The Caribbean Governance Training Institute’s Chartered Director Program (C. Dir. Program) is an essential resource for Board Members of Caribbean organizations who want to grasp the nuances of Caribbean Organization governance.

Accordingly, our C. Dir. Program is a dynamic curriculum focusing on the modern 21st Century role that Caribbean Board members need to understand and play in driving and sustaining the success of their Caribbean Organisations. The program uniquely provides Caribbean Board members with the six key governance principles required for effectively executing their organisation’s strategy, developing senior talent, and enhancing their organisation’s performance over the long term.

Our Chartered Director Program is especially characterized by its candid, off-the-record discussions in a highly interactive forum with board members and senior C-suite executives who are leading Caribbean Organizations through major opportunities, and real-world challenges. Through this process, participants are acquainted with their governance options, leading edge strategies, the five major governance frameworks, and a myriad of best practices for making crucial Board decisions in an ever-changing environment.

An additional important outcome for our participants, however, is the development of a strong network of similarly trained peers. Once you have completed the program and “graduated”, you will have access to a large cadre of Caribbean organisation “governors” to whom you can turn for wise advice and counsel. You will do so because you know that, as fellow graduates, they share a similar understanding of the duties, roles, responsibilities and behaviours required to effectively confront contemporary governance issues.

Program Sessions

Session 1 – THE PRINCIPLES OF GOOD GOVERNANCE

• The 12 Principles of Great Governance
• Governance versus management: what the critical differences are between direction and
management.
• How do Boards achieve effective functioning in relation to management/staff?
• Five different governance “models”. How active should a Board be?
• What are the enemies and constraints to Board effectiveness?
• The 5 Reasons why Directors don’t do what is required of them
• What’s important to improving a Board’s decision making.

Session 2 – ROLES, RESPONSIBILITIES, ACCOUNTABILITIES AND CULTURE

• What are the roles, responsibilities and accountabilities of the Board Chair, Chairs of Board committees and Individual Board members?
• How can a Board doing a poor/OK job upgrade its performance?
• What are the essential characteristics of an appropriate Board culture?
• Legal duties and liabilities of the Board and Board members: The Basics
• Codes of Conduct & Best Practices
• How can Board members possibly be mindful of all of their duties and of the diligence they must exercise to discharge each of those duties effectively?
• Managing Relations between the Board and its Executive Director/CEO

Session 3 – THE ESSENTIALS OF “FINANCIAL OVERSIGHT”

• How does the Board provide “financial oversight”
• The role of the Audit Committee
• What is director “independence”?
• What constitutes “financial literacy”
• What are the most effective key performance indicators?
• The Board/Audit Committee relationship with the external auditor and the internal auditor
• Assessing financial risk
• Hot topics in “financial oversight”

Session 4 – DEVELOPING STRATEGIC THINKING VS. STRATEGICPLANNING

• The strategic leadership cycle
• How can the Board (with Management) establish a clear sense of purpose and future strategic direction?
• What constitutes a mission, a vision, strategic goals, strategic objectives/KPIs and strategic priorities?
• Introducing the “MVV Scorecard”
• What ‘business(es)’ should you really be in and which ones should you avoid?
• The #1 cause of organizational failure and how to overcome it.

Session 5 – RISK OVERSIGHT

• What is risk today?
• What is risk oversight?
• What is the Board’s Role in Risk management?
• What information do Board members need to ensure risks are identified and managed?
• Directors’ and Officers’ Insurance

Session 6 – SUCCESSION PLANNING: GOOD BOARDS NEED GOOD DIRECTORS (& GOOD CEOS TOO)

• What is the link between governance and organizational performance?
• Overseeing the Board itself: Recommending Board governance policies, guidelines and
procedures for better Board effectiveness.
• Building a Better Board: Recruiting, selecting, motivating and measuring the performance of directors
• 5 Toxic Directors to Avoid
• Why it’s important to conduct “Board assessments” and what is the best approach
• The Essentials of CEO Succession

The Chartered Director Program is specifically designed for those who already are, or are about to become, members of the Board of Directors of a Caribbean Organisation. Typical attendees to our Chartered Director Program include:

• Board Members, Key Committee Chairs and Board Chairs of Caribbean Organisations
• Executive Directors and senior Caribbean Organisation staff

The Audit Committee Certification (“ACC”) Program, like CGTI’s Chartered Director* program, is raising the bar of professionalism in Audit Committees across the Caribbean. This ‘gold standard’ director education program enhances a board’s financial oversight and decision-making and adds unparalleled value for Audit Committees in the Caribbean.

