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.

1. LEADERSHIP INTERNATIONAL
BOARD OF GOVERNORS
TRAINING FOR YOUTH
POLYTECHNICS IN KENYA
CHARLES K MALOBA -LEADERSHIP INTERNATIONAL

2. Board Functions/ Meetings
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
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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
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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
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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.’
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6. BOARD MEETINGS AND RELEVANT
INFORMATION
 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.’
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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
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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
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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?
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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?
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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?
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12. NATURE OF INFORMATION
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
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13. ROLE OF CHAIRPERSON
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.
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14. SPECIFIC FUNCTIONS OF CHAIR
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
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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;
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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.
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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.
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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
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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.
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20. BOARD APPRAISAL
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
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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?
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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…
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