(c) selects and regularly evaluates the institution’s chief executive officer. (CEO evaluation/ selection)
(d) defines and addresses potential conflict of interest for its members. (Conflict of interest)
has appropriate and fair processes for the dismissal of a board member. (Board dismissal)
protects the institution from undue influence by external persons or bodies. (External influence)
defines and regularly evaluates its responsibilities and expectations. (Board self-evaluation)
3. If an institution’s governing board does not retain sole legal authority and operating control in a multiple-level governance system, then the institution clearly defines that authority and control for the following areas within its governance structure:
institution’s mission,
fiscal stability of the institution, and
institutional policy. (Multi-level governance)
While the Principles of Accreditation and the Resource Handbook will be helpful in guiding the Board in its self-evaluation process, the Board may also find the following additional resources helpful when defining and evaluating “fiduciary duty” and “conflict of interest”:
The Gold Book: Bylaws of the Kentucky State University, ("The Gold Book"). http://kysu.edu/wp-content/uploads/2015/02/Board-By-Laws-Final-Approved-by-BOR January-23-2015.pdf
Kentucky State University Ethical Principles and Code of Conduct, ("Ethical Principles"). http://kysu.edu/wp-content/uploads/2013/10/Ethics_Code_for_KSU.pdf
AGB's Board of Director's Statement on Fiduciary Duties of Governing Board Members. https://www.agb.org/sites/default/files/u27174/statement_2015_fiduciary_duties.pdf
AGB's Board of Director's Statement on Conflict of Interest. https://www.agb.org/sites/default/files/agbstatements/statement_2013_conflict_of_interest.pdf
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