Date post: | 28-Nov-2014 |
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BOARD OF GOVERNORS
TRAINING FOR YOUTH
POLYTECHNICS IN KENYA
CHARLES K MALOBA -LEADERSHIP INTERNATIONAL
LEADERSHIP INTERNATIONAL
Board Functions/ Meetings
LEADERSHIP INTERNATIONAL
Objectives:
At the end of the session, participants should be
able to:
To understand the importance of meetings
To understand the role of the chair and the
manager in running YPs
To have a framework of running effective
meetings for YP boards
Introduction
LEADERSHIP INTERNATIONAL
• Boards carry out their role mainly through
meetings
• It is therefore important that meetings are
effective, regular and consistent
• Each person on the board must understand their
role and be ready to carry it out well
• Meetings must be well organized and allow for
full participation of members
The Role of Meetings
LEADERSHIP INTERNATIONAL
• The BoG is able to plan ahead
• The BoG members are reminded of what is important for the YP.
• The BoG documents and keeps track of the matters affecting the YP.
• The BoG is able to track the commitment of its members.
• The members get to learn from each other
• The members get an opportunity to ‘team.’
• An opportunity to resolve conflicts within the team
BOARD MEETINGS AND FREQUENCY
LEADERSHIP INTERNATIONAL
• The board should meet regularly, at least once a
quarter, if not more frequently as circumstances
require.
• The use of impromptu meetings emphasizes the
desirability of flexible and proactive board
activity.
However, board meetings should be ‘event –
driven’ rather than ‘calendar-driven.’
BOARD MEETINGS AND RELEVANT
INFORMATION
LEADERSHIP INTERNATIONAL
To ensure adequate contribution at board meetings, members should have all the relevant information and have had time to apply their minds to it. There should be efficient and timely methods for informing and briefing board members prior to meetings.
This will be the responsibility of the secretary.
Each board member has a responsibility ‘to be satisfied that, objectively, they have been furnished with all the material facts before making a decision.’
Guidelines for meetings
LEADERSHIP INTERNATIONAL
• A notice should be sent out giving adequate time for all
members to attend.
• The notice should include the agenda, venue, time and
date.
• The minutes of the last meeting should be sent in
advance, preferably with the notice
THE MEETING
LEADERSHIP INTERNATIONAL
• Note attendance:
• Those present
• Those in attendance
• Those absent with apologies
• Read the agenda for the day
• Confirm minutes of previous meeting
• Go through matters arising from the previous minutes
• It is recommended that there should be standing agenda items that should appear in all meetings
• Responsibilities and action points must be SMART
• The date for the next meeting must be given at the end of the meeting
STANDING AGENDA ITEMS
LEADERSHIP INTERNATIONAL
• IN YOUR VIEW WHAT AGENDA ITEMS
SHOULD APPEAR IN ALL BOARD
MEETINGS?
• HOW LONG SHOULD MEETINGS TAKE?
WHY?
• HOW OFTEN SHOULD MEETINGS BE
HELD?
ROCKS VIDEO
LEADERSHIP INTERNATIONAL
• What was the video about?
• Give examples of when this happens when the board is
doing its work?
• From the video, what do we learn about our work?
DISCUSSION
LEADERSHIP INTERNATIONAL
Give examples of information that board
members should have before meetings
What would happen if members do not have
sufficient information?
What happens when some members of the
board have information which others do not
have?
NATURE OF INFORMATION
LEADERSHIP INTERNATIONAL
The information which the Board receives should
include:
Relevant financial information
Non-financial information
The board should go beyond assessing purely
financial and quantitative performance. It should
look at other qualitative performance factors that
involve broader stakeholder interests
ROLE OF CHAIRPERSON
LEADERSHIP INTERNATIONAL
The Chairperson should be independent and non-executive.
The main role of chairperson is to provide leadership for the board.
The role should not be one of dominating the board, but rather of seeking to achieve maximum participation from board members, so that it can function as effectively as possible.
SPECIFIC FUNCTIONS OF CHAIR
LEADERSHIP INTERNATIONAL
The chairperson performs the following specific functions:
Call for meetings
Ensure active participation of all members
Sign the minutes
Ensure adequate succession plan exists
Ensuring new members are properly inducted and oriented
CHAIRPERSON
LEADERSHIP INTERNATIONAL
Lead in monitoring and evaluating the board’s performance
Establishing an annual work plan for the board against agreed objectives and goals (in conjunction with the manager).
Playing an active role in setting the agenda for board meetings;
CHAIRPERSON
LEADERSHIP INTERNATIONAL
Act as the main informal link between the board
and management (particularly the manager)
Maintaining relations with the YPs owners and
stakeholders;
Taking a lead in removing under-performing or
unsuitable board members.
The chairperson therefore carries responsibility
should anything go amiss.
THE MANAGER
LEADERSHIP INTERNATIONAL
The manager is the Executive Officer of the
institution
The important functions the manager will fulfill
include:
Development of long-term strategy and vision for the
institution;
Development of annual business plans and budgets in
support of the long-term strategy.
THE MANAGER
LEADERSHIP INTERNATIONAL
Ensuring that the day-to-day business affairs
are properly monitored and managed;
Ensuring continuous improvement in the quality
and value of the YP’s products and services and
maintenance of its competitive position;
Ensuring an effective management team
THE MANAGER
LEADERSHIP INTERNATIONAL
Formulation and overseeing the implementation of major YP policies;
Acting as chief spokesperson and representative for the YP;
Fostering An organisational culture which promotes ethical practices and individual integrity, and fulfills a social responsibility objective.
BOARD APPRAISAL
LEADERSHIP INTERNATIONAL
It is recommended that:
The board should appraise the performance of its chairperson annually. The procedure should be built into the operating procedures for the board.
In corporate situations the performance of the manager should be appraised, either by the chairperson or by a subcommittee appointed by the board.
In YPs, the ministry does the appraisal
APPRAISAL
LEADERSHIP INTERNATIONAL
• An annual review process is
clearly an integral element of the
operations of the board of
governors.
• How can the appraisal be done in
your YPs?
DISCUSSION GROUPS
LEADERSHIP INTERNATIONAL
The systems our board should establish to ensure
proper meetings are…
• I would like our board meetings to include more/less…
• Our board meetings are most satisfying when…
• Our board meetings are frustrating and unproductive
when…
• In order to align to our unique vision and mission,
subcommittee reports to the board should include…
• I feel our YP would benefit from a subcommittee
structure that…