Great Boards help drive and sustain the success of their organizations. This is an essential MUST ATTEND OPPORTUNITY for members of Audit Committees and those who serve Audit Committees to maximize their effectiveness and bring their governance expertise to 21st Century governance standards. In response to the Covid-19 situation, CGTI now offers its Internationally acclaimed and unique Audit Committee Certification Program on-line. It’s the same as our in-person program, only on- line, with live interactive presentations from global governance gurus. And it’s still the same dynamic educational initiative which focuses on the latest and best audit committee practices that Caribbean Board Members need to know, if they are to competently carry out their oversight role as “financial stewards” of their organization’s precious resources as monitors of financial risks.

Program Sessions

Session 1 – Audit Committee: A Big Picture Overview of Key Topics and Issues

• What does a highly effective, best practice audit committee look like, in structure, membership and functioning?
• What are the current issues and challenges facing audit committees?
• Learn how to properly define the audit committee’s scope of oversight responsibilities and how to effectively discharge them?
• Discover how the AC should correctly articulate and disclose its committee responsibilities and accountabilities including structure, process and membership requirements
• Find out how to appropriately and clearly set expectations for the committee’s information needs to ensure decisions are well founded and reality based.
• Create the model “AC work plan”

Session 2 – Essential Audit Committee Processes and Committee Composition for Enhanced AC Effectiveness

• Essential Audit Committee Processes and Committee Composition for Enhanced AC Effectiveness
• How to ensure accurate and quality reporting
• Discover the skills (soft and technical) and qualifications of an effective audit committee chair.
• Find out how effective relationships among the AC Chair, committee members, and
management are created and sustained
• What is the best mix of skills, experience and mindset for your audit committee?
• How do you define Financial Literacy?

Session 3 – Two Critical Relationships to be Nurtured by every Audit Committee: The External & Internal Auditors

• Understand the audit committee’s responsibilities for oversight of external and internal audit
• Establish a framework for defining the roles and reporting structures of both audit functions
• Clarify how to maximize the potential benefits with your external and internal auditors
• Learn how to develop strong relationships, set expectations for accountability and assess the performance of both the internal and external audit teams
• Understand internal audit’s critical role in providing assurance on key organizational risks, governance processes, and major initiatives

Session 4 – Risk Management Processes and the Nature of Risk Oversight by the Audit Committee

• Develop the processes / perspectives needed to prioritize risks issues.
• Learn how to better review, challenge and oversee management’s actions relating to priority risks.
• Determine the limitations or vulnerabilities of the elements of the risk management framework used.
• Develop scenarios for a secondary or unidentified issue that suddenly lands on the front
doorstep of the organization.

Participants will Develop an Understanding with Respect to:

• Understanding the changing roles, responsibilities and accountabilities of the audit committee;
• The importance and key components of audit committee charters and work plans;
• Critical issues in the committee’s responsibility for financial reporting;
• Defining the committee’s role in risk management, internal control and related disclosure;
• Audit committee composition and qualification of members;
• Maximizing the Audit Committee’s relationships with management, the board, and both the
internal and external auditors;
• Effective meeting processes and high quality, timely information;
• Paying attention to red flags and asking the right questions;
• Paying attention to red flags and asking the right questions;
• Resolving differences of opinion and conflict within the Committee and between players
interacting with the Audit Committee;
• Committee performance evaluation and continual improvement;

Effective risk oversight by boards of directors is more essential to modern organizations than ever before. Organizations of all types in both the private and public sectors require boards who understand how to identify and deal with negative risks and identify positive risk opportunities. Over the next two years, 88% of US organizations plan to invest in their risk management capabilities. Now is the time to gain the risk oversight skills boards want and need!

