Executive Brief - Institute of Internal Auditors Canada/Careers/Documents/Boyden Executive Brief_IIA ED...Executive Brief About The Institute of Internal Auditors Canada Overview Established

Executive Brief

Executive Director, The Institute of Internal Auditors Canada (IIA Canada)

For more information, please contact:

Lisa Kershaw, Partner [email protected] 416-363-3190

Alan Gordon, Senior Associate [email protected] 613-742-3219

Joanna Goncalves, Project Manager [email protected] 416-214-4208 March 2016

3 www.boyden.ca

Executive Director, Institute of Internal Auditors Canada Executive Brief

Introduction

On behalf of The Institute of Internal Auditors Canada (IIA Canada), thank you for considering this important opportunity. This Executive Brief contains an overview of IIA Canada, an outline of the position and the qualities of the ideal candidate. Also included is an overview of the search process and a few points we would like you to consider before pursuing this opportunity. This document is intended to provide you with current information; some of the material may be subject to change. We will do our best to keep you informed of any new developments over the course of the search. At any time during the search process, if you have any questions or require further clarification, we would be happy to assist. Additional information regarding IIA Canada can be found on their website at https://chapters.theiia.org/IIA%20Canada Important dates to mark in your calendar:

▪ Long List Presentation: April 2016

▪ First Round Interviews: May 2016

▪ Finalist Interviews: May 2016

▪ Start date for the successful candidate: TBD

Please feel free to contact us if you have any additional questions. Thank you for your time and interest.

Yours truly,

Lisa Kershaw, Partner Alan Gordon, Senior Associate

4 www.boyden.ca

Executive Director, Institute of Internal Auditors Canada Executive Brief

Essence of the Opportunity

Established in 2006 and affiliated with Institute of Internal Auditors globally, The Institute of Internal Auditors Canada (IIA Canada) serves the needs of more than 7,400 members in Canada. With its headquarters in Ottawa, IIA Canada works in partnership with its 12 chapters across the nation, providing training, publications, and services for its members, and advocating for the profession to key government and regulatory bodies and related organizations.

Reporting to the COO of IIA Inc. in the US and working closely with the Canadian Board, the Executive Director provides vision and leadership for developing and implementing products and services to meet the needs of Canadian members in support of the short and long term objectives of the business. He/she provides guidance and service to the volunteer Canadian Board regarding oversight of and coordination among its 12 chapters and 7,400 members. The ED leads a small team in the delivery of educational programs, conferences, and advocacy.

The ideal candidate brings demonstrated leadership and management experience gained in a professional or industry membership association where he/she has played both a strategic and hands-on role. The preferred candidate brings superior interpersonal skills and the ability to build and cultivate relationships with volunteer members, Chapter Boards, other members, external partners and the global IIA. Ideally armed with a Master’s degree and the ability to converse in French, the preferred candidate will be a hands-on builder, energized by the opportunity to create a financially sound business.

The role is located in Ottawa, Ontario.

5 www.boyden.ca

Executive Director, Institute of Internal Auditors Canada Executive Brief

Key Opportunities & Challenges

After consulting with key stakeholders at IIA, Canada, the following opportunities and challenges were identified for the new Executive Director:

Lead the premier internal audit association in Canada

The Institute of Internal Auditors of Canada (IIA Canada) is the only national association in the country dedicated to serving internal audit professionals. With over 7,400 members, it provides products and services to meet the needs of members in 12 chapters across Canada. IIA provides professional development and education and is the internal audit community’s leading advocate for risk management issues. The ED must build the brand to position IIA Canada as the predominant, most respected and relevant voice for internal audit in Canada.

Lead within a complex governance structure

IIA Canada was established in 2006 as a wholly-owned subsidiary of the Institute of Internal Auditors (IIA Inc.) located in Greater Orlando, Florida, USA. Prior to 2006, Canada received all its member services from IIA Inc. From a governance perspective, the ED of IIA Canada reports to the Chief Operating Officer for North America (COO NA) of IIA Inc. but works day-to-day supporting the Canadian Board of IIA Canada. IIA Canada continues to receive a number of shared services (IT, human resources, accounting, legal, marketing, administration, etc.) from IIA Inc. in Florida. While currently a wholly-owned subsidiary of IIA Inc., IIA Canada is developing plans aimed at increasing independence. This requires being financially self-sustaining. In order to deliver upon this long term strategic goal, it is critical that the ED understand this current governance relationship and be able to work within it.

