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Modern Governance and
Accountability
TGN possesses
direct experience with a wide range of models and approaches.
All levels of your organisation are included in the process
to modernise your governance structures and to implement effective
accountability mechanisms.
Accountability and governance go beyond finding
new ways of doing things. TGN
ensures all issues raised by change are properly
managed and synchronised.
Our governance and accountability review process
includes but is not limited to:
- Reviewing/cataloguing current structures,
policies and practices in light of required outcomes;
- Assessing current approaches in relation
to new environmental requirements;
- Designing the appropriate governance and
accountability model;
- Identifying the model's strategic implications
in relation to business planning, human resource management
needs, communications and relationship management; and
- Formalising and implementing transition
plans.
Specific projects related to Modern
Governance and Accountability include:
- Priority Setting and Business Planning Process (Canada
Mortgage and Housing Corporation);
- Managing Large Scale Organisational Change (Caribbean
Development Bank);
- A Review of Large-Scale Organisational Change Management
Initiatives in the Ontario Public Service (Ministry of Housing
and Municipal Affairs);
- Accountability and Governance Strategy (HRDC Ontario Region)
- Governance Scan and Review (Health Canada);
- Strategic Planning to Support Horizontal Integration of
HRDC's Programs and Services for Persons with Disabilities
(HRDC Office of Disability Issues);
- Evaluation of the National Literacy Secretariat (HRDC);
- Outcomes Assessment - International Model Forest Network
Secretariat (IDRC);
- Assessment of Regional Presence Strategy (IDRC);
- Evaluation of Bellanet (IDRC and Bellanet);
- Evaluation of Inter-Parliamentary Forum of the Americas
(Bellanet); and
- Strategic Visioning and Extensive Consultation Process
with a Canadian Union (Professional Intititute of the Public
Service of Canada.
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