AEA STRATEGIC REVIEW REPORT - May 2008 (Contents No. 9~End)

9.0   WAY FORWARD


9.1 Governance and Management Structure


(a) Some of the proposed changes on the governance and management structure would have significant implications on the constitution. It will therefore require a critical look at the constitution and make proposals on provisions to be amended.


(b) A critical evaluation of inactive Commissions should be carried out and decisions made on whether to burry, merge or restructure the Commissions. However the review is making pointers as follows:

 Need to strengthen Justice and Peace Commission in light of the ongoing democratization processes in the continent, the many post-conflict environments, and the endemic poverty. The Commission however needs have a platform where the NEFs can develop an agenda for it. There is need then to drive that agenda in close partnership with the NEFs.

  Refocus the Youth and Sports Commission to be able to drive the bigger youth agenda (the current focus has been on sports) and create close linkages with the many evangelical youth agencies operating in the continent. The Commission should work on forging close linkages with student evangelical movements.

 Commissions and Projects of the AEA (like ARDC) who in certain cases implement or facilitate country specific projects/ interventions should deliberately make effort to work with or through the NEFs or local churches available.

 TCEC to supporting the evangelical church in Africa in providing  theological response to contemporary issues in the continent


9.2 Recruitment of General Secretary


The implementation of this strategic review depends very much on how soon the post of General Secretary will be filled. Since the departure of the last General Secretary about three years have elapsed. The Board took advantage of this space to plan for the review process before the engagement of a General Secretary. The valuable time spent on this review provides the new General Secretary with a good platform from where to move AEA into the next phase of its life.


The profile of the General Secretary is already in place. What is needed is a process that will fast-track the recruitment of the person and ensures that this is done within six months of the completion of the strategic review.


Having considered the merits and demerits of constituting a search committee or retaining a professional firm to handle the process of recruitment of the General Secretary, the Governing Council mandated the Board to consider the most cost effective means for the recruitment. The GC however recommended the following timeframes for the process.

• The process to be undertaken between 1st July and 30th December 2008.

• Application to be received between 1st July and 30 September 2008.

• Examination of application between 1st October and 30th November 2008.

• Announcement of appointment in the first week of December 2008.

• Position to be filled early January 2009


 


 


9.3 Financial Sustainability of AEA


9.3.1 Appraising the Current Financial Situation


AEA operates a financial and accounting system that consolidates both program and administrative activities. The organisation has kept the practice of subjecting the financial statements to audit and this is normally done within nine months of the year end. This process is under the supervision of the Association Treasurer who is committed to ensuring that proper books of account are maintained


There are visible efforts by the management to search for and work on activities that are aimed at improving the revenue base of the organisation. Such efforts include the development of the Riara Road Property although this has been halted due to financial constraints.


Gaps in Review of Financial Practises

(a) The team’s review of the financial situation of AEA over the last six years indicate that the current revenue from Finance and Administration cannot sustain the present level of activities, particularly if some of the obligations such as clearance of outstanding rates and the cost of hiring and maintaining a General Secretary is factored in. The position is presented in Table 3 below.


(b) AEA has over the years, hoped that members should be able to finance it score administration costs from membership fees, but this has been far from being realised since the revenue from member giving is hardly 2% of the total revenue base. The income from subscriptions is very minimal and the only consistent source of revenue for Finance and Administration is rent from the three properties that AEA owns in Nairobi.


(c) Funding for core administration remains a major challenge as program funds are earmarked for specific programs with the result that the general secretariat activities remain starved for funds


(d) There has been inconsistency in the presentation of program accounts, thus making it difficult for comparisons to be made over the years.


Recommendations:


The Review Team recommends that:


(a) AEA has to make a substantial review of its way of working in light of the growing challenges of financing its programs. These include identifying those activities to which financially healthier fellowships could be made to make direct contributions to supporting


(b) Alternative ways of mobilising member giving be sought for. These include members direct contribution to specific activities that would be more appealing for them to support. These include members offering to share their expertise with members in the regions who lack such capacities. Such contribution will then be costed


(c) The Office of the General Secretary should ultimately be charged with specific fundable programs in order for it to justify its existence. This will ensure that other programs are not burdened with the running of the secretariat. In the short term, programs should be made to make a contribution to financing of direct administration.


