Board of Governors Training for Youth Polytechnics

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The presentation spells out the roles of the chair and the polytechnic manager. It provokes the members of the board to reflect on their roles, how they have been working, and how they can improve their performance. It is a good training for all youth polytechnic boards as it addresses a common challenge in youth polytechnics.

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Board of Governors Training for Youth Polytechnics

  1. 1. LEADERSHIP INTERNATIONALBOARD OF GOVERNORSTRAINING FOR YOUTHPOLYTECHNICS IN KENYACHARLES K MALOBA -LEADERSHIP INTERNATIONAL
  2. 2. Board Functions/ MeetingsObjectives:At the end of the session, participants should beable 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 LEADERSHIP INTERNATIONAL
  3. 3. Introduction• 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 LEADERSHIP INTERNATIONAL
  4. 4. The Role of Meetings• 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 LEADERSHIP INTERNATIONAL
  5. 5. BOARD MEETINGS AND FREQUENCY• 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.’ LEADERSHIP INTERNATIONAL
  6. 6. BOARD MEETINGS AND RELEVANTINFORMATION 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.’ LEADERSHIP INTERNATIONAL
  7. 7. Guidelines for meetings• 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 LEADERSHIP INTERNATIONAL
  8. 8. THE MEETING• 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 LEADERSHIP INTERNATIONAL
  9. 9. STANDING AGENDA ITEMS• IN YOUR VIEW WHAT AGENDA ITEMS SHOULD APPEAR IN ALL BOARD MEETINGS?• HOW LONG SHOULD MEETINGS TAKE? WHY?• HOW OFTEN SHOULD MEETINGS BE HELD? LEADERSHIP INTERNATIONAL
  10. 10. ROCKS VIDEO• 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? LEADERSHIP INTERNATIONAL
  11. 11. DISCUSSION 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? LEADERSHIP INTERNATIONAL
  12. 12. NATURE OF INFORMATIONThe 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 LEADERSHIP INTERNATIONAL
  13. 13. ROLE OF CHAIRPERSONThe 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. LEADERSHIP INTERNATIONAL
  14. 14. SPECIFIC FUNCTIONS OF CHAIRThe 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 LEADERSHIP INTERNATIONAL
  15. 15. CHAIRPERSON 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; LEADERSHIP INTERNATIONAL
  16. 16. CHAIRPERSON 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. LEADERSHIP INTERNATIONAL
  17. 17. THE MANAGER 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. LEADERSHIP INTERNATIONAL
  18. 18. THE MANAGER 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 LEADERSHIP INTERNATIONAL
  19. 19. THE MANAGER 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. LEADERSHIP INTERNATIONAL
  20. 20. BOARD APPRAISALIt 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 LEADERSHIP INTERNATIONAL
  21. 21. APPRAISAL • 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? LEADERSHIP INTERNATIONAL
  22. 22. DISCUSSION GROUPS 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… LEADERSHIP INTERNATIONAL

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