Build relationships with myriad key stakeholders

Successful association leadership requires developing exceptional relationships. The ED must build and cultivate relationships with several key constituent groups. To strengthen membership commitment and loyalty, the new ED will need to establish a relationship and high profile with members, the Board, and volunteers. The ED also must establish relations with the 12 Canadian chapters, most of which have been in existence longer than IIA Canada, and some of which enjoy operating quite independently. The ED also must work closely with IIA Inc. This will be achieved by routine trips to the international office in Florida, therefore ensuring that international strategies are reflected and programs/services leveraged. Externally, the ED will work closely and frequently with key external stakeholders including government leaders, partner organizations and other institutes and professional associations.

Set the foundation for financial success

IIA Canada offers a number of programs and services for members. Some programs are offered by the individual chapters, while others are offered through IIA Canada or IIA Inc. IIA Canada revenues are derived from membership dues and member education programs. Going forward, there is a stated goal to grow the association and evolve its services so that revenues cover all association costs, many of which are currently provided by IIA Inc. The ED will be responsible for

6 www.boyden.ca

Executive Director, Institute of Internal Auditors Canada Executive Brief

building the business model and foundation to achieve this target. Growing this revenue base will require entrepreneurial leadership. The ED will identify opportunities for service delivery, marketing and branding strategies, partnership development, and revenue generation activities such as sponsorship, new service streams, membership expansion and client service.

Provide both strategic and tactical leadership

As in many smaller associations with outsourced services, the ED needs to play both a strategic and tactical role in building the business. Strategically the ED will help set and implement the vision for IIA Canada. The new Executive Director must be aware of, and be highly proactive about, external market factors in order to develop programs and services to support any resulting changes. Tactically, the ED will play a hands-on role managing staff, developing programs and services, and coordinating member events and conferences.

Continue effective advocacy work

As the profession’s leading advocate on internal audit matters, IIA Canada wants to increase its visibility externally. Under the ED’s leadership, the organization must anticipate and clearly articulate regulatory implications, develop advocacy strategies, ensure member buy-in, and clearly communicate direction. The ED must ensure IIA Canada is positioned to influence at a national level as ‘the’ authoritative voice for internal audit in Canada.

Build the brand through building relationships

One of the priorities of the new Executive Director will be building the brand of IIA Canada. To do this, the new Executive Director will need to cultivate relationships with business, regulators, media, government and educational leaders. As part of this, the new Executive Director will lead the strategy to attract and retain new members.

Support the Canadian Board

The Canadian Board is comprised of a committed, thoughtful and long serving group of professionals. Given the relatively early stage of development of IIA Canada, Board members have historically have played a very hands-on role. Going forward, the new Executive Director will need to develop a highly productive relationship with the Board through meaningful communication and engagement. This will enable the Canadian Board to achieve its goal of becoming a strategic oversight Board.

7 www.boyden.ca

Executive Director, Institute of Internal Auditors Canada Executive Brief

About The Institute of Internal Auditors Canada Overview

Established in 1941, The Institute of Internal Auditors (IIA Inc.) is a global organization of more than 170,000 members in 165 countries, dedicated to the advancement and development of the internal audit profession. Its members work in internal auditing, risk management, governance, internal control, information technology audit, education, and security. They are united through a common code of ethics, international standards and guidance for the profession, certification programs, and educational events. A network of more than 105 institutes serve members on a national level.

Established in 2006 and affiliated with IIA globally, The Institute of Internal Auditors Canada (IIA Canada) serves the needs of more than 7,400 members in Canada. With its headquarters in Ottawa, IIA Canada works in partnership with its 12 chapters across the nation, providing training, publications, and services for its members, and advocating for the profession to key government and regulatory bodies and related organizations.

The first IIA chapter in Canada was established in Toronto in 1944, and chapters grew in number across the country, though a national body was not envisioned until the early 2000s, when Canadian leaders identified unique needs that were not being met by the North American or global components of IIA, Inc. A Canadian Council was established in 2006 to provide a voice for the profession in Canada.