(d) That the physical development of Riara Road Property be speeded up through short term borrowing




Table 3: Summary of AEA Financials 2001 to 2006

 

 2006

US $ 2005

US$ 2004

US$ 2003

US$ 2002

US$ 2001

US$ TOTAL

US$

Income      

Finance and Administration 122.2 104.4 74.3 106.7 106.9 110.7 625.2

ARDC  93.8 46.0 77.3 40.3 118.3 116.7 492.4

EPJ Commission 219.0 0 0 0 0 0 219.0

Communication 281.1 207.3 0 0 0 0 488.4

Zimbabwe Office   140.1 46.8 0 0 186.9

Cote d'Ivoire Office   319.3 182.7 0 0 502.0

Total Income 716.1 357.7 611.0 376.5 225.2 227.4 2,513.9

Expenses      

Administration and Establishment 108.6 82.4 79.6 72.7 84.4 77.1 504.8

ARDC Commission 84.2 65.0 60.5 55.6 133.1 70.5 468.9

EP& J Commission 141.0 0 122.3 44.1 0 0 307.4

Communication  Commission 250.6 260.0 316.6 188.2 0 0 1015.4

Total Expenses 584.4 407.4 579.0 360.6 217.5 147.6 2296.5

Net Surplus/Deficit 131.7 (49.7) 32.0 15.9 7.7 79.8 217.4


In the short-term (next one to two years) there is opportunity to turn around the financial situation of AEA if due regard is given property development. The current rent revenue base of Kshs. 3 million (US$ 48,400) per year can be more than tripled to Kshs 9.6 million (US$ 154,800) in the medium term with injection of investment funds in completing the partially developed flats.


9.3.2 AEA Properties in Nairobi


AEA owns three properties in Nairobi and their current open market value is given in Table 4 below.


Table 4: Current Open Market Values of AEA Properties in Nairobi


Title Location Value (Kshs) Value (US$ Equivalent)

LR 209/2500 Valley Road 58,000,000 935,500

LR 330/286 Riara Road 49,000,000 790,300

LR 11605/4 Ruaraka 15,000,000 241,900


Valley Road Property: This is the property where the Head Office of AEA is located. It is a prime property with a sizeable acreage (52,751 sq.ft). It has old initial developments with substantial timber extensions made over time but all constitute an underdevelopment.  The extensions made to the original house appear to have been attempts to create additional space for growing needs of AEA and also creation of a base for income generation. This seems to have been a very short-term measure that is now outstripped. The rented premises in the office complex are at fair market rents, except for the homestead which is however below fair market rates.


The Valley Road property has potential for development to increase the available office space to improve the returns. It is estimated that it would cost about Kshs. 285 million (US$ 4.6 million) and earn a rental of Kshs. 4 million (US$ 64,500) per month representing a yield of 16.8% return on investment (exclusive of loan interest repayments). Although detailed investigation into the costs returns and implications has not been done, development of an approved Twin Tower Complex is preferred and it is likely to generate a better returns. Some of the constraints to be considered include the large capital outlay required to develop the new structure, and the duration of the loan repayment. The other constraint could be the restriction on high rise building due to the proximity to the Department of Defense Headquarters. 


Riara Road Property: This property is part development with four (4) maisonettes, and a block of eight (8) apartments under construction, and a further eight (8) proposed apartments have not been started. The construction work on the apartments has stalled for close to six (6) years or more. The existing maisonettes are leased at monthly rents of between Kshs 26,000 (US$ 420) and Kshs. 33,000 (US$ 530) per month. The development of the apartments on Riara Road for rental or sale is a viable option. The current market rents for similar class of apartments is more than Kshs. 50,000 (US$ 800) per month for three bedrooms and Kshs, 40,000 (US$ 645) for two bedrooms. The necessary minimal improvements in the houses should be undertaken and rents enhanced to about Kshs. 40,000 (US$ 645) per month to reflect on fair return in line with market trends.


