the Board during the Investigations of Professor Manweller in 2012 and 2013, and some Board members were on the Board at that time. The Board probably needs to meet with legal counsel to make sure it understands the unique roles for each Board member in relation to other Board members, the President and all other stakeholders. FACULTY CONCERNS - RELATED TO GOVERNANCE and RISK As additional background, some of my research and professional service activities involve Corporate Governance, Fraud, Risk, Internal Controls, Internal Auditing and Tone at the Top (generally assessed using the COSO framework). The society-wide costs from waiting to address risks and failures increase as time goes by and my strong professional opinion is we need to learn how to be more proactive. Hopefully, CWU can be a leader in how it resolves the allegations - and in the future in providing a better system that both provides adequate due process as well as greatly reduced instances of failure. For now, it is important that the faculty understand from a governance perspective "who knew what? when did they know it? and how did they respond?". From the documents posted by the Seattle Times, it appears that sufficient information was available up to the level of the Dean in 2012 - and then there was an incomplete and inappropriate response by the subsequent levels of the Provost, Human Resources, President, and Board. We likely need a different and independent investigation to determine what happened in the Governance system. As we have seen with too much of the depressing news today, many organizations have failed to deal with sexual harassment and assault. This is pervasive, sadly, though we often do not think of it as such. There is a high base level of risk when adults are in power with younger students or athletes/performers they are supposed to guide and mentor. Examples like the Catholic Church, Penn State, NSD (below), USA Gymnastics/MichState, Hollywood, Congress, etc should make it clear that this is something every organization should be aware of, and have solid procedures to address. The insights from internal control tell use we need to: Prevent as much as economically possible, Detect failures in a very timely fashion and then Correct the failures that do occur. RESOURCES - PLEASE REVIEW Attached are some resources that I request the Board, President and Executive team review in detail. It will likely take at least a couple hours or so to read and reflect on this information, yet it serves as support for my potential complaint against the Board and President. In my view of Professionalism from the Faculty Code, I expect both Faculty and the Admin/President/Board to adopt high quality governance practices, which I do not believe we currently have implemented.
Video on Tone at the Top (20 minutes - from the 2001 WorldCom fraud/failure)
Made with FlippingBook - professional solution for displaying marketing and sales documents online