The Business Continuity Management Program consists of 4 on-line modules of approximately 3.5 hours in duration each delivered live, with interactive presentations from global governance gurus. This dynamic educational initiative provides boards and senior management staff the latest best practices that Caribbean Board Members need to know as both “organizational stewards” and “active participants” with Management in major strategic and capital spending decisions. These interactive modules provide an excellent opportunity to meet and network with other governance practitioners from around the Caribbean Region.

Program Sessions

Session 1 – Setting the Foundation & Introduction to Business Impact Analysis

• BCM & Its Components
• Best Practices – Elements & Objectives
• Business Impact Analysis

Session 2 – Risk, Vulnerabilities, Impacts & Mitigation

• Understanding Risk
• Vulnerabilities
• Impact Analysis
• The value of Strategic Partnerships
• Mitigation Strategies

Session 3 – Training, Exercising & Emergency Management

• Business Impact Analysis – cont’d
• Emergency Management
• Preparedness and Plans
• Types of Incidents
• Incident Command System
• Emergency Operation Centres (EOC)
• Who is in Charge?
• The Role of the Board – Policy & Strategy versus Tactics & Operations

Session 4 – Managing the Crisis & Business Recovery

• Psychosocial Considerations
• Crisis Management (CM)
• Information Technology
• Business Recovery
• Barriers and Strategies for Successful BCM programs
• Looking After You

Program Outcomes

• Develop a foundational understanding in business continuity management to apply to organizational planning, response, and recovery
• Learn about tools to identify and assess risks and potential impacts on business functions from natural, environmental and other human-caused hazards, cyber-attacks and data breaches, pandemics, conflict and security threats
• Learn how to identify and evaluate strategic alternatives for responding to a range of threats to organizational continuity
• Learn the questions to ask in order to evaluate comprehensive strategic plans for minimizing risks and responding to threats to organizational continuity
• Apply corporate governance frameworks to organizational continuity planning
• Learn about tools and skills needed as part of crisis management planning in order to
communicate effectively with all stakeholders at every stage of consultation, continuity planning, and implementation and evaluation of response and recovery plans in the event of an emergency
• Learn ethical principles in designing and implementing continuity planning with regard for an organization’s mission and goals

This is an essential MUST ATTEND OPPORTUNITY for board members and HR executives who serve their Board’s ‘Human Resources’, ‘Compensation’ and/or ‘Governance’ Committees to maximize their 21st-century effectiveness. With top faculty and governance experts from North America, you’ll strengthen your knowledge of what it means to become a more effective ‘Human Resources’, ‘Compensation’ and/or ‘Governance’ Committee board member. You’ll orient yourself to the LATEST perspectives that must be learned by Committee members if they are to fulfill their duties and obligations on behalf of the Board as competent and courageous committee members. You will discover the MOST UP-TO-DATE governance processes and tools that will transport your committee beyond mere compliance and help it capture opportunities that generate long-term value for BOTH the Board and the organization.

The Human Resources and Compensation Committee Certification (HRCCC) Program consists of 4 on-line modules of approximately 3.5 hours in duration each delivered live by internationally recognized Human Resource experts. The program content is applicable to all type of organizations, across all industry sectors and jurisdictions, with a focus on the practical, hands on role of Human Resource and Compensation Committees. These interactive modules provide an excellent opportunity to meet and network with other governance practitioners from around the Caribbean Region. Best of all, when you pass the qualifying ‘certification exam’ at the end of the program, you will earn the right to use the prestigious HRCCC designation after your name, thereby signalling your commitment to excellence in governance.

Program Sessions

Session 1 – OVERVIEW: THE HUMAN RESOURCES & COMPENSATION COMMITTEE

A. HRCC Structure and Function

• One Size Does Not Fit All
• Context and drivers of HR strategy
• Understanding HR strategy choices and governance implications
• How does the board “lead the process”?
• What is the role of the board, HRCC, consultant, executive?

