Page 52 - Washington Nonprofit Handbook 2018 Edition
P. 52

Directors are expected to use common sense and practical judgment; they
               are not expected to be experts in every matter the board considers.  In performing
               his  or  her  duties,  a  director  may  rely  on  information,  opinions,  reports,  or
               statements—including financial statements and other financial data—prepared or
               presented by an officer or employee of the corporation whom the director believes
               to  be  competent  and  reliable  in  the  matter  presented;  professionals  such  as
               attorneys, accountants, or others, if the matter is within that person’s expertise; or
               a  committee  on  which  the  director  does  not  serve,  if  the  matters  are  within  the
               committee’s  designated  authority.    However,  if  a  board  member  has  a  particular
               expertise (e.g., accounting), he or she is expected to utilize this deeper knowledge.


                       Because the board is typically comprised of outsiders who do not participate
               in the daily management and operation of the corporation, directors often rely on
               staff  or  volunteers  to  provide  them  with  information  about  the  corporation’s
               operations.    Directors  must  carefully  evaluate  this  information  to  ensure  that
               problems or potential risks or liabilities are not being withheld from or misrepre-
               sented to the board.


                       b.     Duty of Loyalty

                       A director must act with the best interest of the corporation in mind, and not
               for  his  or  her  own  personal  benefit  or  the  benefit  of  another  person  or
               organization.    Conflicts  of  interest,  or  potential  conflicts  of  interest,  should  be
               avoided.  In the event that a conflict of interest is unavoidable, the conflict should
               be disclosed to the board and the director with the conflict should abstain from the
               discussion and the vote.


                       It is useful  and  is  widely considered  to  be a  “best practice”  for  a  nonprofit
               corporation to have a written conflict of interest policy.  See Chapter 9.  In addition
               to providing a procedure for disclosing and resolving conflicts of interest, the policy
               should  require  that  each  officer,  director  and  key  employee  submit  an  annual
               disclosure statement specifying such individual’s (and his or her family members’):


                       y      Business  relationships  with  any  entity  that  contracts  with  the
                              corporation;


                       y      Investments in companies from which the corporation obtains goods
                              or  services,  to  which  the  corporation  sells  goods  or  services,  or  that
                              provides goods or services in competition with the corporation;










               WASHINGTON NONPROFIT HANDBOOK                -41-                                        2018
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