Institute for Excellence in Corporate Governance

Please see below for our calendar of events. Calendar
Overview
Excellence in Corporate Governance is an environment where the company has the people, resources, processes and culture to enable a thoughtful, proactive focus on strategy, stakeholders, operations and risk and thus maximize the opportunity for successful results for all stakeholder groups. Excellence in Corporate Governance is the combined responsibility of the owners, managers and board of the company.
Purpose. Value creation for C-Suite executives and board members of public and private companies and nonprofit organizations provided through thought leadership and connecting people.
The Institute does this through:
- Educational and Professional Certificate programs
- A focus on future trends and board dynamics
- A focus on public and private company governance as well as nonprofit board education
- Sharing best practices
- Networking
- Board referrals and volunteer opportunities
- Research
Important Links
IECG Membership Benefits
IECG Individual Membership
IECG Vision and Mission
Newsletter Archive
Institute Event Registration
Click Here
Institute Contact
Sharon Foster
sharon.foster@utdallas.edu
972-883-4925
Governance Capital
Learn MoreTable of Contents
-
Connect with the Director
-
Professional Certificates
-
Advisory Board
-
Research
-
Sponsors
-
Speakers
-
Event Photos
-
Hotels
Upcoming Podcasts, Programs and Events

Great Governance Podcasts
From Shareholders to Stakeholders with Don Springer
Don Springer, Chairman of the Colton Group and a veteran of multiple international and domestic technology and service company boards, speaks with cohosts Richard Levick and Gregg Ballew, Executive Director of the Institute for Excellence in Corporate Governance at the University of Texas at Dallas, about the transition from shareholders to stakeholders. Don weighs in on issues ranging from ESG and DEI to the historic evolution of the role of boards in this inaugural program of Great Governance.

Breakfast Program
Register
Spring 2021 events will be presented online via Zoom. Location for Fall 2021 events – TBD.
April 28, 2021 – Topic TBD
October 27, 2021 – Topic TBD
December 8, 2021 – Topic TBD

Executive Certificate in Nonprofit Governance
Register
Think Strategically • Govern Effectively • Operate Efficiently
Program Overview | See Certificate Details
Spring: Modules 5-6 – 4/14/2021 (Presented online via Zoom)
Fall: Modules 1-2 – 9/2/2021 | Modules 3-4 – 10/12/2021 | Modules 5-6 – 11/4/2021
Location for Fall 2021 classes will be held at The Naveen Jindal School of Management located at The University of Dallas

19th Annual Corporate Governance Conference
19th Annual Corporate Governance Conference will be held tentatively on September 22, 2021.
Location for conference – TBD