Today, IIA Canada is guided by the Canadian Board and operates as a “virtual” institute, with support and many services provided by its larger North American body headquartered in the USA, but with responsibility for advocacy efforts, programs, services and budget relating to Canadian members. These close ties ensure that Canadian members receive all the benefits from the North American organization while receiving enhanced benefits from a Canadian perspective. IIA Canada’s 12 current chapters are as follows: Newfoundland, Maritime, Quebec, Montreal, Ottawa, Toronto, Winnipeg, Saskatchewan, Calgary, Edmonton, Vancouver, Vancouver Island.

Mission & Vision

In 2011 the Canadian Board undertook a strategic planning exercise to better articulate its role in Canada and how the services to the profession and the membership could be enhanced by a stronger Canadian presence. Several inputs into this process were used including the results of the strategic planning exercises undertaken by the Global and North American boards. As a result, the Canadian Board developed the following vision and mission for IIA Canada:

Vision for the Canadian Profession of Internal Audit

The Canadian internal audit profession is integral to the success of the organizations served, protecting, with ethics and integrity, the interests of their stakeholders and the Canadian public.

8 www.boyden.ca

Executive Director, Institute of Internal Auditors Canada Executive Brief

Vision for IIA Canada

IIA Canada is the authoritative Canadian voice and recognized advocate for the global profession of Internal Audit, fostering excellence, innovation, and the delivery of exceptional service.

Mission of IIA Canada

Through its national operations and its network of local chapters and volunteers, IIA Canada:

▪ promotes and advocates for the internal audit profession in Canada by: o building awareness and a common understanding of the profession’s value to Canadian organizations; o promoting the profession of internal audit as a career of choice for top talent; and, o contributing to public policy, regulation and other areas of strategic interest to the profession;

▪ sustains and assures the professionalism, value and credibility of internal audit in Canada through professional certification and the application of the global professional standards;

▪ strengthens the expertise and value of the profession through thought leadership, innovation and professional development;

▪ provides outstanding and timely services to all Canadian members and to our broader community of practitioners;

▪ manages its operations in an accountable, financially sustainable, transparent and collaborative fashion, in accordance with the highest standards of governance and ethics.

Advocacy

Guided by its strategic goal to "be the authoritative voice for internal audit in Canada", IIA Canada has been making significant investments in national advocacy activities. Whereas education and professional services support the supply of internal audit in Canada, advocacy efforts aim to build demand. Through strategic relationships with the principal "users" of internal audit and by bringing thought leadership and educational material to stakeholders’ platforms, IIA Canada aims to influence their thinking, advance their appreciation and enhance their support for the internal audit profession. The National Advocacy Council recently established concrete targets for its efforts, focusing on the following three stakeholder communities. Some stellar progress has been made in the past six months:

▪ Corporate Directors and Audit Committees: IIA Canada continues to build on its long-standing relationship with The Directors College (TDC) where it has been educating current and future corporate directors on the value of internal audit for ten years. TDC is expanding its programming to the west and east coasts and IIA Canada is going with them, allowing IIA Canada to enlarge its footprint with this important stakeholder. IIA Canada is also excited about its recent successes with the Institute of Corporate Directors (ICD), another key stakeholder that supports director education in Canada.

9 www.boyden.ca

Executive Director, Institute of Internal Auditors Canada Executive Brief

▪ CPA Canada: IIA Canada is proud to report that it has signed an MOU with CPA Canada. This will build on previous partnerships, solidify the relationship and guide future collaborative initiatives around education, thought leadership and other benefits to members.

▪ Provincial and Federal Government: IIA Canada’s close relationship with the Government Internal Audit Council of Canada is advancing its relationship with government auditors and, through them, reaching their clients including: deputy ministers, senior executives and government audit committees. To “get the word out” on the unique value proposition internal audit brings in the public sector, IIA Canada is now regularly publishing a column in the Canadian Government Executive Magazine through which it will reach thousands of public sector executives on matters pertinent to internal audit, governance, risk management and control. And finally, its first Canadian research study was published in the Fall of 2014. Entitled "Unlocking the Power of Internal Audit in the Public Sector", the study was officially released at the National Conference in Ottawa in October 2014.

