To develop, regulate and promote an internationally recognized accountancy profession that upholds public interest through capacity building, advocacy, innovation and sustainable practices.
INSTITUTE OF CERTIFIED PUBLIC ACCOUNTANTS OF KENYA
(Established under Accountants Act, Laws of Kenya)
THE 8th BOARD MASTERCLASS
Theme: Effective Boards for Enhanced Organizational Value
Date: 1ST – 5TH SEPTEMBER 2025
Venue: Sarova Whitesands Beach Resort & Spa, Mombasa
OVERVIEW
Board members are deemed to be the original bearers of an organization’s mission and vision. The mission and vision are consequently communicated and implemented to the rest of the organization through delegated authority by the management team. This therefore calls for a thorough understanding of an organizations business, its mandate and activities by board members. Why does the organization exist? is a constant question that needs to guide board members in decisions that they make affecting organizations that they govern.
The advent of technology, market disruptions, globalization and the dynamic regulatory landscape are just but a few items keeping board members awake. Shareholders are constantly demanding value maximization out of their investment while on the other hand, the financial outlook is grim for many businesses owing to the increased cost of doing business, regulatory changes, emerging risks among other factors. These dynamics present unprecedented challenges to any contemporary board of directors notwithstanding how experienced they may be, which calls for the highest degree of corporate governance and effective execution of their roles.
Accountability, being one of the primary duties of the board of directors, stretches beyond mere sound financial reports and sustainability. It is the whole of all directors’ intentions and conduct. Board members serve as trustees for the assets of the organization and must undertake due diligence to ensure that the organization is well-managed and that its financial status is sound. The board of directors sets and keeps performance standards, builds the foundation, develops and manages the organization’s strategic plan, steers the ship through turbulent waters and is the window through which the public view the organization.
Leading a board of directors calls for immense wisdom, a delicate balance, especially with a mix of experienced board members and first-time board members. Even while trying to achieve the delicate balance, a firm hand of the board chair must be felt for board agendas to be transacted effectively. First-time board members are perceived as a risk, owing to their inflexible nature to transit from a management to governance mindset. Often, they will clash with experienced board directors who are accomplished professionals and leaders in their own spaces. This is where the wisdom and hand of the board chair are required. Doing the job right as a board chair brings shared accolades between the board and management; while getting it wrong puts the blame on the shoulders of the chair. An affective board chair is expected to perform a wide range of duties including running board meetings, resolving interpersonal board issues and managing board dynamics, ensuring an organization complies with statutory requirements, and having a bird’s eye view on board matters among other roles.
Additionally, an effective board of directors is supposed to keep itself relevant by ensuring that they deliver on the organization’s mandate, board members kept abreast with current industry developments, develop board room capital and take stock of their achievements through objective board evaluation. This brings in the aspect of board readiness, where directors need to do an introspection to determine if they are fit and ready for the assignment of governing an organization. Directors need to put in effort to better themselves while serving the organization for enhanced value and ensure collegiality – for collective responsibility and reading from the same script. Cognizant of the above, ICPAK has organized the 8th Board Masterclass to discuss salient issues affecting boards while charting a way forward.
The 5-Day Master Class is geared to provide a platform for discussions on what works and what does not as lined up in each of the 5 modules as indicated below. This Master Class is intended to equip new and current board members with the prerequisite knowledge on the roles of the board, strategy formulation, alignment and review, risk management and the role of the board amongst other areas. The Master Class will also offer an avenue for networking with other board members drawn from both public and private sectors.
LEARNING OBJECTIVES:
This program is divided into the following five modules covering the various aspects of Board Competence:
| DAY | MODULE | TOPICS | KEY AREAS TO BE COVERED |
| DAY 1 | A.  Effective Board Leadership | 1.   Board Leadership
2.   Board Leadership Styles 3.   Board and management relationship 4.   Case studies
|
1.      Role and attributes of an effective board chair
2.      Effective board leadership styles 3.      Wisdom of the chair in Board Leadership 4.      Role of the CEO/Board Secretary in supporting the Chair 5.      Relationship between the board and management 6.      Contribution of board members in effective board leadership 7.      Common pitfalls to avoid in board leadership 8.      Case studies of successful board leadership |
| DAY 2 | B.  Board Dynamics & Financial Stewardship  | 1.   Board Dynamics
2.   The Role of the Board in Financial Oversight 3.   Key Financial Red Flags 4.   Review of Financial Information and Statements by the Board 5.   Practical session
|
1.   Understanding personality types within Boards
2.   Psychological Safety and Constructive Dissent 3.   Developing skills to navigate through Board dynamics and Board Politics. 4.   Getting the best out of each board member 5.   Key highlights in the financial oversight role 6.   Key areas of focus in financial reports. 7.   Practical session on review of financial statements |
| DAY 3 | C.  Board Culture, Performance & Accountability | 1.   Enhancing a positive board culture
2.   Board culture health check 3.   Board performance 4.   Board evaluation
|
1.   Key ingredients of a positive board culture
2.   Achieving board collegiality 3.   Role of directors in shaping the board culture 4.   Conducting a board culture health check and remedial actions 5.   Developing board performance metrics 6.   Building of self and board room capital 7.   Creating a positive environment for board performance 8.   Conducting an effective board evaluation 9.   The dos and don’ts in board evaluation |
| DAY 4 | D.  Automation & Sustainability Agenda | 1.   The Digital Transformation Agenda
2.   Board & organizational efficiency through automation 3.   Sustainability agenda for the board
|
1.   Board and organizational efficiency through automation
2.   Role of the board in setting the agenda and pace of digital transformation 3.   Benefits of digital transformation 4.   Key areas of focus in digital transformation 5.   Digital transformation risks and remedial measures 6.   Addressing looming digital gaps and skills 7.   The board and sustainability agenda 8.   Survival for the greenest 9.   Role of the board in championing sustainability practices 10. The sustainability journey, roadmap and expectations from a financial reporting perspective |
| DAY 5 | E.  Future – Proofing your Board and moving forward | 1.   The Future Ready Board
|
1.   What the future demands of boards
2.   Transforming boards to meet future demands
|
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To develop, regulate and promote an internationally recognized accountancy profession that upholds public interest through capacity building, advocacy, innovation and sustainable practices.