Connect with the Director Back to Top
Failures of high-profile companies such as Enron and WorldCom led to Sarbanes-Oxley in 2002. The law encouraged directors to do a better job in fulfilling their fiduciary duties especially in the area of financial reporting. Abuses by Wall Street and mortgage bankers and poorly designed incentives for credit rating agencies, among other reasons, led to the credit crisis of 2008 to which the government responded with the Dodd-Frank Act of 2010. Dodd-Frank encouraged shareholders to be more active and hold directors more accountable.
The federal government over the past 50 years has also failed to exercise its fiduciary responsibilities to its shareholders (today’s and tomorrow’s citizens). In particular the last two CEOs have increased the direct federal debt from 5 trillion to over 20 trillion. Some of the country’s directors (congressmen) have been replaced and given a mandate by some shareholders (Tea Party and other activists) to exercise better governance.
The IECG believes that corporate and government fiscal and governance failures have resulted largely from poor governance practices which include:
- Conflicts of interest
- Failure to adhere to the duties of care and loyalty
- Occasionally failing to act in good faith
- Failures to act in accordance with corporate by-laws and the Constitution
As a result of these many failures, the United States of America finds itself with a fiscal mess, monetary policy which operates in uncharted waters and debts and deficits which are, to say the least, unsustainable. Corporate America is ever more resilient but too many corporations seem to believe that the primary source of capital is political. In a nation where the revolving door of corporate executives and political appointees is ever turning, there is a growing sense that trust in our basic institutions is perhaps irreparably eroded. It is within this context that IECG finds itself in the roles of assisting board members to understand and perform their fiduciary duties and provide direction to their companies, but also in encouraging business leaders to assure that government leaders do the same.
Professional Certificates Back to Top
The Executive Certificate in Nonprofit Governance (ECNG) is a 3-day program offered through 6 half-day modules. Participants completing all six modules are eligible for the certificate.
Who Can Attend
Anyone currently serving on a Nonprofit Board or a senior executive in business or nonprofit sector aspiring to serve on a Nonprofit Board.
The Program
The program will teach essential concepts and principles of serving on the board of directors of a nonprofit corporation incorporating evidenced-based research, case studies, appropriate legal issues, and situational learning delivered by expert practitioners and scholars in the area of Nonprofit Governance and philanthropy.
The six-modules are as follows [click the Module to see the topics covered]
- Introduction to the Nonprofit Sector
- Role of The Board/Board Leadership
- The Legal Environment of Nonprofits
- Fiduciary Duties
- Bylaws and Policies
- Mission, Vision and Strategic Planning
- Conflicts of Interest
- Overview of Committees and their Functions
- Governance Issues in Certain Types of NFPs
- Communication and Assessing Performance
- Special Issues: Budget, Investments and Programs
- Board Structure and Number of Board Meetings
- Information Flow from Management
- The Role of the Board in Strategy and Organizational Performance
- Mindset and Qualification of Members
- Risk Management and Compliance
- The Value Maximization Plan
- The Role of the Non-Executive Chair
- Linking Mission and Value Creation to Compensation and holding Staff to Account
- Communication with Stakeholders
- The Development Committee/Earned Income
- External Disclosure and Assessing Performance
- Board Retreat
- Expectation of a Board Member for Fundraising
- Personal Donations
- Mining your Personal Contacts
- Donor Intent
- Relations with Beneficiaries and other Constituencies
- Who is in Charge of Fundraising?
- The Role of Marketing
- The Importance of Having a Good Database
- The Importance of Social Media
- The Importance of a Good Web Site and Printed Materials
- The Importance of Public Relations
- Audit, Finance and Investment Committee Roles and Responsibilities
- Financial Literacy of Members
- The Legal Environment of the Audit Committee
- Oversight of the Internal Audit Function (if it exists)
- Oversight of the External Auditor
- Oversight of Financial Risks and Internal Controls
- Conflicts of Interest, the Code of Ethics, and Whistle-Blowing
- Financial Reporting and Users of Financial Statements
- Communication Among the Audit Committee, Auditors and the CFO
- External Disclosure and Assessing Performance
- Form 990
- The Executive Committee, if Needed
- Compensation Committee Roles and Responsibilities
- Compensation Literacy of Members
- Member Engagement
- Difficulties with Pay for Performance in the NFP context
- Executive Director Succession Planning
- Leadership Development and Tone in the Middle
- Compensation Reporting to Donors, Beneficiaries, other Stakeholders