B. HRCC Mandate

• Creating a charter and work plan
• Annual review and benchmarking
• Accessing information and managing information flows

C. CEO Succession

• Core succession planning principles
• Key issues /questions to consider
• Key action plans to have in place
• Scope of succession planning – CEO, senior executive team and other “mission critical”
roles
• Key action plans to have in place

Session 2 – CEO SUCCESSION AND PERFORMANCE MANAGEMENT

D. CEO Selection, Appointment & Termination

• Selection and assessment process – role of HRCC and Board/role of executive search firms
• Candidate profile
• Termination issues- Process/Legal implications/Communication /Transition issues

E. CEO Performance Management

• Understanding the CEO Performance Evaluation Process
• Understanding the financial and nonfinancial components that can be incorporated into CEO • Performance Evaluation
• Linking CEO evaluation to Compensation
• Extension to Executive Performance Evaluation

F. Board

• Understanding the Board/Committee/Chair/Individual Director. Performance Evaluation Process
• Dealing with the Non-performing Board Member
• Selection and assessment process – role of HRCC and Board/role of executive search firms
• Candidate profile
• Succession planning for leadership positions
• Non-re-appointment (Termination) issues

Session 3 – CEO & BOARD COMPENSATION

G. Reward Strategy

• Effective compensation: aligning corporate strategy, executive expectations and
shareholder interests
• Balancing profitability, growth and control in designing incentive plans

H. Compensation Design

• Current trends and evidence of effective CEO compensation
• Incorporating performance evaluation in determining compensation Linking CEO
compensation and shareholder value
• Designing compensation plans for other senior managers, and approving performance
targets

I. Board Compensation

• Role of the HRCC in recommending board compensation
• Guidelines and requirements
• Pay and management of cash compensation, equity compensation
• Areas of concern and sensitivity

Session 4 – CEO & BOARD COMPENSATION

J. The HRCCC Risks and The Other Board Committee

• Understanding relationships between the HRCCC and the Audit and governance
committees
• Linking compensation and risk
• Developing a “board/HRCC oversight” framework for assessing compensation risk
• Materiality, rescind-ability and sever-ability, D&O Insurance, reputation, and disclosure
• Communicating with the media – sensationalism and misinterpretation

K. Behavioural Issues in Executive Compensation

WHAT YOU WILL LEARN AND TAKE BACK TO YOUR ‘HUMAN RESOURCES’, ‘COMPENSATION’ AND/OR ‘GOVERNANCE’ COMMITTEES

• The 21st Century HRCC Committee: A BIG Picture overview of Key Topics and Issues – What every HRCC Member MUST know to survive and thrive in today tumultuous environment
• Essential Human Resources, Compensation and Governance Committee Processes and Committee Composition for Enhanced Committee Effectiveness
• Learn how a clear and relevant committee mandate (and work plan) is created and utilized
• Clarify processes for CEO selection, appointment, performance management, and termination
• Clarify which questions to ask when designing a reward and compensation strategy, linked to corporate strategy
• Understand the sensitivities required in the HRCCC’s role in recommending board compensation
• HRCC disclosures: What to watch out for!
• Risk Management Processes and the Nature of Risk Oversight by the ‘Human Resources’, ‘Compensation’ and/or ‘Governance’ Committees
• Committee performance evaluation and continual improvement
• BECOME “HUMAN RESOURCES & COMPENSATION COMMITTEE CERTIFIED” at the end and earn the prestigious “HRCCC” post nominal designation.

BECOME HUMAN RESOURCES AND COMPENSATION COMMITTEE CERTIFIED – “H.R.C.C.C.”

This conference is among the most innovative and comprehensive programs in governance available in North America. By writing and passing the 2-hour HRCC CERTIFICATION EXAM at the conclusion of the conference, you will earn the prestigious and highly coveted designation “Human Resource and Compensation Committee Certified” and be entitled to use the post nominal “HRCCC” after your name. Obtaining the HRCCC certification will establish that as a member of your organization’s ‘Human Resources’, ‘Compensation’ and/or ‘Governance’ Committee, you have achieved the highest gold standard in such committees’ learnings and 21st century best practices. It shows that you have the knowledge and skills necessary for survival, and indeed success, in our increasingly litigious and complex regulatory environment. And it especially demonstrates your commitment to good governance and 21st century governance literacy.

