{"product_id":"sarbanes-oxley-and-nonprofit-management-isbn-9780471754190","title":"Sarbanes-Oxley and Nonprofit Management","description":"Is your nonprofit organization ready for increased scrutiny, reporting requirements, regulations, and increased expectations from donors? This combination reference\/workbook prepares you and shows you how Sarbanes-Oxley best practices can benefit your organization. It includes:  \u003cul\u003e \u003cli\u003eA structured description of Sarbanes-Oxley and its implications for nonprofits\u003c\/li\u003e \u003cli\u003eDetailed discussions on governance, including financial literacy for board members, new standards of accountability for boards, and best practices for nonprofit management\u003c\/li\u003e \u003cli\u003eSample documents, procedures, and frameworks to help you implement best practices\u003c\/li\u003e \u003cli\u003eWorksheets, forms, and resource materials in each chapter\u003c\/li\u003e \u003cli\u003eA \"walk-through\" of typical financial statements and sample documents such as a Conflict of Interest policy, board orientation curriculum, a Whistleblower Protection policy, a Document Preservation policy, and a fundraising plan.\u003cbr\u003e \u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003eImplementing proven best practices stemming from Sarbanes-Oxley can diminish organizational dysfunction, promote a solid infrastructure, and propel your organization to the platinum standard of operations and governance, giving your organization the competitive advantage in today's demanding nonprofit environment.\u003c\/p\u003e  \u003cb\u003eAcknowledgments.\u003c\/b\u003e  \u003cp\u003e\u003cb\u003ePreface.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 1: History and Legislative Background of the Sarbanes-Oxley Act of 2002.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eChapter Overview.\u003c\/p\u003e \u003cp\u003eChapter Objectives.\u003c\/p\u003e \u003cp\u003ePassage of the Sarbanes-Oxley Act of 2002.\u003c\/p\u003e \u003cp\u003eAnalysis of the Legislative and Regulatory Content of SOX.\u003c\/p\u003e \u003cp\u003eFactors that Drove the Swift Passage of SOX.\u003c\/p\u003e \u003cp\u003eImplications of SOX for Nonprofits.\u003c\/p\u003e \u003cp\u003eConclusion.\u003c\/p\u003e \u003cp\u003eWorksheet: SOX and Relevance to Nonprofit Operations.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 2: SOX Requirements, Best Practices, and State Legislation.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eChapter Overview.\u003c\/p\u003e \u003cp\u003eChapter Objectives.\u003c\/p\u003e \u003cp\u003eWhat Are Nonprofits Required to Do Under SOX?\u003c\/p\u003e \u003cp\u003eSOX Best Practices.\u003c\/p\u003e \u003cp\u003eBenefits of Implementing Best Practices—Adding Value to the Nonprofit.\u003c\/p\u003e \u003cp\u003eNonprofits: Current Legislative Environment.\u003c\/p\u003e \u003cp\u003eExample of State Legislation—California’s “Nonprofit Integrity Act” (SB 1262).\u003c\/p\u003e \u003cp\u003eConclusion.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 3: Anatomy of a Dysfunctional Nonprofit: Diagnosing of Organizational Dysfunction.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eChapter Overview.\u003c\/p\u003e \u003cp\u003eChapter Objectives.\u003c\/p\u003e \u003cp\u003eOrganizational Culture.\u003c\/p\u003e \u003cp\u003eConclusion.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 4: Root Cause Analysis Part I: Three Nonprofit Crises.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eChapter Overview.\u003c\/p\u003e \u003cp\u003eChapter Objectives.\u003c\/p\u003e \u003cp\u003eAmerican Red Cross National Headquarters and Post-September 11th Fundraising and Blood Collection.\u003c\/p\u003e \u003cp\u003eBackground.\u003c\/p\u003e \u003cp\u003eUnited Way of the National Capital Area.\u003c\/p\u003e \u003cp\u003eJames Beard Foundation.\u003c\/p\u003e \u003cp\u003eFactors, Common and Unique, and Lessons Learned.\u003c\/p\u003e \u003cp\u003eConclusion.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 5: Root Cause Analysis—Part II.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eChapter Overview.\u003c\/p\u003e \u003cp\u003eChapter Objectives.\u003c\/p\u003e \u003cp\u003eSummary of Finding from Root Cause Analysis—Part I.\u003c\/p\u003e \u003cp\u003eWhistleblower Protection.\u003c\/p\u003e \u003cp\u003eDocument Preservation Policy.\u003c\/p\u003e \u003cp\u003eSOX Best Practices.\u003c\/p\u003e \u003cp\u003eConclusion.