If considered for sale the existing maisonettes could attract a price of about Kshs. 10 million each (approximately US$ 161,290) while apartments when complete could sell for about Kshs. 8 million (approximately US$ 129,000) for the three (3) bedroom apartments and about Kshs 6 million (approximately US$ 96,800) for the two bedroom apartments.


The sale of the apartments would however be on the assumption that sub-division and title survey (inclusive of sectional property survey) is undertaken to make selling as separate units possible.


Ruaraka Property: This property is currently leased at a monthly rental of Kshs. 30,000 (US$ 480) for 5 years. The tenant is expected to build structures that will meet its requirements for a training college. The property has potential for development of flats/hostels to exploit the market generated by the nearby colleges and training institutions such as Pan African Christian University.

 

Options on the Properties: There are two options that could be considered on all the three properties, either outright sale on development. If the sale option is to be considered then it would be recommended that they are considered in the following order: first should be Ruaraka Property, second should be Riara Road Property and third should be Valley Road Property.


The Valley Road Property is a prime strategic asset for AEA. Given its location if flogged in the market is likely to excite a number of potential buyers. It could be sold easily for about Kshs. 60 million (approximately US$ 960,000).  However in our considered opinion its sale should only be a last resort.




Table 5 gives some options that could be considered in regard to the Valley Road Property:


Table 5: Possible Options with Valley Road Property


Option 1: Retention Option 2: Sale   Option 3: Development

 Continue with current situation of owner occupied offices, limited room for additional office space and limited rental incomes. 

 Decreasing real incomes due to inflation.

 High maintenance costs as the property gets older.

 The property will subsequently be attracting lower caliber tenants and lower rents due to development of modern office blocks in the area.

 Proportionately AEA will be paying higher property taxes due to underdevelopment of the property.  

 AEA will experience further strains as growing financial needs will be met by reduced available incomes.   Realise about Kshs 60 million (US$ 960,000) from the sale of the property.

 Using part proceeds, acquire about five acres in the suburbs of Nairobi for about Kshs 8 million (US$ 129,000) per acre.

 Develop some facilities for use as offices and balance of land put into alternative development such as houses and offices for rental. The rental could be about Kshs 640,000 (US$ 10,300) per month.

 Through this option AEA will respond to short-term financial needs but in the long-run may be limited in generating adequate cash flow to support its operations.   This will about Kshs 300 million (US$ 4.8m) to build a high rise office block.

 Carry a financial (secured) burden for about 10 years.

 AEA will need to relocate during the development period, even though it could be phased to allow use of existing facilities.

 The long-term financial capacity of AEA will be improved to finance its operations. When fully developed the rentals could be in the tune of Kshs 4 million (US$ 64,500) per month with provision for bi-yearly reviews.

 There are many options for local financing and interest rates in the market are currently negotiable.

 There will be need to acquire capacity to manage the project given its magnitude.

 Will respond towards long-term financial sustainability of AEA.


AEA should however give priority to completion of the development of Riara Road property within the next one year. Currently the money market in Kenya is fluid and it should not be difficult to get financing at an affordable cost. Once the development is completed, a decision can be made whether to retain all maisonettes and apartments or off-load some and use the proceeds to repay off the loan. Further delay of the project will be more detrimental as the building costs keep escalating.


9.3.2 Enhancing Human Resource Capacity


The repositioning of AEA to respond effectively to its agenda will require it to build a strong human resource capacity. The building of a strong human resource base will require AEA to respond to developments in the market in terms of reward and motivation, recognize the current market salary levels and benefits structure. The process should also give serious consideration to succession at the secretariat and in the commissions. There is also need to put in place a retirement benefits scheme in line with market practices by organizations that are similar to AEA.  

