By MARIO SMITH

In The Bahamas, the term “conflict of interest” is commonly linked to the for-profit sector, particularly in relation to corporate boards, attorneys, and public officials.

However, conflicts of interest can and do occur within non-profit organisations, and the implications can be just as serious. Non-profit organisations are mission driven entities dedicated to making meaningful change within communities. Maintaining this trust is essential to a nonprofit’s integrity and long-term success.

One of the most critical components of ensuring accountability and public confidence is the effective identification and management of conflicts of interest. When non-profit boards and executives fail to properly address these situations, the organisation’s credibility, effectiveness, and public trust can all be jeopardised.

What is a conflict of interest in a non-profit organisation?

A conflict of interest arises when a person involved with a nonprofit, whether a board member, executive, or staff member, has personal, financial, or professional interests that could interfere with their duty to act in the organisation’s best interest. The concern is not only actual conflicts but also the perception of conflict, which can be equally damaging.

Examples include:

A board member serving simultaneously on the board of a competing non-profit organisation.

Staff using the non-profit’s time, money, or resources for personal gain.

Board members voting on decisions that directly benefit themselves or their businesses.

A CEO being a close relative of a board member, leading to questions about impartiality and favouritism.

Board members using their position to promote personal, political or social causes that are not in line with the non-profit’s mission.

Having a conflict of interest is not inherently unethical or illegal. However, failing to disclose and manage the conflict appropriately can lead to legal trouble, ethical violations, and damage to the organisation’s reputation. Over time, it can also erode trust among board members and stakeholders, which can result in board disengagement and weakened governance structures.

In small, closely connected communities such as those in The Bahamas, conflicts of interest may be inevitable. The key is not to eliminate them entirely, but to manage them transparently and responsibly.

How non-profits can effectively address conflicts of interest

All non-profit board members and executives have a fiduciary responsibility to act in good faith and the best interest of the organisation. To protect against conflicts of interest, several steps can be taken.

1. Implement a conflict of interest policy

A well-written conflict of interest policy is essential. This policy should:

Define what constitutes a conflict of interest.

Outline the duty to disclose actual or potential conflicts.

Prohibit board members with conflicts from participating in related votes or decisions.

Establish clear procedures for managing and resolving conflicts.

Require an annual disclosure statement from each board member listing any affiliations or interests that could pose a conflict.

Having such a policy not only strengthens governance but also sends a strong message about the organisation’s commitment to ethical conduct.

Require annual disclosures

Each board member should complete a conflict of interest disclosure form annually. This helps identify potential issues before they arise and creates a culture of openness. It also provides a formal mechanism for recording and revisiting declared interests throughout the year.

Empower the chair to lead conflict management

When a potential conflict arises, the board chair should review the matter, consult relevant disclosures, and engage the board member in question. If the conflict is clear, the member should be asked to recuse themselves from related discussions and votes. In cases where the member disagrees that a conflict exists, the chair must ensure that the board deliberates the issue carefully. The final decision must prioritise the best interests of the organisation and protect the integrity of its decision-making processes.

Seek independent advice when necessary

Complex conflicts, especially those involving financial transactions or legal relationships, may require independent legal or financial counsel. This helps ensure that decisions are not only ethical but also legally sound and defensible.

Promoting a culture of transparency

Beyond policy, non-profits must actively foster a culture where transparency, honesty, and accountability are expected and encouraged. People must feel safe disclosing conflicts without fear of judgment or retaliation.

This culture can be established by:

Offering regular training sessions on ethics and conflicts of interest.

Encouraging open discussions around potential grey areas.

Promoting a clear understanding that disclosures are a sign of integrity, not wrongdoing.

When transparency is embedded in organisational culture, trust grows, both internally among board members and externally among donors, partners, and the public.

Conclusion

Effectively managing conflicts of interest is critical to the ethical governance and operational integrity of nonprofit organisations in The Bahamas. While some conflicts are unavoidable, the board’s role is to ensure that these are disclosed, documented, and addressed in ways that protect the organisation’s mission and credibility.

Clear conflict of interest policies, regular disclosures, strong leadership, and a culture of transparency all contribute to minimizing risks and maintaining public trust. In cases of uncertainty, independent guidance should be sought to ensure the organisation remains compliant with legal standards and true to its values.

Ultimately, when a non-profit organisation prioritises accountability and integrity, it strengthens its governance, enhances its reputation, and safeguards its ability to serve the public good for years to come.

• With roots in Hatchet Bay, Eleuthera, Mario Smith is a past chairman of One Eleuthera Foundation. He is also a founding member and director of the Centre for Training and Innovation (CTI). Mario serves as a member of Rotary Bahamas Disaster Relief and is a Past Assistant Governor of Rotary District 7020.