21st Century Governance
Introducing GovernanceExcellence
21st Century GovernanceWelcome to GovernanceExcellence! We are committed to offering governance professionals a unique and continuing opportunity to strengthen corporate governance in your organization, in Canada and ulimately in other jurisdictions also.
The GovernanceExcellence community exists to provide a virtual space in which governance professionals can collaborate to share insights and perspectives on governance best practices, now and in the future.
In the early stages of this initiative, we are seeking guidance from you, as the earliest visitors to this site, about how GovernanceExcellence should evolve.
GE Toolkit Roadmap
21st Century GovernancePlease stay tuned .... more information about this coming soon!
Introduction to the GE Toolkit
21st Century GovernancePlease stay tuned .... more information about this coming soon!
2006 Symposium: The Evolving Role of the Governance Professional
21st Century GovernanceThe theme of the 2006 Symposium on Corporate Effectiveness, to be held on December 7 and 8 in Toronto, is "The Evolving Role of the Governance Professional".
For additional information, please visit the ICSA website.
Governance Evolution 30 Questions
21st Century GovernanceGovernance Evolution 30 Questions
GovernanceExcellence: 30 Questions about the Evolution of Governance
Evolution of Governance: In parallel with the discussions on the regulations and best practices which define Governance is an equally important set of discussions about the consequent organizational implications. An organization seeking to optimize its performance in Governance faces scope, role, responsibility and reporting issues of increasing complexity for how Governance activities are effectively managed.
The Evolution of Governance Module provides 30 questions which will help an organization examine its practices in these areas, to help build consensus within the organization of what practices might be and to benchmark the organization against other similar organizations. It is partly based on ideas discussed in the Discussion Paper on "The Evolution of Governance: A Scenario for Best Practices in 21st Century Governance".
ACPSS Module A: Reporting and Disclosure
21st Century GovernanceACPSS Module A: Reporting and Disclosure
Reporting and Disclosure Module of the CICA's Accounting Committee Performance Support System
The Audit Committee Performance Support System (ACPSS) from the Canadian
Institute of Chartered Accountants is a detailed and comprehensive tool which can help Audit Committees in meeting the new requirements such as those in Multilateral Instrument 52-110, issued by the Canadian Securities Administrators, as well as improving the overall effectiveness and efficiency of their operations. The assessment questionnaires are based on the conceptual framework set out in CICA's leading publication, Integrity in the Spotlight: Opportunities for Audit Committees.
CICA Audit Committee 20 Questions
21st Century GovernanceCICA Audit Committee 20 Questions
CICA's "20 Questions Boards Should Ask About the Audit Committee"
The Audit Committee Performance Support System (ACPSS) from the Canadian
Institute of Chartered Accountants is a detailed and comprehensive tool which can help Audit Committees in meeting the new requirements such as those in Multilateral Instrument 52-110, issued by the Canadian Securities Administrators, as well as improving the overall effectiveness and efficiency of their operations. The assessment questionnaires are based on the conceptual framework set out in CICA's leading publication, Integrity in the Spotlight: Opportunities for Audit Committees.
Is there a Chief Governance Officer in your future?
21st Century GovernanceAn internet search on “Chief Governance Officer” using your favourite search engine will turn up almost 10,000 hits, including recent appointments, policy documents, and articles. Included among them is a recent survey of 400 U.S. companies, 16% of which have appointed a Chief Governance Officer, and over 50% a chief compliance officer.
This emerging trend is of interest not only to corporate secretaries, but is significant for other professionals also. Bill Swirsky, Vice President for Knowledge Development of the Canadian Institute of Chartered Accountants notes that “there are many Chief Financial Officers in smaller companies who also have responsibility for corporate governance. Formalizing the CGO role could help these individuals, and the Boards and other professionals they work with, have a better understanding of expectations and the competencies required to meet them.”
