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SOX Interpreted for Not-for-Profits

You should run a not-for-profit like any business—with meaningful strategic planning, sound risk management and a carefully crafted leadership team. That’s the theme of Nonprofit Strategic Planning: Leveraging Sarbanes-Oxley Best Practices by Peggy M. Jackson, released in September by John Wiley & Sons. As with any business, those in leadership spots need to direct the organization with focus, clarity and purpose, Jackson says.

This hardcover book discusses establishing important control mechanisms, learning how the legal and legislative environments have changed over the last few years, and discovering the direction in which your not-for-profit needs to go.

Jackson is also co-author of Sarbanes-Oxley and Nonprofit Management: Skills, Techniques, and Methods (John Wiley, 2006, paperback), which addresses the portions of the 2002 act that directly affect not-for-profits, such as document retention and whistleblower protection, as well as those parts that aim for greater accountability and transparency—qualities that benefit any organization.

These books are useful references, but they’re no substitute for professional advice personalized to the specific issues facing your not-for-profit.

This publication is part of Blackman Kallick’s marketing of professional services, and is not written tax advice directed at the specific facts and circumstances of any person and/or entity. Contents of this publication are of a general nature, and you should not act on this information without obtaining professional advice from your business advisor that is appropriately tailored to your individual needs and circumstances. This written advice is not intended or written to be used, and cannot be used by any taxpayer, for the purpose of avoiding penalties that may be imposed under the Internal Revenue Code.