LAKE VICTORIA RIGHTS PROGRAMME (LVRP) RETREAT 16th - 18th Sept. 2013

LAKE VICTORIA RIGHTS PROGRAMME (LVRP) RETREAT 15th - 20th Sept. 20131Self Introduction:Name Rev Elias Otieno Agola

Status Married to Susan Blessed with 3 Children Perez Mercy - Pri, Jara Boaz Sec, Jacob - University

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In all Regions of Kenya; In the Church as Pastor and Now in Government College as Chaplain.Domestically, Regionally and Internationally as an Election Observer and Civic EducatorWorking Life /Service: Religious affiliation:Christian, PCEA: Saved by Grace of God

Education: Cert. Pastoral Studies; Dip. Theo; BB Paralegal Studies; BDivinity; MSci. in Governance(on going).

PASSION: Music, Preaching, Teaching and Community Empowerment.

Definitions and applicationsInstitutional experiencesLeadership, Accountability and MentorshipGender and age dynamics in LeadershipLeadership idigital divide and opportunitiesLeadership and Policy advocacyPartnership and NetworkingOutlineOutlineGovernance IntroducedGovernance in the BibleGovernance DefinedGovernance Applied: Institutional Experiences Leadership, Administration and ManagementDelegation, Accountability, Mentorship and PartnershipIdentify, Design, Execute and AssessChurch Governments Episcopal, Congregational and PresbyterianGovernance & Gender, Age and Policy AdvocacyGovernance Summarized

1: Governance IntroducedEvery issue starts, rotates around and ends in GovernanceGovernments, Religious Organizations and or any Public Benefit Organizations succeeds or fails because of Governance.2: Governance in the Bible

Exodus 18:1-27. 17The Counsel3: Governance Defined: Our definitions will cover the similarities and differences in terminologies composing Governancein relation to their application in the Secular, Church or and in the general Public Benefit OrganizationsGovernance Defined{gubernare -- to steer, direct and guide}2121GOVERNANCE DEFINITIONS:ALAN FOWLERANDREW HINDBOARDSOURCE, WASHINGTON D.C.JOHN CARVER MODELGOVERNANCE is to do with: People In-charge Exercise Of Authority; Awareness of Roles and Institutional Guiding Principles Remaining Accountable Strong Membership.GOVERNANCE: is how people in-charge exercise authority; fully aware of their roles and the institutions guiding principles yet remaining accountable to a strong membership. Rev Agola E.O.4: GOVERNANCE APPLIED: Institutional Experiences

a) Governance is: Leadership, Administration and ManagementCOMPONENTS OF GOVERNANCELEADERSHIP DEFINEDLEADERSHIP has several definitions by different authors in different ages. Is influencing to unlock PotentialLeaders are Vision CarriersDOCUMENTARY TOOL FOR USE:VISION PAPER, MANIFESTO, ACCEPTANCE SPEECH or BLUE PRINT

LEADERS LEARN STRATEGIES FOR DEALING WITH DIFFICULT PEOPLEBE PROACTIVEEffective Leaders take responsibility themselves, they dont place blamesBEGIN WITH THE END IN MINDWhat do you want things to look like in the future? PUT FIRST THINGS FIRSTPrioritize THINK WIN/WINBoth parties have to feel they will get something out of it.SEEK FIRST TO UNDERSTANDKnow the motives of the other party, then wonder if he will understand youSYNERGIZECreate solutions beyond compromiseSHARPEN THE SAWMake sure everything is maintained and you are preparedAdministration Defined:Administration can be defined as an art of facilitating the organizational operation policies in accordance with the top leadership organs vision. It is providing the tools necessary for the implementation and supervision of all operations.

Administrators are Mission DevelopersAdministrators : Are concerned with the Way ForwardDevelop organizational StructuresHelp to arrive at StrategiesDOCUMENTARY TOOL FOR USE :Strategic Plan; developed from the Leaders Vision Paper.Clearly Spelling Out The Objectives And StrategiesManagement Defined:Managers areImplementors Implementors: Use Acquired SkillsDeveloped MethodologiesPractical ExpertiseDOCUMENTARY TOOL FOR USE :WORK PLAN; developed from the Administrators Strategic Plan.Clearly Spelling Out the concerned implementing resources and task within clear timelines.Good Governance Principles49PROMOTE THE SPIRIT OF SELFLESS GIVING ACT WITH DUE DILIGENCE PROVIDE STRONG LEADERSHIPGIVE WISE COUNSELMANAGE (AVOID) CONFLICTS OF INTEREST RESPECT PROFESSIONAL RELATIONSHIPSOBSERVE CONFIDENTIALITY DISCOURAGE CLIQUES

CABINET RESPONSIBILITYROTATE MEMBERSHIPDEMONSTRATE TEAMWORKSUPPORT MANAGEMENT ENGAGE 365/6 DAYS A YEAR REGULAR SELF-ASSESSMENT INVEST IN CONTINUAL DEVELOPMENTMEETINGS WELL MANAGED, EFFECTIVE AND EFFICIENT

49b) Governance is: Delegation, Accountability Mentorship and Partnership

52DAMP PRINCIPLE APPRECIATES DIVERSITYMENTORSHIPRaising someoneImparting qualities, valuesModeling standardsAllowing to growDELEGATIONAvailing opportunityAccepting to share withNOT ABDICATION

PARTNERSHIPMaking a joint ventureHaving an affiliationDeveloping an association and attachmentACCOUNTABILITYTaking responsibility Evaluating the work done Accepting the blame if there isMonitoring progress Sensitivity - Taking the Audit, Review and Responsiveness

