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Vision & Mission

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  • About MAICSA

Updated: 27 Nov 2024   

About MAICSA

  • Vision & Mission
  • Profile
  • Rationale for New MAICSA Logo
  • History (7)
    • 1959 - 1970 : The Early Years
    • 1971 - 1980 : Towards Statutory Recognition of the ICSA Qualification
    • 1981 - 1990 : The Road leading to Devolution Status
    • 1991 - 1999 : Raising the Profile of MAICSA
    • The Next Millennium : Path Ahead
    • The Institute Crest
    • The Secretary Bird
  • Past Presidents
  • Council
  • Committees (3)
    • MAICSA Office Bearers
    • Committees
    • Working Groups and Task Forces
  • Management Team

Vision

To maintain our position as the leading professional Institute dedicated to advocating good governance, ethics, and the adoption of best practices within organisations.

Mission

To provide education and training in good governance, ethical practices and corporate administration.

To undertake research, development and publication of governance guides and standards.

To commit Chartered Secretaries and Governance Professionals to uphold and advocate good governance principles and practices.

Identifying Features of a Premier Organisation

MAICSA believes that a well governed, premier professional body would have at least 11 vital characteristics:

i.

Owner of a core body of knowledge

Perpetually relevant to the marketplace and which has a system of updating itself to be contemporary at all times

ii.

A clear vision and mission

Help focus on the development of good practices of corporate secretaryship, governance and leadership in the profession and allocate the required resources for improvement therein

iii.

Common core values

Prefer principle over convenience, community advantage over individual advantage and which will uphold objectivity and merit

iv.

Professional administration

Ensure effective systems for managing market share, operations, brand, finances, risk, succession plans and such. There will be use of performance measurement tools as growth strategies for volunteers and secretariat.

v.

Effective governing structures:

Large enough to have the mixture of experience necessary for growth, small enough to be agile, able to respond quickly to time sensitive market issues

vi.

Good social tools for managing community relations

Consultation, consensus, and respectful accommodation is widely practised over lobbying, right to dissent, and use of entrenched authority

vii.

Good volunteer management programme

Develop a pipeline of committed and competent future volunteers to enable volunteers to perform e.g. by use of a Council Member Toolkit and to give volunteers due recognition

viii.

Brand Success

Characterised by clear identity, wide acceptance, evergreen appeal but especially relevant to the times in which it exists

ix.

Prosperity

Characterised by consistent positive growth and surplus in the Institute, high earning ability of members trained in its knowledge, well remunerated employees with fair deals and fair treatment of various other stake holders

x.

Steadfast system

Bringing in more students, increase membership and an ability to maintain standards of examination and practice

xi.

Professional association

An integral member of an international professional organisation whether within The Chartered Governance Institute (CGI) fraternity or with other governance related bodies globally

l
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