The need for strategic thinking in every sector (for profit, not-for-profit, charitable, government agencies) has never been greater. Every industry today is experiencing massive disruptive change. Accordingly, surrounded by all this change and turmoil, the single biggest challenge facing Boards of Directors is to oversee both their organization’s planning process and management’s strategic thinking…amid chaos!… and in so doing help them avoid the costly mistakes that can put their organization at risk and send careers spiraling. In their role as “governors”, directors are charged specifically with the responsibility to ensure that their organization’s assets are safeguarded and that the best possible decisions are being made by management. Nowhere is ensuring the quality of decisions more important for a board than when it comes to reviewing and approving the strategy of their organization. It represents one of the single most important decision any organization can make.

The Strategic Oversight Role of the Board Program consists of 4 on-line modules of approximately 3.5 hours in duration each delivered live by one of the world’s leading strategy and governance experts, Dr. Chris Bart. The program content is applicable to all type of organizations, across all industry sectors and jurisdictions, with a focus on the practical, hands on role of the board in their Strategic Oversight role. Best of all, when you pass the qualifying ‘Certification Exam’ at the end of the program, you will earn the right to use the prestigious “S.O.C” designation after your name, thereby signalling your commitment to excellence in governance.

This course is intended for board members and senior executives of any organization. It can be applied to most industries and enterprises of varying sizes.

Program Sessions

Session 1 – THE ROLE OF THE BOARD IN STRATEGY

What is Strategy and why is it so important from a governance standpoint? The Purpose Driven Organization

• The Mission Statement: The Essential Strategy Starting Point
• The Mission Workshop
• The Vision and Values Statements
• What is a Vision Statement?
• What is a Values Statement?
• The Vision/Values Workshop?
• Strategic Goals: How “strategic priorities” should ALWAYS be chosen
• STRAT-PLAN EXAMPLES

Session 2 – SMART OBJECTIVES AND THE MVVO SCORECARD PROGRAMS, SERVICES, & PRODUCTS DECISIONS

• Identifying “strategic initiatives” to address the priorities
• What “businesses” are we currently in?
• What “businesses” should we be in?
• The ULTIMATE Strategy Success Formula
• A framework of strategic alternatives and how to choose among them.
• The SIX questions every strategic planning process MUST answer
• MAJOR CASE DISCUSSION
• STRAT-PLAN EXAMPLES

Session 3 – GROWTH ALTERNATIVES AND TYPES OFACQUISITIONS

• Growth alternatives and types of acquisitions
• Strategic Risk Analysis
• How to identify and assess risk
• THREE CASES for discussion

Session 4 – THE STRATEGY EXECUTION CHALLENGE The Strategy Execution Challenge

• The 10:90 Problem
• Financial Planning Considerations
• The “Bart Star Model’
• The Principal Causes of Organizational Failure
• The Don’t Know Theory of Leadership
• Strategy Execution Cases
• The Final Word
• The Board and Management working together: who is responsible for what?
• What did you learn?: Major Lessons and Key Takeaways

What you will learn and bring back to your board:

Strategic Oversight Role of the Board Program is designed to demystify the “strategy decision” for board members. It will especially help you find the oversight sweet spot that puts the board on the same team as management while simultaneously allowing them to diligently vet the quality of their management’s strategic thinking.

The program also highlights the essential principles of proper strategic planning and showcases how a more structured strategic management approach is needed in order to address – and take advantage of – the astronomical changes occurring in the current environment.

A unique feature of this program is that participants will be required to bring their organization’s current strategic plan to the course and then use the lessons learned to gauge the quality of their organization’s current strategic planning readiness. Along the way, they will also develop a much deeper appreciation and understanding for the importance of having their entire organization aligned around the strategy. Finally, participants will be given instruction on the important processes that both raise the quality of a strategic plan and drive employee commitment to its achievement.

The Chairman has a critical influence on a board’s (or committee’s) style, composition, balance and performance. This popular course provides a unique opportunity to review the Chairman’s role in light of best practice.

