Nonprofit Strategic Planning Leveraging Sarbanes Oxley Best Practices 1st Edition by Peggy M Jackson ISBN 0470180609 9780470180600

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Product details:

ISBN 10: 0470180609 
ISBN 13: 9780470180600
Author: Peggy M Jackson

Praise for

Nonprofit Strategic Planning

Leveraging Sarbanes-Oxley Best Practices

“A robust nonprofit sector is a vital part of a civil society. Keeping the sector strong through effective strategic planning and implementation is a critical assignment. As a thought leader in the nonprofit sector, Dr. Jackson’s book on the relationship of Sarbanes-Oxley best practices with strategic planning is an invaluable resource for nonprofit governing boards and employees. Her step-by-step, practical approach is easy to read and, more important, provides a specific road map to effective planning.”
-Larry Brewster, Dean, College of Professional Studies University of San Francisco

“Dr. Jackson’s practical and straightforward approach to creating a strategic plan is quite refreshing. I believe that more and more nonprofits understand that they need to be run just as any business needs to be run-with focus, clarity, and purpose. The ideas and methodology stress the importance of sound risk management and the rewards of having such a plan in place. I can assure you that the executive director of every nonprofit I represent will receive a copy of this book.”
-Joseph L. DeLucchi, Vice President CAL Insurance & Associates, Inc.

Nonprofit Strategic Planning Leveraging Sarbanes Oxley Best Practices 1st Table of contents:

Part I: Understanding the Landscape: Nonprofits, Governance, and Accountability

• Chapter 1: The Evolving Environment for Nonprofits
  • Public trust and the need for accountability.
  • Increased scrutiny from donors, regulators, and the public.
  • The “post-Enron” and “post-SOX” era for all organizations.
  • Defining strategic planning in the nonprofit context.
• Chapter 2: Core Principles of Nonprofit Governance
  • Roles and responsibilities of the Board of Directors.
  • Fiduciary duties (duty of care, loyalty, obedience).
  • Importance of transparency and ethical conduct.
• Chapter 3: The Sarbanes-Oxley Act: Key Provisions and Their Spirit
  • Brief overview of relevant SOX sections (e.g., corporate responsibility, enhanced financial disclosures, auditor independence, internal controls, whistle-blower protection).
  • Translating the spirit of SOX to nonprofit governance, even without direct legal obligation.

Part II: Integrating SOX Principles into Strategic Planning

• Chapter 4: Strategic Planning Fundamentals for Nonprofits
  • Defining mission, vision, and values.
  • SWOT analysis and environmental scanning.
  • Goal setting and objective development.
  • Action planning and implementation.
• Chapter 5: Enhancing Board Oversight through Strategic Planning
  • Board engagement in strategic planning processes.
  • Establishing clear oversight roles aligned with SOX principles (e.g., audit committee functions).
  • Ethical leadership and board conduct.
• Chapter 6: Financial Integrity and Transparency in Strategic Planning
  • Strengthening financial reporting and internal controls.
  • The role of the finance committee.
  • Ensuring financial accountability in strategic initiatives.
  • Leveraging external audits.
• Chapter 7: Whistle-blower Protection and Ethical Culture
  • Developing effective whistle-blower policies as a strategic imperative.
  • Fostering a culture of ethical conduct and compliance.
  • Communicating ethical standards throughout the organization.
• Chapter 8: Document Retention and Destruction Policies
  • Establishing clear policies for records management.
  • Compliance with legal requirements and best practices.
  • Importance in protecting the organization.

Part III: Implementation, Communication, and Sustaining Best Practices

• Chapter 9: Action Planning for SOX-Aligned Strategies
  • Translating strategic goals into actionable plans.
  • Assigning responsibilities and timelines.
  • Resource allocation.
• Chapter 10: Communication Strategies: Building Trust with Stakeholders
  • Communicating transparency and accountability to donors, funders, and the public.
  • Annual reports, website presence, and public relations.
  • The link between trust and fundraising success.
• Chapter 11: Monitoring, Evaluation, and Adaptation
  • Establishing key performance indicators (KPIs) for strategic goals.
  • Regular review and evaluation processes.
  • Adapting the strategic plan in response to changing environments and new best practices.
• Chapter 12: Sustaining a Culture of Accountability and Ethics
  • Continuous training and development for board and staff.
  • Regular review of policies and procedures.
  • Leading by example: The role of executive leadership.

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Tags: Peggy M Jackson, Nonprofit, Strategic Planning