good practice codes of ethics and standards of excellence recommendations at the 18th annual johns...
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GOOD PRACTICE Codes of Ethics
AndStandards of Excellence
Recommendations at the 18th Annual Johns Hopkins International Fellows in Philanthropy Conference, Bucharest,
Romania, July 3-6, 2006
1. THE PROCESS
Broad consultation
Addressed all questions
Practical application and suggestions
Some thoughts on Governance
2. WHY IS IT VALUABLE?
Adds value in many ways
Creates linkages across sector
Creates better visibility
Brings functioning to a higher level
Contributes to sustainability
2. BUT WHAT IS THE VALUE?
Provides recognition for members – internally and externally
Increases positive profile and image Provides a solid base, deeper than laws
alone Increases prospects of receiving support Provides framework for accountability and
transparency
2. A NOTE OF CAUTION
Process must be adjusted for:
History of the sector Work already done Stage of maturity of sector Stage of maturity of individual NGOs The sector’s readiness for collective
responsibility
3. THE BARRIERS
CREATING THE CODE ITSELF: The process– gaining consensus on one
code Establishing a sense of urgency and
purpose Resources Ensuring process is deep and wide Having the right people involved
3. THE BARRIERS
CREATING THE CODE ITSELF Cont… Differences in culture in organisations Nobility of mission Adequate consultation Fear of being controlled Belief in the value
3. THE BARRIERS
CREATING AND MAINTAINING LEGITIMACY
Keeping it as a living document Ensuring public awareness Recognition of it as an authoritative
product Monitoring compliance Sanctions for non-compliance
4. OVERCOMING OBSTACLES
Create a sense of URGENCY, NEED and INCENTIVES by
Marketing the tool to distinguish members who comply
Working with the media to create interest in good stories
Creating a system of “Certification” and associated Seal of Approval
4. OVERCOMING OBSTACLES
Create a sense of URGENCY, NEED and INCENTIVES cont…
Attracting, and building credibility with, funders
Bringing all organisations to a higher level of functioning
Demonstrating quality of organisation Avoiding government scrutiny and imposition
of government codes
4. OVERCOMING OBSTACLES
ALSO Bring the right people together
☺NGO Sector
☺Donors
☺Government
☺Specialists
☺People who have already done this work
4. OVERCOMING OBSTACLES
ALSO Get commitment at highest level of:
☺Government
☺Legal people
☺Financial people
☺Experts in organisational development
☺Consumer organisations
4. OVERCOMING OBSTACLES
☺PR, Media and Communications
☺Internal and external funders
☺Academics
☺Networkers
☺Facilitators
5. NEXT STEPS
TO DEVELOP THE CODE Explore work already done Bring people together Explore avenues for funding to support process Identify initiating organisations to start process Assemble the code of conduct Deliver training in sector Develop capacity of sector to undertake the
necessary work
5. NEXT STEPS
TO IMPLEMENT THE CODE Establish system of certification – to show
whether and how standards are being reached
Monitor adherence – to ensure the code remains a thing of value
Consider an Awards system – to reward the positive practice of NGOs and create legitimacy
5. NEXT STEPS
TO IMPLEMENT THE CODE cont… Use internet
– list organisations who comply
– consider “blacklisting” organisations who don’t comply
– highlight best practice
– publicise awards
6. GOVERNANCE
One component of a Code of Ethics An essential component Is fundamental for establishing legitimacy Many organisations already have these
practices in place Provides formalised system of
accountability
6. GOVERNANCE
Some features would be, but not limited to: A Board of Directors
• Numbers
• Attendance
• Independence
• Conflicts of interest
• Oversight of executives
• Responsibilities and duties
• Remuneration
6. GOVERNANCE
Some features would be, but not limited to: Supervision of performance of organisation Evaluation of Board effectiveness Accountability and reporting mechanisms Financial management Transparency of decision making and
practice Measurement of quality
6. GOVERNANCE
Organisational directions including
– purpose
– vision
– mission
– values
– goals
FINALLY
A CODE OF CONDUCT: Underpins legitimacy Builds trust Authorises emerging organisations
“Recognise the complexity of the task, but keep it simple”
☺
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