- Board Compensation
- Directors and Officers Insurance
- Executive Sessions
- Case Study
- Director Recruitment on Basis of Competencies and Skill
- Job Description
- Diversification of Boards: Why and How
- Director Education and Orientation Programs
- Selection of the Board and Committee Chairs
- Ex Officio Directors
- Relations with Boards and Committee Chairs
- Board, Committee and Director Evaluation/Term Limits
- Executive Director Evaluation
- Member and Other Stakeholder Engagement
- Board Process and Dynamics
- Succession of Board/CEO
- Exam
For more information please contact:
The Professional Certificate in Governance Capital (PCGC) is a 3-day program offered through 6 half-day modules. Participants completing all six modules are eligible for the certificate.
Who Can Attend
Anyone with ten years work experience, of which at least two years of experience should be in any combination of the following roles:
- Board or Directors or Advisory Board of for-profit or not-for-profit enterprises;
- Advisor/consultant to Board of Directors or Advisory Boards of for-profit or not-for-profit enterprises;
- Member of the Institute of Excellence in Corporate Governance, UTD/ National Association of Corporate Directors/ American College of Governance Council.
The Program
The program will teach the framework for the Governance Capital model that is developed by IECG stakeholders comprising the advisory board and faculty. The program will enable students
- understand the rationale for the Governance Capital model and framework
- attain competence in using the Governance Capital model to assess an organization’s governance effectiveness
- understand how the Governance Capital model enables designing interventions, implementing new strategies and directing large scale corporate changes.
The six-modules are as follows [click on the Module to see the topics covered]
- Governing in a Changing World
- Emerging Governance Trends
- Comparative Corporate Governance Models
- Need for a New Governance Models
- Institute’s GCM as a Governance Model Solution
- Strategic Outcomes
- Financial Outcomes
- Non-Financial Outcomes
- Management Discipline
- Strategy Management
- Stakeholder Management
- Operation Management
- Risk Management
- Governance Dimensions
- Right People
- Sufficient Resources
- Formal Processes
- Effective Culture
- Using the GCM as a Tool to Assess and Improve Governance
- Strategic Alignment as the Foundation of the GCM
- Strategic Alignment Components & Linkage
- Vision
- Core Value
- Mission/Mission Outcomes
- Strategy/Strategy Outcomes
- Execution Plans/Execution Outcomes
- Complete Organizational Alignment of All Organizational Units
- Preparation to Conduct GCM Assessment
- Facilitation Guidelines for a GCM Assessment
- Assessment Questions associated with each element of the Governance Dimension
- People Questions
- Resource Questions
- Process Questions
- Culture Questions
- The relationship of Governance Dimension Questions to each of the Management Disciplines
- Strategy
- Stakeholder
- Operation
- Risk
- Scoring of Each Assessment Question
- Summarize and Highlight Initial Observations of Assessment Discussion and Scores, with respect to both
- Management Disciplines & Governance Dimensions
- Governance Capital Assessment Results
- Student Lessons Learned
- Organization Benefits
- Obstacles in Application
- Organization’s Next Steps
- Peer Group Comments of Presented Student Assessments
- Patterns of Benefits & Obstacles Across Student Assessments
- Evaluate Outcomes
- Results of an Initial Assessment
- Results of Periodic Assessments
- How Identified Gaps can Lead Changes in Governance, Company Performance, Etc.
- Recommendations for Future Use of the GCM
- Governance Effectiveness
- Organizational Success
For more information please contact:
Advisory Board Back to Top
Strategic Advisors
Research Back to Top
Research Papers
- Pending Approval Patents, Proprietary Information, and Bank Loan Spread
- The Influence of Corporate Board Social Connections on Management Voluntary Financial Disclosures
- Investor Conferences and the Changing Nature of Analyst Research
- Analyst Forecast Dispersion and Aggregate Stock Returns
- To Tell the Truth: Management Forecasts in Periods of Accounting Fraud
- The Value of Good Governance for Private Companies
Private Company Survey Report
Articles & Op Ed
-
What is the “new” purpose of the corporation? Dennis McCuistion -September 17, 2019
Sponsors Back to Top
Institute for Excellence in Corporate Governance is supported by its members, sponsors, and institutional advisors. Sponsors are composed primarily of corporate and institutional advisors are drawn from organizations closely related to corporate America.
Sponsors
Sponsors for IECG’s outreach to professional service providers who assist corporate directors, senior management and institutional investors with timely advice in their specific areas of expertise. This relationship helps ensure that IECG is at the forefront of important developments throughout the entire spectrum of services affecting corporate governance.

