{"product_id":"sarbanesoxley-and-nonprofit-management-9780471754190","title":"SarbanesOxley and Nonprofit Management","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\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:  \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 \u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003e\u003cb\u003eAcknowledgments.\u003c\/b\u003e  \u003c\/p\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","brand":"John Wiley \u0026 Sons Inc","offers":[{"title":"Default Title","offer_id":49402669531479,"sku":"9780471754190","price":51.75,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9780471754190.jpg?v=1730481176","url":"https:\/\/bookcurl.com\/products\/sarbanesoxley-and-nonprofit-management-9780471754190","provider":"Book Curl","version":"1.0","type":"link"}