 

APPENDICES


Appendix 1: List of National Member Fellowships


 Country Name of Fellowship/Alliance

1 Angola Evangelical Alliance of Angola

2 Benin Féderation des Eglises et Missions Evangéliques du Benin

3 Botswana Evangelical Fellowship of Botswana

4 Burkina Faso Féderation des Eglises et Missions Evangéliques du Burkina Faso

5 Central African Republic Association des Eglises Evangéliques Centrafricaines

6 Chad Entente des Eglises et Missions Evangéliques au Tchad

7 Côte d'Ivoire Féderation Evangélique de la Côte d'Ivoire

8 Egypt The Fellowship of Evangelicals in Egypt

9 Eritrea Association of Evangelicals in Eritrea

10 Ethiopia Evangelical Churches Fellowship of Ethiopia

11 Gambia Evangelical Fellowship of the Gambia Evangelical Fellowship of the Gambia

12 Ghana National Association of Evangelicals of Ghana

13 Guinea Association des Eglises et Missions Evangéliques de Guinée

14 Guinea-Bissau Igreja Evangélica da Guinea-Bissau

15 Kenya Evangelical Fellowship of Kenya

16 Liberia Association of Evangelicals of Liberia

17 Malawi Evangelical Fellowship of Malawi

18 Mali Association des Groupements des Eglises et Missions Protestantes Evangéliques au Mali

19 Mauritus Fellowship of Christian Churches in Mauritius

20 Mozambique Associação Evangélica de Moçambique

21 Namibia Namibia Evangelical Fellowship

22 Niger Alliance des Missions et Eglises

23 Nigeria Nigeria Evangelical Fellowship

24 Rwanda Alliance Evangélique du Rwanda

25 Senegal Fraternité Evangélique du Senégal

26 Sierra Leone Evangelical Fellowship of Sierra Leone

27 South Africa The Evangelical Alliance of South Africa

28 Sudan Sudan Evangelical Alliance (serving Southern Sudan)

29 Swaziland Swaziland Conference of Churches

30 Tanzania Tanzania Evangelical Fellowship

31 Uganda Evangelical Fellowship of Uganda

32 Zambia Evangelical Fellowship of Zambia

33 Zimbabwe Evangelical Fellowship of Zimbabwe


 

Appendix 2: List of Special Members.


 Country Church Member

1 Burundi Eglise Evangelique des Amis du Burundi (EEAB)

2 Cameroun Union des Eglises Baptises au Cameroun (UEBC)

3 Cameroun Union des Eglises Evangeliques au Nord Cameroun (UEENC)

4 Central Africa Republic Communaute Evangelique du Centre de l’Afrique (CECA)

5 DRC Communaute Evangelique du Christ au Coeur de l’Afrique (CECCA)

6 DRC Communaute des Eglises Baptises du Zaire Est (CEBZE)

7 DRC Communaute Evangelique du Bas Zaire (CEBZ)

8 DRC Communaute Evangelique Libre Methodist au Zaire (CLMZ)

9 Madagascar Communaute Evangelique Independence de Madagascar (CEIMZ)

10 Togo Convention Baptiste du Togo (CBT)

11 Rwanda Communaute des Eglises de Grace au Congo (CEGC)

 

Appendix 3: List of Associate Members


 Country  Agency

1 Ghana Africa Christian Press

2 Swaziland Africa Cooperative Action Trust (ACAT)

3 United Kingdom Africa Inland Mission

4 Kenya Africa Leadership & Reconciliation Ministries (ALARM)

5 Kenya Africa Ministry Resources

6 United Kingdom Arab World Ministries

7 Zimbabwe Campus Crusade for Christ

8 Cote d’Ivore Centre de Publications Evangeliques

9 Netherlands Christian Media Project (3XM)

10 Kenya Christian Reformed World Relief Committee (CRWRC)

11 Kenya Christian Partners Development Agency

12 Kenya Compassion International Africa

13 Netherlands Dorkas Aid International

14 Kenya Emerging Young Leaders

15 South Africa Every Home for Christ

16 Kenya Far East Broadcasting Association

17 Kenya International Bible Society

18 South Africa Hope Ministries International

19 Kenya Gospel Recordings International

20 Netherlands/South Africa Leprosy Mission International

21 Kenya Literacy & Evangelism Fellowship

22 Kenya MAP International

23 Kenya Mission to the World

24 Kenya Navigators Africa Region

25 Netherlands/Kenya Open Doors International

26 Kenya Pentecostal Assemblies of Canada

27 Kenya Scripture Mission

28 Kenya Society for International Ministries (SIM)

29 South Africa Transworld Radio

30 Kenya World Concern

31 USA/Kenya World Relief

32 Kenya World Vision International

33 Kenya Wycliffe Bible Translators International - Africa

34 Kenya Youth for Christ International


 