Michael Stockham, Partner

Felix Lozano, Partner in Charge
Whitley Penn

Corporate Sponsors
Corporate sponsors provide important benefits because their representatives to IECG typically have strong ties to corporate directors, senior management, and institutional investors. They assist IECG in identifying and recruiting speakers and panelists, provide guidance on the effectiveness of planned programs and research, and suggest new activities for IECG.
ExxonMobil
Alan Halliburton, Chairman and CEO Geralyn DeBusk, President
HIR
Todd Bluedorn, Chairman & CEO
Lennox International
Cynthia Trochu, Senior Vice President, Secretary and General Counsel
Legal Texas Instruments
Institutional Advisers
Institutional advisers provide IECG guidance in the national/global arena of corporate governance. This group alerts IECG to impending changes and events broadly affecting corporate governance that should be incorporated into research and programs. Institutional advisers also work with strategic partners and corporate sponsors by providing another dimension of research and program review. In addition, institutional advisers provide speakers and access to other groups that can assist IECG in achieving its mission.
Mark Smith, Vice President
Center For American And International Law
Frederick E. (Shad) Rowe, President and Trustee, Investors for Director Accountability
Investors For Director Accountability
Hala Elsherbini, Senior Vice President and COO
Halliburton Investor Relations
Speakers Back to Top
Current Speakers

Philip Dunkelberger
President & CEO
Nok Nok Labs

E. Patrick Jenevein III
CEO
Pointe Bello LLC ,Dallas Committee on Foreign Relations (DCFR)

David Kohl
Risk Expert
RHSB, Dallas Committee on Foreign Relations(DCFR)

Richard Levick
Chairman & CEO
Levick

Paul Meiring
Managing Director & Partner
Prudential Private Capital

Hester Peirce
US Securities & Exchange Commissioner

Steve Szejner
Managing Director and Partner,
Prudential Private Capital

Meredith Walker
Chief Economist
Earth X

Patrick Walsh
United States Navy (retired),VP, Boeing Global Services, Boeing Global Company, Dallas Committee on Foreign Relations (DCFR)

Tony Alessandra
Founder at Assessments24X7.com & Keynote Speaker/Author at Alessandra & Associates, Inc.

Philip L. Asmundson
Telecommunications Sector & Managing Partner, TMT, (Retired) Deloitte

Paul Atkins
Former SEC Commissioner

Rodger Baker
Vice President Strategic Analysis
Stratfor

Steve Bartlett
Senior Advisor, Treliant, Former CEO of the Financial Services Roundtable

Rhys Best
Director at Trinity Industries, Cabot Oil & Gas, MRC Global Inc., and Commercial Metals Company & Chairman at Austin Industrial, Inc.

Todd Bluedorn
Chairman & CEO, Lennox International

Danielle DiMartino Booth
Former Dallas Federal Reserve Board, Author, “Fed Up, Why the Fed must be Fixed”

Richard Bowen
Former Business Chief Underwriter for the Consumer Lending Group of Citigroup

Greg Brenneman
Executive Chairman
CCMP Capital

Terry Brock
Founder and CEO, Achievement Systems Inc.

Daniel Burrus
Founder and CEO of Burrus Research

Francis H. Byrd
CEO Byrd Governance Advisory

William Chittenden
Associate Dean for Graduate Programs
Associate Professor of Finance at Texas State University

Sam Coats
Vice Chair, Board of Directors at Dallas Fort Worth International Airport

Charles Cooper
Texas Bank Commissioner

Lisa Croley
Executive Compensation and Corporate Governance Consultant, Aon Hewitt

Dr. David Daniel
Deputy Chancellor and CEO, University of Texas System

Deb DeHaas
Vice Chairman, Chief Inclusion Officer, & National Managing Partner, Center for Board Effectiveness, Deloitte

Julie England
Independent Director

William F. Ezzell CPA
National Managing Partner, Legislative Relations,
Deloitte LLP (Retired)

Andy Fastow
Former CFO, Enron

Carly Fiorina
Chief Executive Officer
Carly Fiorina Enterprises

John Fleming
Law office of John Fleming, Adjunct Professor at the University of Texas School of Law

Jim Fontaine
President and CEO at Tella Firma

Bruce Freed
Executive Director at Center for Political Accountability

Mike Fucci
Chairman of the Board
Deloitte

Robert Hall
Former CEO, speaker and author, THIS LAND OF STRANGERS

Donna Hamlin
CEO and Board Director
Boardwise

Marc Hodak
Founder and Managing Partner, Hodak Value Advisors

Renee Hornbaker
CFO, Stream Energy, Director, Eastman Chemical

Tracy Houston
Board Resource Services

Richard J. W. Howard
Managing Director at Hayman Capital Management, LP

Ken Jacobson
Communications Director
theAIRnet

Marianne Jennings
Professor Emeritus of Legal and Ethical Studies, Arizona State University

Mamie Jones
Senior Vice President of Product Development
Intuit

Terry Jones
Chairman of Wayblazer and managing principal of ON Inc.