58DAMP PRINCIPLEDELEGATIONACCOUNTABILITYMENTORSHIPPARTNERSHIP59DAMPAN AFRICAN HUT60ACCOUNTABILITYDELEGATIONMENTORSHIPPARTNERSHIPDELEGATIONAN AFRICAN STOOL61DELEGATIONMENTORSHIPPARTNERSHIPACCOUNTABILITY

61IDENTIFYPROBLEM What needs to be done or acted. Is the Dream, Vision or DesireGOVERNORSMUST... Have a big DREAM condensed in a Vision or Purpose Statement

DESIGNPROGRAMMEThe mission or means to realize the identified problem. It is the structure or strategy to be followed.GOVERNORSMUST... Develop a mission statement and the Organizational Strategy or Policy Paper.EXECUTEPROJECTS These are the action points drawn from the designed programmes. The project is the actual effort in realizing the identified desired goal. GOVERNORSMUST... Be willing and ready to use all the method developed and skills acquired to translate and actualize the Vision and Policies into reality.ASSESSPRODUCT This is the progressive and/or final analysis of the outcome. It is done periodically (Monitoring) or at the end (Evaluation). GOVERNORSMust... Be able to look back and trace the realized success or evident failure during their tenure of service

IDEAIDENTIFY - PROBLEMDESIGN - PROGRAMMEEXECUTE - PROJECTSASSESS - PRODUCT

72d) Church Governments Episcopal, Congregational and Presbyterian GOVERNANCE RESPECTS SYSTEMS AND INSTITUTIONS THREE GOVERNANCE SYSTEMS PRACTICED BY THE CHURCH1: EPISCOPALISMHierarchical in nature Top Down GovernanceExample the Roman Catholics and Anglican Churches

772: CONGREGATIONALISMDirect DemocracyMajority RuleCongregations are autonomousMay have councilsExample the Baptist Churches

783: PRESBYTERIANISMIndirect DemocracyRepresentational RuleEldership RulePower in committees and Courts79Decisions guided by:-BibleConstitution- Practice and ProcedureSupreme Court ResolutionsCourts and committees MinutesTraditions Example the Presbyterian and Reformed Churches

Decisions guided by:-BibleConstitution- Practice and ProcedureSupreme Court ResolutionsCourts and committees MinutesTraditions Example the Presbyterian and Reformed ChurchesComposition and AttributesMembers Profiles to reflect relevant Competencies: Programme and core business related: technical, research, capacity building, advocacy, networking, human rights; strategic financial management; philanthropy, fundraising, marketing, and media; human resource development; property development; strategic ITC; governance and leadership.Members Profiles to reflect key Constituencies: Gender; disability; government; not for profit and private sectors; networks; age diversity; regional diversity within Africa; religious diversity; key professions legal, accountancy, academia, PBO management. Individual members to possess critical Characteristics:Commitment to Organisational Vision, Mission and Values; Professional Integrity and Honesty; Strategic Leadership; Strategic Thinking; Willing and Able to Serve; A Team player who is committed to adding value to LRF .83Critical CharacteristicsAll Board Members and Management must be people with integritywith commitment to the organization and its missionwith useful contacts and networkswho can open doors with public profile who share organisational valueswho are team players, good listeners, wise and analyticalwho are leaders in their own walks of lifewho fit our desired board profilewho are well briefed and who agree to perform their roles and meet their responsibilities84Once you have defined your ideal Board profile, the next step is to identify potential Board members, agree on them and convince them to join you. Being on your Board is both an honour and a burden for each member, particularly those who are very busy with many other interests and commitments. It is therefore particularly important to fully brief potential Board members about your NGO and your expectations from them, and to provide an intensive induction after their appointment. Select people in good standing in the community, with a track record of leadership and concern for the community.

Identify people likely to be committed to your mission and convince them of the importance of the cause and their ability to make a valuable contribution toward it.

The people you wish to choose are likely to be very busy, however you must get an assurance from them that they will make the time to contribute as a Board member and fulfil their obligations.

In some countries Board members are expected to make personal financial contributions to the NGO beyond their contribution as a Board member. In all countries Board members should contribute either directly or indirectly to resource mobilization, by promoting the organisation, making linkages to donors or by making their own donations.Building Effective GovernanceINVEST IN:TeamworkGood Internal Communication Provide exposure to all aspects of the work of Make use of and Engage Board Members attached to Board Committees Effective planning, preparation and management of Board MeetingsAnnual self-assessment of Board and Individual Member Board performanceRegular investment in Board Development 85Once you have defined your ideal Board profile, the next step is to identify potential Board members, agree on them and convince them to join you. Being on your Board is both an honour and a burden for each member, particularly those who are very busy with many other interests and commitments. It is therefore particularly important to fully brief potential Board members about your NGO and your expectations from them, and to provide an intensive induction after their appointment. Select people in good standing in the community, with a track record of leadership and concern for the community.

Identify people likely to be committed to your mission and convince them of the importance of the cause and their ability to make a valuable contribution toward it.

The people you wish to choose are likely to be very busy, however you must get an assurance from them that they will make the time to contribute as a Board member and fulfil their obligations.

In some countries Board members are expected to make personal financial contributions to the NGO beyond their contribution as a Board member. In all countries Board members should contribute either directly or indirectly to resource mobilization, by promoting the organisation, making linkages to donors or by making their own donations.6: Governance Summarized

Tel: +254 725 708 780+254 732 708 780E-Mail: agolaelias@yahoo.com revagolaeo@gmail.comSkype: otieno.agola90

Motto: ...breaking the silence

Rev Elias Otieno AgolaTHANK YOU FOR YOUR ATTENTION