Appendix 4: List of People Interviewed


 Name Designation

1 Mr. Stephen Mugabi Executive Secretary – ARDC

2 Mr. Solomon Gacheche Executive Secretary – Youth and Sports Commission

3 Dr. Torknuboh Adeyemo  Former General Secretary of AEA

4 Rev. Etienne Bazie Féderation des Eglises et Missions Evangéliques du Burkina Faso

5 Rev. Dr. Mrs Judy Mbugua Team Leader AEA

6 Bishop Paul Mususu General Secretary - Evangelical Fellowship of Zambia

7 Rev. Patson Netha Executive Secretary – Ethics, Peace and Justice Commission.

8 Rev. Bako Ngarndeye  Entente des Eglises et Missions Evangéliques au Tchad

9 Ato Mulato Balachew President of Ethiopian Evangelical Fellowship and AEA Board Member

10 The Rt. Rev. Daniel Gimadu Bishop of North Mbale Diocese – Church of Uganda and former staff of Evangelical Fellowship of Uganda

11 Rev. Rene Daidanso  Executive Secretary – Theological and Christian Education Commission

12 Rev. Ndaba Mazabane  President of AEA and Chairman of World Evangelical Alliance

13 Dr. Geoff Tunnicliffe International Director – World Evangelical Alliance


 

Appendix 5: List of Documents Reviewed


1. The Constitution of AEA

2. Report of the 9th AEA General Assembly and 40th Anniversary Celebrations, 20th to 24th November 2006, Entebbe, Uganda.

3. Handing Over Notes by the General Secretary - Rev. Daniel Bitrus, April 2005.

4. Reports from the General Secretariat to AEA Executive Board Meeting, 25th to 27th November 2004, Nairobi, Kenya.

5. AEA’s General Secretary’s Report 2004.

6. AEA’s Sustainability Project Proposal 2004.

7. Comprehensive Report of Administrative Staff Council Meeting 9th to 13th June 2003, Nairobi, Kenya.

8. AEA Annual Narrative Report for the Year 2003.

9. Correspondence and reports of commissions of AEA.


 

 

