BMCI has extensive expertise working with the public and private sectors to develop and adapt corporate governance and accountability models to best meet an individual organization's needs.

• BMCI's Corporate Governance and Accountability Framework and Model:
  • enables an organization to manage and adapt in a rapidly changing world; to meet new operational, program and client service demands; and to competitively grasp new business opportunities which serve the interests of clients, partners, stakeholders and shareholders alike;
  • is framed by key cultural factors: corporate values and principles; communication; continuous improvement; accountability; sustainability; integrated results-based information; and risk management; and,
  • reinforces management accountability for, e.g. strategic planning and priority setting; resource planning; program and policy development; decision making; ensuring the appropriate responsiveness to regulatory or other authorities; results achieved with resources invested in programs thus enabling judgments about their relevance, performance and alternative ways to achieve expected results.

As illustrated in the following graphic of BMCI's Corporate Governance and Accountability Framework, internal and external stakeholders contribute to shaping an organization's policy, program and service delivery through consultation input and feedback processes. Stakeholders are defined as those who can influence an organization's actions, or who may be influenced by such actions e.g. customers, employees, communities, corporate or other partners, various levels of government, investors, suppliers and others such as activist organizations.

The integration of Corporate Social Responsibility (CSR) into organizational governance is a key driver for the development of policies, programs and services since it ensures recognition of an organization's environmental, social and economic performance, and its impact on internal and external stakeholders. CSR is described in more detail separately on this website.

An organization's Operating Framework comprises the critical elements of Governance and Operational and Program Performance, along with the core elements of human resources, information systems, and financial, assets and administrative management and control.

Governance involves key activities which reinforce management accountability for strategic planning and priority setting; resource planning; program and policy development; decision making; and ensuring the appropriate responsiveness to regulatory or other authorities.

Operational and Program Performance involves program and service delivery; the key functions of audit and evaluation, the results of which support accountability for results achieved with resources invested in programs; and enable decision makers to make judgments about their relevance and performance and identify possible alternative ways to deliver them to achieve expected results e.g. a potential operational or program realignment.

Measuring and internal/external reporting of performance to improve results includes externally imposed reporting by regulatory or other authorities, legislative or other reporting requirements, as well as reporting to clients, partners and other shareholders.

The effectiveness of BMCI's Corporate Governance and Accountability Framework is framed by the factors of: corporate values and principles; communication; continuous improvement; accountability; sustainability; integrated results-based information; and risk management. Whether in the public or private sector, sound corporate governance and accountability practices enable an organization to manage and adapt in a rapidly changing world; to meet new operational, program and client service demands; and to competitively grasp new business opportunities which serve the interests of clients, partners, stakeholders and stockholders alike.

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