2014-2018 Strategic Plan

In September 2013, 30 IIA Canada leaders met in Winnipeg to develop a blueprint for IIA Canada to guide the organization’s activities for the next three to five years. Participants included members of the Canadian Board, representatives from 10 of the 12 Canadian chapters, senior staff members from both the IIA Canada office in Ottawa and the global headquarters in the USA, as well as the Chair of the North American Board.

This gathering resulted in a commitment to the following strategic goals for IIA Canada by 2018:

▪ Goal A. IIAC will be an optimal institute focusing on unique Canadian issues.

▪ Goal B. IIAC will be the authoritative voice for internal auditing in Canada and will raise the profession’s profile to key stakeholders.

▪ Goal C. IIAC will be the institute of choice for Canadians for learning and development in internal auditing, and governance risk and control.

▪ Goal D. IIA global, national and chapter leaders will work as a unified community to bring the best value to members.

▪ Goal E. IIAC will be financially sustainable with an appropriate funding model to carry out strategic initiatives.

More information on IIA Canada’s current strategic plan can be found at here.

10 www.boyden.ca

Executive Director, Institute of Internal Auditors Canada Executive Brief

Governance From a governance perspective, the ED of IIA Canada reports to the COO NA of IIA Inc. but works day-to-day supporting the Board of IIA Canada (Canadian Board). IIA Canada continues to receive a number of shared services (IT, human resources, accounting, legal, marketing, administration, etc.) from IIA, Inc.

Canadian Board

IIA Canada’s Board is comprised of a dedicated and experienced group of professionals who provide critical support and strategic guidance to the organization. It is comprised of the individuals listed below:

CHAIR OF THE BOARD Carmen Abela, CIA, CCSA

SENIOR VICE CHAIR, ADVOCACY CHAIR Jeff Erdman, CA, CIA

PAST CHAIR OF THE BOARD, NOMINATING AND GOVERNANCE CHAIR Sheila Smigarowski, CA, CIA, CRMA

MEMBER OF THE BOARD AND VICE CHAIR BUSINESS DEVELOPMENT Dailene Kells, CIA, CGAP, CRMA

MEMBER OF THE BOARD, COMMUNICATIONS CHAIR, MEMBERSHIP CHAIR, INTERNATIONAL CONFERENCE CO-CHAIR Brett Naiden, CIA, CCSA, CRMA

MEMBER OF THE BOARD, VICE CHAIR PROFESSIONAL DEVELOPMENT Julie Champagne, CIA CRMA

MEMBER OF THE BOARD Linda Klassen, CIA, CRMA, CMA

MEMBER OF THE BOARD, NA/GLOBAL BOARD LIAISON Robert B. Kuling, CIA, CRMA

MEMBER OF THE BOARD, VICE CHAIR FINANCE Vincent Cartier, CPA, CA

MEMBER OF THE BOARD Richard C. Kennedy, CPA, CA, CISA, CFE, CISM

MEMBER OF THE BOARD, LEADER - VICE CHAIR PROFESSIONAL ISSUES Jodie Lobana, CIA

11 www.boyden.ca

Executive Director, Institute of Internal Auditors Canada Executive Brief

MEMBER OF THE BOARD AND CHAPTER RELATIONS CO CHAIR Angelina Vavasour, CIA, CRMA

MEMBER OF THE BOARD Fern Cyr, CIA

MEMBER OF THE BOARD AND CHAPTER RELATIONS CO-CHAIR Cindy Kailly-Smith, CMA, CIA, CRISC, CRMA

Organization Chart – IIA Canada

12 www.boyden.ca

Executive Director, Institute of Internal Auditors Canada Executive Brief

Position Description: Executive Director

General

Reporting to the Chief Operating Officer of North America (COO NA) of IIA Inc. and working closely with the Canadian Board, the Executive Director provides vision and leadership for developing, implementing and delivering an array of products and services to meet the needs of Canadian members of The Institute of Internal Auditors in support of the short and long term objectives of the business. He/she provides guidance and direction to the volunteer Canadian Board regarding oversight of its 12 chapters and 7,600 members and leads a small team.