The CGTI Chairman’s Course is a valuable opportunity for board and committee Chairmen to:

• Gain insights and Knowledge from one of the top governance gurus in the world into the “art” of being an effective Chairman.
• Participate in “thought leadership” discussions with peers
• Obtain answers to specific board leadership questions and take away immediate and practical tools, suitable for your own board and committee service.

Whether you are newly appointed Chairman or looking to improve your performance with a fresh perspective, the practical case-study led insights shared throughout the day will equip you with the essential knowledge and skill-set to fulfill your role successfully and with aplomb.

Course Benefits

This course provides an opportunity to review your role and update yourself on the current best practices as they relate to being an effective board/committee Chairman. You will learn about behaviors that lead to highly successful board/committee meetings and gain insights into the skills to dispel disruptive and ineffective outcomes. You will also gain an improved understanding of the various roles which a board/committee Chairman has to perform and your influence on composing and developing a better board, with an update on good boardroom practices including recent developments in Corporate Governance.

Learning Objectives

By attending this course you will gain the knowledge and skills to:

• Better appreciate the board’s role, purpose and key tasks versus Management’s
• More precisely define the role and responsibilities of the Chairman in successfully leading and chairing a board or committee
• Compose and develop a more effective board/committee
• Assess key director relationships
• Plan and run effective board & committee meetings
• Understand the skills and personal qualities most likely to help achieve competence in your leadership role

Chartered Corporate Secretary (C.C.Sec.) is an international designation attained by completing the ‘Chartered Corporate Secretary’ Program. The program was created to help strengthen the skills of those who serve boards in their official capacity as ‘secretary to the board’. Those with the unique “C.C.Sec.” designation will set themselves apart with employers, boards and key stakeholders in the assistance they provide to boards and their individual directors or board of governors.

The Chartered Corporate Secretary Program consists of 4 on-line modules of approximately 3.5 hours in duration each delivered live by internationally recognized corporate secretary experts. The program content is applicable to all type of organizations, across all industry sectors and jurisdictions, with a focus on the practical, hands on role of corporate secretaries. These interactive modules provide an excellent opportunity to meet and network with other governance practitioners.

Current and aspiring Corporate Secretaries as well as Corporate Officers, including Law Professionals, who support and advise the Board of Directors and Senior Managers are encouraged to partake in this program.

Program Sessions

Session 1 – THE JOB OF THE CORPORATE SECRETARY

• What does an effective Corporate Secretary do?
• Common problem areas
• The Corporate Secretary’s GENERAL legal responsibilities.
• USUAL Compliance obligations under laws and regulatory authorities.
• The Corporate Secretary and the governance framework.
• The changing role of governance professionals and Corporate Secretaries
• The Corporate Secretary’s role in corporate decision-making and advising the board.

Session 2 – MEETINGS & THE CORPORATE SECRETARY

• How to get the most out of board and committee meetings
• Best practice in agenda setting and preparing board papers
• Document retention and document retention policies
• The Corporate Secretary as a conduit of information to and from the board

Session 3 – MINUTES & THE CORPORATE SECRETARY

• What are minutes and why are minutes kept?
• The problems and issues that can occur with minute taking
• How to take appropriate minutes, the skills of effective minute writing
• Implementing the decisions of the board of directors

Session 4 – THE CORPORATE SECRETARY AS “INFLUENCER”

• How to influence boardroom behaviour; Essential communication skills.
• Recognising board dynamics.
• Creating a supportive environment.
• Relationship with the Board Chair/Committee Chairs.
• Relationship with the other directors.
• Relationship with the CEO (and other SMT members).
• The Corporate Secretary’s relationship with the “owners”.
• Techniques for effective communication, relationship building and dealing with discord

Financial statements, and the “accounting” to create them, are the scorecards of any business. Therefore, correctly understanding financial information will help you, as a board member, to measure performance, plan future action and make better business decisions. Every board member is expected to be financially literate in the language and structure of their organization’s financial statements.

