)4309237-8 (DE-588)4173536-5 |
| title | Nonprofit strategic planning leveraging Sarbanes-Oxley best practices |
| title_auth | Nonprofit strategic planning leveraging Sarbanes-Oxley best practices |
| title_exact_search | Nonprofit strategic planning leveraging Sarbanes-Oxley best practices |
| title_exact_search_txtP | Nonprofit strategic planning leveraging Sarbanes-Oxley best practices |
| title_full | Nonprofit strategic planning leveraging Sarbanes-Oxley best practices Peggy M. Jackson |
| title_fullStr | Nonprofit strategic planning leveraging Sarbanes-Oxley best practices Peggy M. Jackson |
| title_full_unstemmed | Nonprofit strategic planning leveraging Sarbanes-Oxley best practices Peggy M. Jackson |
| title_short | Nonprofit strategic planning |
| title_sort | nonprofit strategic planning leveraging sarbanes oxley best practices |
| title_sub | leveraging Sarbanes-Oxley best practices |
| topic | United States. Sarbanes-Oxley Act of 2002 USA Sarbanes-Oxley Act of 2002 (DE-588)4731664-0 gnd Recht Nonprofit organizations Accounting Law and legislation United States Nonprofit organizations United States Auditing Nonprofit organizations United States Finance Management Nonprofit organizations United States Management Strategic planning Nonprofit-Organisation (DE-588)4293729-2 gnd Strategische Planung (DE-588)4309237-8 gnd |
| topic_facet | United States. Sarbanes-Oxley Act of 2002 USA Sarbanes-Oxley Act of 2002 Recht Nonprofit organizations Accounting Law and legislation United States Nonprofit organizations United States Auditing Nonprofit organizations United States Finance Management Nonprofit organizations United States Management Strategic planning Nonprofit-Organisation Strategische Planung USA Patentschrift |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016396815&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT jacksonpeggym nonprofitstrategicplanningleveragingsarbanesoxleybestpractices |