Specific Responsibilities

1.0 Strategic Plan

Working with the COO NA of IIA Inc. and in collaboration with the Canadian Board, formulates and recommends to the Canadian Board a Strategic Plan, oversees its implementation and monitors its progress. This plan will set out a future vision, identify critical issues to be addressed and establish short-, medium- and long-term objectives, strategies and budgets.

2.0 Board Accountability and Support

Works closely with the Canadian Board and supports it in the fulfillment of its responsibilities. In doing so, formulates alternatives for consideration by the Board to ensure that the Association’s goals and objectives are achieved through the most effective and realistic strategies.

Provides appropriate and timely advice, background information and briefing materials to Board members in carrying out their range of responsibilities. Ensures they are kept abreast of all relevant information regarding IIA Canada’s activities.

Interacts effectively with the North American Board, Global Board of Directors and IIA headquarters to ensure strategies are aligned and services leveraged to the fullest extent.

3.0 Annual Plan

Formulates and recommends to the Board an Annual Plan for IIA Canada that supports the achievement of the objectives established in the Strategic Plan.

Submits to the Board periodic analysis of progress in achieving objectives, sets out rationale for variances and recommends modifications to the Plan if necessary.

13 www.boyden.ca

Executive Director, Institute of Internal Auditors Canada Executive Brief

4.0 Annual Objectives for the Executive Director

In the context of the organization’s strategic and annual operating plans, reports on progress towards those objectives quarterly and annually to the Canadian Board and to the COO NA of IIA Inc. Conducts a parallel performance management process with those reporting to the Executive Director.

5.0 Organization and Management Staff

Develops, for the approval of the COO NA of IIA Inc., an effective organization structure that reflects operational needs and prescribes the authority and responsibilities of staff as they relate to the accomplishment of specific objectives and priorities. Ensures an effective performance management system is in place for all employees.

6.0 Human Resources Leadership

Provides strong and effective leadership to staff in order to capitalize on the full potential of this most critical resource. Manages staff in accordance with HR policies and a high standard of values and ethics. Communicates, motivates, guides and directs all those involved to contribute fully to the realization of the mission, goals and objectives. Maintains high visibility through the Institute and remains focused on effective two way communication with all staff.

7.0 Business Operations

Ensures the strategic and operational goals and objectives are achieved in each of the core operational elements of the Association.

7.1 Member Services

Ensures that educational and professional member services provided by IIA Canada are managed efficiently and effectively in support of the achievement of the strategic and operational objectives defined in the strategic plan. Ensures that IIA Canada understands the education needs of its members and delivers and develops programs, conferences, and seminars to meet those needs.

Implements and leads a continuous quality improvement process throughout the program and service areas, focusing on systems/process improvement.

7.2 Business Development

Develops a plan for business development activities that focuses on top line growth, including emphasis on revenue generation activities such as sponsorship, new service streams, membership expansion and client service.

7.3 Finance, Administration, and Information Services

In conjunction with IIA, Inc. and the Canadian Board, develops an operating budget for Canadian operations and works effectively within the budget.

14 www.boyden.ca

Executive Director, Institute of Internal Auditors Canada Executive Brief

Implements effective administrative systems to ensure the efficient utilization of the financial resources of IIA Canada within the objectives, policies and plans and budgets established by the Board and IIA, Inc.

Ensures that the Association’s Information Services functions are managed efficiently and effectively and in support of the achievement of the Association’s strategic and operational objectives.

7.4 Marketing Communications

Ensures strategic marketing communications programs are in place that communicates the vision and goals of IIA Canada and positions the organization as the authoritative voice for the internal audit profession in Canada. Measures and sets objectives to improve public awareness and perception.

8.0 External Relationships and Advocacy

Maintains a position of the highest credibility, integrity, impact and communication with partner groups and business and governmental leaders in order to facilitate enhanced relationships, joint initiatives and understanding of IIA Canada, its mandate and functions. Formulates details for strategies and implements priorities for Canadian internal audit advocacy efforts.

9.0 Trends in the Internal Audit

Keeps abreast of trends and developments in internal audit practices provincially, nationally and internationally. Recommends new and innovative approaches that could enhance the performance and reputation of IIA Canada.

