1. GOOD PRACTICE Codes of Ethics And Standards of Excellence Recommendations at the 18th Annual Johns Hopkins International Fellows in Philanthropy Conference, Bucharest, Romania, July 3-6, 2006

2. 1. THE PROCESS Broad consultation Addressed all questions Practical application and suggestions Some thoughts on Governance

3. 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

4. 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

5. 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

6. 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

7. 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

8. 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

9. 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

10. 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

11. 4. OVERCOMING OBSTACLES ALSO Bring the right people together ☺NGO Sector ☺Donors ☺Government ☺Specialists ☺People who have already done this work

12. 4. OVERCOMING OBSTACLES ALSO Get commitment at highest level of: ☺Government ☺Legal people ☺Financial people ☺Experts in organisational development ☺Consumer organisations

13. 4. OVERCOMING OBSTACLES ☺PR, Media and Communications ☺Internal and external funders ☺Academics ☺Networkers ☺Facilitators

14. 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

15. 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

16. 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

17. 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

18. 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

19. 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

20. 6. GOVERNANCE Organisational directions including – purpose – vision – mission – values – goals

21. FINALLY A CODE OF CONDUCT: Underpins legitimacy Builds trust Authorises emerging organisations “Recognise the complexity of the task, but keep it simple” ☺