Every board member is expected to be financially literate in the language and structure of their organization’s financial statements. The Financial Literacy Program consists of 4 on-line modules of approximately 3.5 hours in duration with each delivered live by internationally recognized financial experts. The program content is applicable to all types of organizations, across all industry sectors and jurisdictions, with a focus on financial statements, ‘the scorecards of any business’, and the “accounting” to create them, these interactive modules provide an excellent opportunity to meet and network with other governance practitioners.

This program is designed to help you gain a practical working knowledge of financial statements and their analysis. Past participants have included Board Members from all types of organizations (for profit, not-for-profit, charitable, government agencies and family-owned businesses) as well as their Senior Executives (CEOs, SVPs, CFOs, presidents etc.)

Program Sessions

Session 1 – FINANCIAL STATEMENT FUNDAMENTALS

• Balance Sheet;
• Income Statement;
• Cash Flow Statement;
• The MD&A

Session 2 – ACCOUNTING BASICS

• Key terms;
• How the debits and credits connect;
• The significance and relevance of financial information
• How well is your company doing?
• Auditors and the Annual Report

Session 3 – NON-FINANCIALMEASURES, NON-GAAP MEASURES AND ISSUES IN REPORTING

• How various TYPES of accounting measures help tell your story – or hide the truth!
• Basic concepts underlying the preparation and presentation of financial statements
• The budgeting process – including the fundamentals of preparing and mastering budgets and
mastering budgets and the games that management plays with them!

Session 4 – AUDIT COMMITTEE RESPONSIBILITIES

• Audit Committee Responsibilities & Best Practices – Over-view & reminder
• Controls and policies that help ensure the accuracy and reliability of your organization’s
accounting systems

Participants will Develop an Understanding with Respect to:

• Financial Statements: What are they really saying?
• How to identify the BIG 4 financial risks.
• How to recognize the early signs of insolvency.
• Fun with numbers: How to identify those management estimates that manipulate profit
performance.
• The importance of having adequate and acceptable capital and liquidity “cushions”.
• How to detect – and mitigate the risks of – accounting fraud.

Learning Outcomes:

• Improve your ability to read and understand financial statements
• Learn how to connect your “strategic performance” to your “financial performance”
• Use financial data and analysis more effectively
• Execute your financial role and responsibilities with due diligence

Board members who can read and interpret their organization’s financial statements add more value to the boardroom and are better able to fulfill one of their TOP 3 leadership responsibilities i.e., to provide financial oversight on the integrity of the financial reporting disclosures and to better understand their organization’s operations and performance via its financial statements.

CGTI’s new “Business Continuity Management Oversight for Board Members” program will equip Directors with the essential knowledge and skills needed to oversee Management’s plan for maintaining business continuity in the event of an emergency such as, a hurricane, earthquake or other natural hazards; a pandemic; environmental spills or other human-caused hazards; cyber- attacks. This four-module certification program encompasses risk management and planning, IT security, finance and operations management, and crisis management. Board members will develop the knowledge to oversee Management’s approach for preventing, responding to, and managing threats to business continuity and recovery relevant to their organization.

The Business Continuity Management Program consists of 4 on-line modules of approximately 3.5 hours in duration each delivered live, with interactive presentations from global governance gurus. This dynamic educational initiative provides boards and senior management staff the latest best practices that Caribbean Board Members need to know as both “organizational stewards” and “active participants” with Management in major strategic and capital spending decisions. These interactive modules provide an excellent opportunity to meet and network with other governance practitioners from around the Caribbean Region.
The Business Continuity Management Program is specifically designed for those who already are, or are about to become, members of the Board of Directors of a Organization. Attendees should include:

• Board Members, Board Chairs of Caribbean Organisations
• Executive Directors and Senior Management staff

Program Sessions

Session 1 – Setting the Foundation & Introduction to Business Impact Analysis

• BCM & Its Components
• Best Practices – Elements & Objectives
• Business Impact Analysis

Session 2 – Risk, Vulnerabilities, Impacts & Mitigation

• Understanding Risk
• Vulnerabilities
• Impact Analysis
• The value of Strategic Partnerships
• Mitigation Strategies