Reporting Relationships

Reports Directly to: IIA Inc. Chief Operating Officer for North America (COO NA)

Reports Functionally to: IIA Canada Board

Directly Manages: Director, Government Services IIA Canada Marketing Manager Program Manager (P/T)

Administrative Assistant (P/T)

Relates to: IIA Canada Chapters IIA Inc. Headquarters

Budget: $2.4 million

15 www.boyden.ca

Executive Director, Institute of Internal Auditors Canada Executive Brief

Candidate Profile: Executive Director

Priority Criteria

1.0 Experience

Demonstrated leadership and management experience gained in a professional or industry membership association.

2.0 Operational Leadership

Proven ability to manage an organization of the size and scale of IIA Canada. Ability to work collaboratively within a shared service model.

Strong planning, organizational and administrative skills. Able to oversee a wide range of operations and projects and skilled at using effective processes to advance initiatives.

Strong business acumen. Understands the levers of running a fiscally responsible organization. P&L experience. Experience growing the revenue of a new organization and ensuring a stable and predictable revenue base.

Embraces technology and comfortably incorporates technology into day-to-day activities.

3.0 Relationship Skills

Superior relationship builder. Will be engaging, approachable, diplomatic, open and transparent and will thrive on meaningful interaction with others.

Develops productive relationships easily. Has a collaborative, inclusive style.

Thoughtful and treats others with respect.

4.0 People Leadership

Superior people management skills. Has the ability to bring out the best in people. Capable of sustaining a respectful and productive work environment that inspires teamwork and positive results, values staff contributions and development, and retains and attracts top talent.

5.0 Strategic Leadership

Visionary; able to lead an organization to help set and achieve its vision, goals and objectives in a complex environment with multiple stakeholders.

Strong strategic thinking and creative problem solving skills.

16 www.boyden.ca

Executive Director, Institute of Internal Auditors Canada Executive Brief

Effective leading a complex governance structure.

6.0 Board Governance

Comfortable providing organizational leadership in the context of a Board with governance responsibilities and balancing that with the international organizational context.

Able to provide analysis, advice and recommendations to a Board in a highly objective manner.

7.0 Communications

Highly skilled and poised communicator; with strong oral, written and presentation skills.

Able to communicate effectively in a wide range of arenas to a broad range of audiences including business leaders, government, members, and international counterparts.

Will be seen as highly credible by the internal audit community, staff, stakeholders and the public.

8.0 Political Acuity

Politically savvy; can effectively read organizational and human dynamics.

Sensitive to the international, governmental, public and stakeholder context in which the Association functions.

9.0 Personal Qualities

Demonstrates strong commitment to an organization.

High integrity. Honest and straightforward. Strong moral compass.

Appropriately assertive and proactive, self-starter, flexible, and entrepreneurial.

10.0 Education

University degree required. Master’s level degree preferred.

11.0 Language

Conversational French ideal.

17 www.boyden.ca

Executive Director, Institute of Internal Auditors Canada Executive Brief

About Ottawa, Ontario

Ottawa, Canada’s capital has been described as one of the most beautiful capitals in the world and one of the best places to live in Canada. Ottawa has the 2nd highest quality of living of any city in the Americas, and 14th highest in the world according to the "Mercer Human Resource Consulting Quality of Living Survey". It is also considered the 4th cleanest city in the world by Forbes magazine. Ottawa is a bilingual, culturally rich city with a metropolitan population of about 1 million people, yet it still maintains the accessibility and atmosphere of a smaller city. Less than an hour's drive from the American border, Ottawa/Gatineau is centrally located with access to Montreal and Ottawa.

Ottawa has a charm quite unlike most urban centres. It enjoys the visual and performing arts centres of a major city, as well as other big city attractions such as nightclubs, restaurants, and shopping, all within a relatively small space. Ottawa boasts a thriving arts community that features the National Arts Centre, a diverse music scene, and a number of annual music festivals. The city offers 10 museums, including the Canadian Museum of Civilization, Canadian War Museum, and Canadian Museum of Nature, and 13 art galleries including the National Gallery of Canada. The city also supports an NHL hockey team.

