ETHICS: DOING THE RIGHT THING

• Today's not-for-profit organizations live in an era of accountability. The trend toward greater concern for ethics and accountability in the not-for-profit sector will continue.
• The principal rationale for having a code of ethics is to express a shared vision of the organization's beliefs, culture, and values.
• A code of ethics serves as a set of accountability standards against which the Board and the organization can be measured.
• An organization's code of ethics must reflect its culture.
• A code of ethics usually involves enforcement provisions that make clear the consequences for failure to adhere to its terms.
• Successful implementation of a members code of ethics requires commitment from everyone from the Board Chair, the Board members, and the Executive Director to other volunteers and the newest staff employee.
• To make an ethics program work:
  1. offer ethics training
  2. conduct an annual review for possible revisions
  3. do a policy and government review

1. CODE OF ETHICS:

   Components of an ethics code:

   Preamble

   • articulates the organization's mission and values
   • identifies principle customers and constituents
   • declares expectations of performance and professionalism for both volunteers and staff
   • describes an environment that promotes, fosters, and guides ethical conduct

   Personal Integrity involves personal commitment of staff and volunteers to integrity in all circumstances

   Professional Excellence

   • characterizes individual and team behavior constituting professional excellence

   Accountability and efficiency

   • highlights the importance of good stewardship

   Relationships and Responsibilities

   • involves accountability from members, volunteers, customers
   • maintains high standards in connections to clients, vendors, constituents, community, other YWCAs, YWCA of the U.S.A.

   Equal opportunity and affirmative action

   • states commitment to these principles
   • provides policy and management procedures and practices

   Conflict of interest and personal gain

   • any Director who has a personal interest in a business transaction -because of either the possibility of personal financial gain or financial gain of another corporation or organization of which she also a Director or in which she has a substantial financial interest -is called "interested director" and must take certain actions to protect the YWCA and herself from liability.
   • before a YWCA enters a transaction in any way involving an interested director, that director should and in some states is required by law to disclose in good faith, her interest and present any facts which might lead to disapproval of the transaction. She should then refrain from recommending or voting on whether the transaction should be approved.

2. THE BOARD AS AN EARLY WARNING SYSTEM:

   Board members can increase the likelihood that the Board will function responsibly by fulfilling their personal responsibilities with diligence and attention.

   Individual Board Member's Responsibilities:

   Attend: A Board member who does not attend Board meetings, committee meetings, retreats, and other activities cannot function effectively in her oversight role.

   Read: Ignorance is no protection from liability. Be knowledgeable about your organization.

   Listen: Careful listening and keeping up on trends will enable a Board member to spot problems early.

   Question: If something is not clear, ask questions. Asking tough questions is a Board member's role and responsibility.

   Analyze: Look beyond the charts and the documents.

   Guard: Board members should truly understand their legal and moral responsibilities and think about their role. "Society at large loses if Boards fail to properly guide their institutions."

   Vote: Board members should vote independently, carefully considering the short and long term implications of their decisions in light of the organization's mission and its environment. If you disagree with an action being taken, state your opinion for the Board record.

   Integrity: Do not publicly undermine the Board's position.