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 6: SOX Best Practices and Governance.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eChapter Overview.\u003c\/p\u003e \u003cp\u003eChapter Objectives.\u003c\/p\u003e \u003cp\u003eRole of the Board in Today’s Nonprofit.\u003c\/p\u003e \u003cp\u003eConclusion.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 7: SOX Best Practices and the Nonprofit Executive Team.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eChapter Overview.\u003c\/p\u003e \u003cp\u003eChapter Objectives.\u003c\/p\u003e \u003cp\u003eConclusion.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 8: Sarbanes-Oxley Best Practices and Information Technology.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eChapter Overview.\u003c\/p\u003e \u003cp\u003eChapter Objectives.\u003c\/p\u003e \u003cp\u003eBenefits of Implementing Sarbanes-Oxley Best Practices.\u003c\/p\u003e \u003cp\u003eConclusion.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 9: Human Resource Management—Sarbanes-Oxley Requirements and Best Practices.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eChapter Overview.\u003c\/p\u003e \u003cp\u003eChapter Objectives.\u003c\/p\u003e \u003cp\u003eWhistleblower Protection.\u003c\/p\u003e \u003cp\u003eWhy Individuals Are Reluctant to “Blow the Whistle” on Waste, Fraud, and Abuse.\u003c\/p\u003e \u003cp\u003eCreating a Confidential Reporting System.\u003c\/p\u003e \u003cp\u003eTravel Claims and Reimbursement Policies.\u003c\/p\u003e \u003cp\u003eEmployees or Independent Contractors? Why the IRS Wants to Know.\u003c\/p\u003e \u003cp\u003eProtecting the Privacy of Staff and Volunteers.\u003c\/p\u003e \u003cp\u003eConclusion.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 10: Sox Best Practices and Fundraising.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eChapter Overview.\u003c\/p\u003e \u003cp\u003eChapter Objectives.\u003c\/p\u003e \u003cp\u003eThe Changing Legislative Environment’s Impact on Fundraising Practices.\u003c\/p\u003e \u003cp\u003eExample of State Law Relative to Fundraising: Provisions of California’s SB 1262 Nonprofit Integrity Act to Fundraising Activities.\u003c\/p\u003e \u003cp\u003eThe Role of the Board and Executive Team in Providing Oversight and Guidance to a Nonprofit’s Fundraising.\u003c\/p\u003e \u003cp\u003eBest Practices and Industry Standards for Fundraising and Development.\u003c\/p\u003e \u003cp\u003eInternal Controls and Ethical Considerations for Fundraising.\u003c\/p\u003e \u003cp\u003eConclusion.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 11: SOX Best Practices and Internal Controls.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eChapter Overview.\u003c\/p\u003e \u003cp\u003eChapter Objectives.\u003c\/p\u003e \u003cp\u003eNeed for an Internal Control System.\u003c\/p\u003e \u003cp\u003eAdvantages of Adopting SOX Best Practices Regarding Internal Controls.\u003c\/p\u003e \u003cp\u003eWhat Is an Effective Internal Control System?\u003c\/p\u003e \u003cp\u003eCommittee of Sponsoring Organizations.\u003c\/p\u003e \u003cp\u003eImportance of Internal Financial Controls.\u003c\/p\u003e \u003cp\u003eConclusion.\u003c\/p\u003e \u003cp\u003eWorksheet 1: Conducting an Internal Control System Review.\u003c\/p\u003e \u003cp\u003eWorksheet 2: Questions for the Senior Management and the Board of Directors.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 12: The Financially Literate Board.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eChapter Overview.\u003c\/p\u003e \u003cp\u003eChapter Objectives.\u003c\/p\u003e \u003cp\u003eNeed for a Financially Literate Board of Directors.\u003c\/p\u003e \u003cp\u003eDetermining Board Competence in Financial Matters.\u003c\/p\u003e \u003cp\u003eAdult Learners and Learning Styles.\u003c\/p\u003e \u003cp\u003eContent that Should Be Covered.\u003c\/p\u003e \u003cp\u003eAnnual Budget.\u003c\/p\u003e \u003cp\u003eConclusion.\u003c\/p\u003e \u003cp\u003eWorksheet: Developing a Financial Literacy Training Plan.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 13: SOX Best Practices and Legal Compliance.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eChapter Overview.\u003c\/p\u003e \u003cp\u003eChapter Objectives.\u003c\/p\u003e \u003cp\u003eNeed for Board Oversight.\u003c\/p\u003e \u003cp\u003eThree Duties of the Board of Directors.\u003c\/p\u003e \u003cp\u003eThe Importance of an Audit.\u003c\/p\u003e \u003cp\u003eWorking with the IRS.