Code of Ethics/Board Duties

 

Introduction

Code of Ethics (adopted July 25, 2016)

This code of ethics is a document outlining professional standards expected of all SNC officers, volunteers and (eventually) employees. It addresses internal conduct, but also delineates what is expected of officers/volunteers/employees [staff] when engaged with the larger community. The code has been adopted by the Board of Directors to insure consistency and gain the public trust; it establishes standards by which we are held accountable.

Mission

The Society was founded by local New Concord families to help promote and recognize the Hamlet as a historic and unified community. To this end, the organization fosters local historical preservation, neighborhood cohesion and social enjoyment. We make a difference in the district by rehabilitating historic buildings and cemeteries, promoting awareness of New Concord’s historical character, and building community with social events, educational gatherings and civic projects.

Legal Compliance

SNC staff comply with all applicable laws, regulations, and international conventions.

Governance

We see organization governance in its various forms as a public duty for an educational non-profit association. The governing authority (Board of Directors) protects and enhances the organization’s activities and programs and its physical, human and financial resources. It ensures that all these resources support the organization’s mission, and it responds to the pluralism of society and respects the diversity of the natural and cultural commonwealth.

Programs

The organization ensures that:

  • its programs support its mission and public trust responsibilities;

  • the programs are founded on scholarship and marked by intellectual integrity;

  • the programs are accessible and encourage participation of the widest possible audience consistent with its mission and resources;

  • revenue-producing activities and activities which involve relationships with external entities are compatible with the organization’s mission and support its public trust responsibilities;

  • programs promote the public good rather than individual financial gain.

Personal and Professional
Conduct

In their dealings as representatives of SNC, staff act professionally with honesty, integrity, and openness. We treat each other, SNC members, and the public fairly and with respect. Directors, Volunteers and Employees are responsible for being aware of and complying with SNC policies that address their conduct.

Conflict of Interest

SNC staff act in the best interests of the Society rather than in furtherance of personal interests or the interests of third parties, such as friends and family. Decisions about the Society and the use or disposition of its assets are made solely in terms of the benefits to SNC and are neither influenced by nor appear to be influenced by any private profit, personal gain, or outside benefit for staff, their friends and family or for any organization or company with which they are affiliated.

Business Opportunity

Directors, Volunteers and Employees have a duty to advance SNC business interests when the opportunity to do so arises. They may not compete or use opportunities that are discovered through the use of SNC information or resources for their own personal benefit or for the benefit of outside persons or entities unless SNC has already been given the opportunity and has determined that it will not pursue that opportunity.

Solicitation

Board Members shall not solicit or accept gifts, gratuities, free trips, honoraria, personal property, or any other item of value from any person or entity as a direct or indirect inducement to provide special treatment to such person with respect to SNC.

 
 

Board
Responsibilities

Board Responsibilities

As background/reminder for Board Members, BoardSource, in their booklet "Ten Basic Responsibilities of Nonprofit Boards", itemize the following responsibilities for nonprofit boards:

  • Determine the Organization's Mission and Purpose

  • Select the Executive

  • Support the Executive and Review His or Her Performance

  • Ensure Effective Organizational Planning

  • Ensure Adequate Resources

  • Manage Resources Effectively

  • Determine and Monitor the Organization's Products, Services and Programs

  • Enhance the Organization's Public Image

  • Serve as a Court of Appeal

Director’s Duties

and, Individual Director's Duties

  • Take care of the non-profit by ensuring prudent use of all assets, including facility, people, and good will; and provide oversight for all activities that advance the non-profits effectiveness and sustainability (legal "Duty of due care")

  • Make decisions in the best interest of the non-profit corporation; not in his or her self-interest (legal "Duty of loyalty")

  • Ensure that the non-profit obeys applicable laws and acts in accordance with ethical practices; that the non-profit adheres to its stated corporate purposes, and that is activities advance its mission (legal "Duty of obedience")