What is

Conflict of Interest

Best Practices

Nonprofits should adopt a Conflict of Interest Policy that includes:
  • Disclosure Requirements: Individuals must disclose potential conflicts before board votes or major decisions.
  • Recusal Protocols: Affected individuals should abstain from discussion or voting on matters where a conflict exists.
  • Annual Conflict Disclosure Forms: Require all board members and key staff to complete and update forms annually.
  • Documentation: Meeting minutes should reflect how conflicts were disclosed and managed.

Potential Consequences

Repeated or unmanaged conflicts of interest can lead to:
  • Loss of donor or funder confidence
  • Penalties or investigations by the IRS or state attorney general
  • Revocation of tax-exempt status in severe cases
  • Reputational damage that affects partnerships and community support

Real World Examples

  • A board member’s law firm is paid to represent the nonprofit, but the arrangement wasn’t disclosed or approved by the board.
  • A nonprofit’s executive director approves a consulting contract for a relative without informing the board.

Best Practices

Nonprofits should adopt a Conflict of Interest Policy that includes:
  • Disclosure Requirements: Individuals must disclose potential conflicts before board votes or major decisions.
  • Recusal Protocols: Affected individuals should abstain from discussion or voting on matters where a conflict exists.
  • Annual Conflict Disclosure Forms: Require all board members and key staff to complete and update forms annually.
  • Documentation: Meeting minutes should reflect how conflicts were disclosed and managed.

Potential Consequences

Repeated or unmanaged conflicts of interest can lead to:
  • Loss of donor or funder confidence
  • Penalties or investigations by the IRS or state attorney general
  • Revocation of tax-exempt status in severe cases
  • Reputational damage that affects partnerships and community support

Real World Examples

  • A board member’s law firm is paid to represent the nonprofit, but the arrangement wasn’t disclosed or approved by the board.
  • A nonprofit’s executive director approves a consulting contract for a relative without informing the board.

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