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Nonprofit Governance Reform

By Andrew J. Demetriou
January 03, 2006

Over the past 3 years, nonprofit organizations have wrestled with the degree to which they should undertake the types of governance reforms that are mandated for SEC registered companies under the terms of the Sarbanes-Oxley Act (SOX). Common reasons for proceeding slowly, or not at all, were that SOX does not apply to nonprofits, and except in a handful of states, such as California, there have been no state law mandates for change. There are also practical considerations that militate against strict application of SOX in the non-profit context, including significant differences in the development and expectations for board members, focus on mission rather that profitability and the overlay of federal exempt organization rules.

As a consequence, management of some nonprofit institutions has resisted efforts to reform and have continued practices that arguably are inconsistent with trends prevalent in the for profit world. Recently, pressure to reevaluate and consider changes in corporate governance has come from a source that will directly affect the pocketbook of many large nonprofit organizations — the agencies that rate tax exempt debt. All three of the major rating agencies, Standard & Poor's, Moody's and Fitch-Ratings, have issued statements and/or revised their ratings criteria this year with respect to nonprofit corporate governance issues for health care institutions with rated debt. In their comments, they have specifically referenced reforms mandated by SOX for public companies as models, and indicated varying levels of expectation that issuers adopt these or similar governance measures.

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