As part of our function as National Councillors clause 25.1 of the constitution requires us to monitor the board. For all concerned this should be done efficiently and with everyone knowing what is expected to happen and when. The process should develop to a point that both parties have acceptance and respect for the work each do. The national council has to show quite distinctly, what the process is, how it has been achieved and what the results are. Shareholders have to have this sort of information, to be confident that the organisation is abiding by the constitution. Clause 25.1[b] reviewing the Board's business plans; require a clear efficient process involving both the board and the council. The most important part of this is review. We have had workshops on this subject with suggestions of K. P.I s, scorecards, OCFAID and the like but nothing concrete has been done. Livestock Improvement must, in my view, lead the way in development of the process of Monitoring the Board. I would like the opportunity to look at alternative methods to achieving "Monitoring the Board". [Show full abstract]

The New Zealand Kellogg Rural Leaders Programme develops emerging agribusiness leaders to help shape the future of New Zealand agribusiness and rural affairs. Lincoln University has been involved with this leaders programme since 1979 when it was launched with a grant from the Kellogg Foundation, USA.