Rashad Khalik
Professor in International Accounting, University of Illinois at Urbana Champaign

Reatha King
Chairman, NACD

Ed Knight
Executive Vice President, General Counsel, NASDAQ

Angelina Kwan
CEO at Stratford Finance Limited

Richard Leblanc
Research Fellow and Advisory Board Member at Institute for Excellence in Corporate Governance, University of Texas at Dallas

Baruch Lev
PhD, Professor of Accounting and Finance at New York University Stern School of Business

Tony LeVecchio
President, The James Group, Inc. and Chairman of the Board, Legacy Texas Bank

Sandra Beach Lin
Director at American Electric Power, WESCO Distribution, PolyOne Corporation, and Interface Biologics

Melendy Lovett
SVP and CAO Trinity Industries, Inc.

Tiffany Jones Miller
Associate Professor of Politics
University of Dallas

Steve Moore
Distinguished Visiting Fellow, The Heritage Foundation

Michael G. Oxley
Member of Government Policy Group at BakerHostetler, Former Member of Congress

Cynthia Pharr
Marketing Communications Executive, Corporate Board Member, Co-Founder Tx Women Ventures

Bill Quinn
Executive Chairman,
American Beacon Advisors

Retired General Harry D. Raduege Jr.
Senior Advisor & Director, Deloitte Center for Cyber Innovation

Ann Rhoades
PRES at People Ink, Director at HireVue

James R Rickards
Author of New York Times best seller,
The Death of Money & Currency Wars

Tom Ridge
President /CEO, Ridge Global, Former Head of Homeland Security, Former Governor of Pennsylvania

Edward W. “Rusty” Rose III
President & Owner, Cardinal Investment Company

Frederick E. “Shad”
Rowe Jr.
President, Rowe and Company, Executive committee member of Texans for Lawsuit Reform

Terry Schpok
Partner, Akin Gump Strauss Hauer & Field LLP

Stephen F. Schuckenbrock
CEO at Crossmark

Ernie Von Simson
Max Hopper Speaker
Senior Partner, Ostriker von Simson Author, The Limits of Strategy

Raj Sisodia
FW Olin Distinguished Professor of Global Business, Babson College

Bradley A. Smith
Josiah H. Blackmore II/Shirley M. Nault Professor of Law
Capital University Law School

Darla Stuckey
President & CEO
Society for Corporate Governance

Don Townsend
President
Donley Townsend Associates, LLC

Ralph Ward
Publisher
Boardroom INSIDER.com

D. Wayne Watts
Past: Senior Vice President and General Counsel, AT&T(Retired)

David Westberry
Managing Director, BridgeStreet Partners

Jim Wetherbe
Richard Schulze Distinguished Professor, Texas Tech University

Billie Ida Williamson
EFH Director & Audit Committee Chair, Retired Partner & Americas Inclusiveness Officer-EY

Stephen T. Winn
Chairman of the Board, Chief Executive Officer, RealPage
Event Photos Back to Top





Hotels Back to Top

Renaissance Hotel, Richardson, Texas
900 E. Lookout Drive Richardson, TX 75082
+1 (972) 367-2000
Get directions

Hyatt Regency North Dallas
701 East Campbell Road Richardson, Texas, USA 75081
Tel: +1 (972) 619-1234
Fax: +1 (972) 907-2578
Get directions

Hilton Garden Inn, Dallas/Richardson
1001 W President George Bush Turnpike, Richardson, Texas, 75080, USA
TEL: +1 (972) 792-9393
Get directions

Staybridge Suites Plano – Richardson Area
301 Silverglen Drive Plano, Texas, 75075, USA
TEL: +1 (972) 612-8180
Get directions