\u003c\/p\u003e \u003cp\u003eWorking with Attorneys.\u003c\/p\u003e \u003cp\u003eConclusion.\u003c\/p\u003e \u003cp\u003eWorksheet: Legal Compliance Review.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 14: Sox Best Practices and Political Competence.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eChapter Overview.\u003c\/p\u003e \u003cp\u003eChapter Objectives.\u003c\/p\u003e \u003cp\u003eDeveloping Political Competence.\u003c\/p\u003e \u003cp\u003eRole of Nonprofits.\u003c\/p\u003e \u003cp\u003eTwo Components in Political Competence.\u003c\/p\u003e \u003cp\u003eAlignment with Others.\u003c\/p\u003e \u003cp\u003eArguments against Exercising Political Competence.\u003c\/p\u003e \u003cp\u003eHelpful Websites for the Nonprofit Developing Its Political Competence.\u003c\/p\u003e \u003cp\u003eConclusion.\u003c\/p\u003e \u003cp\u003eWorksheet: Pressures for Nonprofit Reform.\u003c\/p\u003e \u003cp\u003e\u003cb\u003eAppendix.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eBibliography.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eAbout the Authors.\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eIndex.\u003c\/b\u003e\u003c\/p\u003e  \u003cb\u003ePEGGY M. JACKSON\u003c\/b\u003e, DPA, CPCU, is a consultant and nationally recognized lecturer in risk management, business continuity planning and Sarbanes-Oxley compliance for nonprofits. Dr. Jackson has coauthored five books on risk management in nonprofit organizations.  She is a partner with Fogarty, Jackson \u0026amp; Associates and a Principal with Adjunct LLC in San Francisco, CA.  She and Toni Fogarty coauthored Wiley’s \u003ci\u003eSarbanes-Oxley for Nonprofits\u003c\/i\u003e (April 2005).  \u003cp\u003e\u003cb\u003eTONI E. FOGARTY\u003c\/b\u003e, PhD, MPH, is an Associate Professor in the Department of Public Affairs and Administration at California State University, East Bay. She serves as the graduate coordinator for the Master of Science in Health Care Administration Program, and teaches courses in health care management, organizational change and development, health care finance and budgeting, research methods, and the legal and ethical aspects of health care. She is a founding partner and CFO of Fogarty, Jackson \u0026amp; Associates and is a nationally recognized lecturer in business continuity planning, distance learning, and Sarbanes-Oxley compliance for nonprofits.\u003cbr\u003e Jackson and Fogarty coauthored \u003ci\u003eManaging Risk in Nonprofit Organizations\u003c\/i\u003e and \u003ci\u003eSarbanes-Oxley for Nonprofits\u003c\/i\u003e (both published by Wiley).\u003c\/p\u003e  \u003cp\u003eIs your nonprofit organization ready for increased scrutiny, reporting requirements, regulations, and increased expectations from donors? This combination reference\/workbook prepares you and shows you how Sarbanes-Oxley best practices can benefit your organization. It includes:\u003c\/p\u003e \u003cul\u003e \u003cli\u003eA structured description of Sarbanes-Oxley and its implications for nonprofits\u003c\/li\u003e \u003cli\u003eDetailed discussions on governance, including financial literacy for board members, new standards of accountability for boards, and best practices for nonprofit management\u003c\/li\u003e \u003cli\u003eSample documents, procedures, and frameworks to help you implement best practices\u003c\/li\u003e \u003cli\u003eWorksheets, forms, and resource materials in each chapter\u003c\/li\u003e \u003cli\u003eA \"walk-through\" of typical financial statements and sample documents such as a Conflict of Interest policy, board orientation curriculum, a Whistleblower Protection policy, a Document Preservation policy, and a fundraising plan.\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003eImplementing proven best practices stemming from Sarbanes-Oxley can diminish organizational dysfunction, promote a solid infrastructure, and propel your organization to the platinum standard of operations and governance, giving your organization the competitive advantage in today's demanding nonprofit environment.\u003c\/p\u003e","brand":"Wiley","offers":[{"title":"Default Title","offer_id":47989987639525,"sku":"NP9780471754190","price":73.95,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9780471754190.jpg?v=1761786118","url":"https:\/\/k12savings.com\/products\/sarbanes-oxley-and-nonprofit-management-isbn-9780471754190","provider":"K12savings","version":"1.0","type":"link"}