Ottawa contains far more natural and undeveloped space than most cities of its size, and provides easy access to hiking, biking, skiing, and other activities in the surrounding area. The city itself provides many venues for outdoor recreation, housing more than 900 parks, 3 supervised beaches, 79 outdoor pools, and more than 300 sports fields. Sitting on the banks of the Ottawa River, the city is home to the Nepean Sailing Club and offers sailing that rivals some areas of the Great Lakes. In the colder months, Ottawa offers over 400 skating rinks, as well as the Rideau Canal, which becomes an 8-kilometre long skating rink every winter. Gatineau Park, just a short drive from downtown Ottawa, provides more than 200 kilometres of groomed cross-country ski trails, and there are 8 alpine ski resorts within easy reach of the city.

Ottawa has the highest per capita concentration of engineers, scientists, and residents with PhDs in Canada. It is known as the "most educated city in Canada", with over half the population having graduated from College and/or university. Ottawa has four publicly funded school boards: "public" and "separate" (Roman Catholic) English language boards, and “public” and “separate” French language school boards. There are four universities in the area, Carleton University, the University of Ottawa, Saint-Paul University and Université du Québec en Outaouais and two community colleges, Algonquin College and La Cité Collégiale. For an up to date listing of houses for sale in the Ottawa area, please visit the Ottawa Real Estate Board.

18 www.boyden.ca

Executive Director, Institute of Internal Auditors Canada Executive Brief

Steps in the Selection Process 1. Announcing Your Wish to be Considered

If you wish to be considered for this position, please forward your resume and any other relevant application material to the Boyden Partner or Consultant named in this document. Rest assured, all your personal information will be kept in the strictest confidence.

2. Screening of the Applicants

Once we receive the resumes of those who express interest in the position, we compare them against the client’s needs and also against the backgrounds of other candidates. We then make a decision about which candidates are closest to the ideal background, and create a list of suitable candidates. At this stage, we may ask you to complete a Self-Assessment document that will be reviewed and shared with the Search Committee. Boyden is committed to equity and diversity and encourages applicants from varied backgrounds and accommodates disabilities in the recruitment process.

3. Interview with Boyden global executive search

We will interview in person or by video those candidates that most closely match the requirements of the role.

4. After the Interview

We will let you know as soon as possible after the interview if we will be proceeding further, and we will also ask you about your interest. If you agree to proceed, we will ask you to begin gathering any information that might have an impact on your final decision. Usually there are three categories:

a. Matters of Fact – These include benefits, pension plan, vacation policy, perquisites, and an approximate indication of the compensation plan. If a physical move would be required to accept the position, please learn about housing, schools, relocation assistance and any other matters of this kind that are important to you.

b. Matters of Family – If a physical move will ultimately prove unacceptable to your family members, please determine that at this stage.

c. Matters of Fit – Please list the remaining questions that you would need to have answered about the position and the organization, and pass them along to us. We will be happy to answer them for you.

The goal of gathering all of this information is to help you make an intelligent decision, as soon as possible, about the degree of your interest. In fairness to everyone, please do not go further if you really think you are unlikely to accept the position should it be offered to you. If you have additional questions following our initial discussion, but your interest is tentative and you are still “exploring”, please let us know. We can help you get the additional information you need.

Important Dates to Note

in Your Calendar

▪ Proposed Long List presentation date: April 2016 TBC

▪ Proposed dates for the Committee to conduct first round interviews: May 2016

▪ Proposed dates for the Committee to conduct finalist interviews: May 2016

▪ Ideal start date for the successful candidate: TBD

19 www.boyden.ca

Executive Director, Institute of Internal Auditors Canada Executive Brief

5. Candidate Presentation to the Committee

We will present a Candidate Report of the top candidates (usually 7-10) to the Committee for its review. From the list, the Committee will select a long list to interview. The list usually consists of four to six candidates.

6. Interview with the Selection Committee

If you are on the long list, we will invite you to interviews with the Selection Committee. The interviews often involve two ‘rounds’ of interviews and will be held on pre-set dates.

After the first round of interviews, the Committee will debrief and select one to three candidates to invite back for short list interview. Meetings with the Board members may occur. Following this last interview, the Committee will make its decision.

7. Steps Leading to an Offer

After final meeting with the Selection Committee we will advise you of their decision as soon as possible. If you are selected as a final candidate(s), we will conduct references and if our client is satisfied reference feedback, we will extend a verbal offer to you on the client’s behalf.

