Conflict of interest is possible and serious throughout all levels of staff. The Code of Conduct for staff, and staff training and orientation, should address it explicitly.
This article continues on from part one and is designed to help board members read and understand financial statements.
How to respond to unethical – and potentially damaging – behaviour in a nonprofit organization.
This article is designed to help board members read and understand financial statements.
The appropriate degree of transparency for an organization requires consideration of accountability, privacy, confidentiality and trust.
Discussing the appropriate internal routes for internal whistle-blowing that protects employees.
Nonprofit organizations may even have a harder time making purchases and getting supplies because they exist to serve their communities. They must be more mindful of the ethics of retaining suppliers or materiel while drawing on fewer resources.
An article describing the premise and process of a results-based board.
This 2006 article outlines the rights and responsibilities of an organization when disputing a penalty imposed by the CRA.
A small charity depends on the program coordinator, but no career path or challenging roles are made available.
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