8. References

Reference checking is a very important part of the search process. We will want to speak with people who have known you from a subordinate, peer, superior, and client perspective. We will want to speak to at least four referees. Please note that, due to the nature of the work, you will also be required to complete a Reference Check consisting of credit, criminal and education verification.

Etiquette Regarding an Offer

If this position is offered to you, we would like to know that you will honour two standards of professionalism:

First, that you will treat the offer in confidence (with the exception of discussing it with members of your immediate family).

Second, that if you accept the offer, your word is your bond and we can count on the fact that you will be joining our client. We understand that candidates can sometimes have doubts and second thoughts after making the decision to make a major career change. These feelings are quite common, and you are wise to anticipate that they may arise. On the other hand, we want to avoid the substantial loss of time and cost of opportunity that would accompany a reversal of your decision, in much the same way as you would want to avoid handing in your resignation and then having our client cancel the offer.

If either of these conditions is unacceptable to you, please inform us immediately. We will do our best to keep you informed throughout the process.

Resume Accuracy The Association of Executive Search Consultants estimates that approximately one in five resumes contain material information that is untrue. Examples include the listing of degrees that have not been obtained, titles and dates of employment that are incorrect, and accomplishments that are overstated. As a result, our firm has adopted the practice of verifying the claims made in the resumes of finalist candidates. Our policy is to discontinue the candidacy of anyone whose resume contains distortions of material information.

If you notice an error in your resume after you have forwarded it to us, please contact us immediately and send us a corrected copy.

20 www.boyden.ca

Executive Director, Institute of Internal Auditors Canada Executive Brief

About Boyden

Boyden Global Executive Search was founded in 1946—a pioneer in the executive search industry. Today, with over 70 offices in 40 countries, Boyden is the 6th largest retained search firm in the world and the largest in Canada. As some of Boyden’s largest offices in North America, the offices of Boyden Canada fill a critical role in the firm’s worldwide network. Our partners in Toronto, Ottawa, Montreal, Calgary, and Vancouver bring a broad range of expertise and are deeply embedded in the markets they serve and in their respective communities.

Consulting Team

Lisa Kershaw is leading on this search. The other members of the consulting team are Alan Gordon, Senior Associate; and Joanna Goncalves, Project Manager.

Lisa Kershaw, Partner Boyden Toronto & Vancouver

Lisa Kershaw, Partner at Boyden, has a broad client base with a particular focus on not for profit/associations, financial services, and manufacturing, where she services international, mid-market and emerging growth companies. She works out of both the Toronto and Vancouver Offices of Boyden.

Lisa has developed strong relationships with her clients in virtually all disciplines including finance, marketing and communications, human resources, operations, and general management. She also works extensively with Boards during CEO searches and is highly regarded for her ability to guide them to consensus.

A Certified Management Consultant, she previously headed up the marketing consulting practice of KPMG, where she specialized in strategy and financial analysis.

A Magna Cum Laude graduate from Western Washington University, Lisa holds a Bachelor of Business Administration degree in broadcasting and marketing. She then obtained her Master of Business Administration degree from Queen’s University.

21 www.boyden.ca

Executive Director, Institute of Internal Auditors Canada Executive Brief

Alan Gordon, Senior Associate Boyden Ottawa

Alan Gordon is a Senior Associate at Boyden Ottawa, with a particular focus on the global information technology sector.

His expertise lies in interacting with and uniting both the technical and business-related functions of the industry, with hundreds of customers and partners located across the globe. Alan has channeled these experiences into helping clients in both the private and public sector to address their executive search needs.

Prior to joining Boyden, Alan held positions with some of the technology industry’s biggest brands. A member of BlackBerry’s inaugural launch team, he managed revenue growth and retention for the BlackBerry Technical Support Services (BTSS) channel sales program. He supervised employees across the Americas, Europe, and Asia Pacific regions, developed breadth of sales channels, increased revenues, and launched the BlackBerry Partner Support program.

Alan also served as Business Development Manager as part of the Sprint Business Unit while at BlackBerry. In this role he launched third-party applications that were the first of their kind, differentiating both BlackBerry and Sprint from the competition.

His background also includes valuable experience with other notable brands including Hewlett-Packard and Microsoft.

Alan holds an Honours Bachelor of Business Administration degree from Wilfrid Laurier University in Waterloo, Ontario.