Appendix 6: List of Participants in the Governing Council Meeting


No. NAME COUNTRY  TITLE

1 Rev. Jose Abias Angola NEF General Secretary

2 Dr. Alexandre Saul Angola Board Member

3 Dr. D. Byamungu DRC Leprosy Mission

4 Mr. Ato Mulatu Belachew Ethiopia NEF President

5 Mr. Aynalem Haimanot Ethiopia NEF Associate GS

6 Rev. Gilbert Okoronkwo Ivory Coast/Nigeria Communications/PEMA

7 Rev. Dr. Judy Mbugua Kenya AEA Team Leader/PACWA

8 Mr. Solomon Gacece Kenya Deputy AEA Team Leader/YSC

9 Bishop Dr. A. Kitonga Kenya AEA Board Vice Chairman

10 Robert Mugo wa Karanja Kenya Treasurer

11 Jane W. Ndanyi Kenya Map International

12 Faith Lukakha Kenya Map International

13 Mrs. Judy Kalinga Kenya AEA Legal Advisor

14 Dr. Douglas Carew Kenya/Sierra Leone NEGST

15 Dr. William Ogara Kenya Facilitator - Corat Africa

16 Mr. Ochieng Oloo Kenya Facilitator - Corat Africa

17 James Lee Korea/Kenya IT Commission

18 Rev. D. Coulibaly Mali NEF Chairman

19 Rev. Thadee Diara Mali NEF Mali

20 Rev. Mario Li Hing Mauritius AEA Board Chairman

21 Rev. E.Karangwa Rwanda NEF President

22 Rev.Ndaba Mazabane South Africa AEA President

23 Rev. Esme Bowers South Africa AEA Board Member

24 Rev. Moss Ntlha South Africa NEF General Secretary

25 Rev. Rene Daidanso Tchad TCEC

26 Rev. Celestin Bako Tchad AEA Board Member

27 Mr. Stephen Mugabi Uganda ARDC

28 Rev. J. Mutebi Uganda NEF Members

29 Rev. Paul Strand USA AEA Friend

30 Mr. Mark Orr USA/Canada AEA Friend

31 Rev. Marvin Smith USA/Kenya AIM

32 Bishop P. Mususu Zambia NEF Member

33 Pst. Patson Netha Zimbabwe EPJC

34 Aiah Foday-Khabenje Sierra Leone NEF General Secretary

35 Sirajin Rollings-Kamara Sierra Leone Deputy President

36 Mr. Epharaim Gensi Rwanda Compassion International


 

Appendix 7: Governing Council Meeting Resolutions


RESOLUTIONS

AEA GOVERNING COUNCIL MEETING

TEGEN GUEST ACCOMODATION HOTEL

ADDIS ABABA, ETHIOPIA, 4TH TO 8TH JUNE 2008


1 PREAMBLE


About 34 delegates, other participants and friends from 14 countries in Africa and other continents, meeting at this Association of Evangelicals (AEA) Governing Council (hereafter called the GC) held at Tegen Guest Accommodation Hotel in Addis Ababa, Ethiopia from 4th to 7th June 2008, agree on the essence and direction of the AEA Strategic Review Report presented by CORAT Africa and discussed by members of the GC as providing a well thought out implementation plan to guide AEA’s work for the years ahead.


2 THE HISTORY AND CONTEXT OF AEA


(a) This GC expresses its appreciation to all who have contributed to the rich history of the organisation over the last 40 years and moves that the history not only needs to be documented and shared widely, but used as a basis for consolidating the strengths of the movement.


(b) This GC recognises the growing resource base that has been created over the years and directs the AEA Secretariat to initiate a process of mapping out where these resources are and how they should be harnessed to support the mission of AEA as it moves into the future.


3 THE VISION AND MISSION STATEMENTS OF AEA


(a) This GC endorses the Vision of AEA as: “Evangelicals in Africa united and engaged in effective ministry.”


(b) It also endorses the Mission of AEA as: “To mobilize and empower the church for holistic transformation of communities and societies in Africa”.


(c) This GC endorses the following 5 core values which will underpin the work and mission of AEA namely:

• Partnership in the gospel;

• Prayer that makes a difference;

• Proclamation of the Word that changes people’s lives;

• Purity of lifestyle and

• Excellence in service.


4 THE CONTEXT OF AEA


This GC notes that the context within which AEA operates has changed significantly and seeks to use this understanding of the context to formulate its future work. The GC further directs that reflection on the context becomes a permanent feature of all NEFs’ national meetings.


5 NEFs


This GC notes that most of the NEFs need strengthening in terms of governance, operational structures, leadership and resources. This would enable them to effectively engage in social action and to tap into strategic opportunities that emerge in the respective countries and regions. In this regard, the GC will give due priority in ensuring the capacity strengthening of NEFs and see the following areas as key in strengthening the work of NEFs:

 Working in solidarity with NEFs on critical in–country advocacy issues.

 Promoting information dissemination at the NEF level. These include board induction sessions and other opportunities that emerge.

 Setting up a prayer day which coincides with Africa day (May 25). Local churches to pray for AEA and give offering to AEA.

 Conducting research and documentation on topical advocacy issues in collaboration with Theological Institutions.

 Ensuring the representation AEA at the AGMs of NEFs.

 Sharing reports and updates between AEA and NEFs.

 Ensuring that Associate members present AEA in their discussions whenever they visit the NEFs.

 Working with WEA (World Evangelical Alliance) to vet questionable agencies from outside the continent at the request of NEFs.

 Promoting collaboration with agencies in areas of their expertise.

 Collaborating with the WEA leadership institute that seeks to encourage best practice among NEFS.


6 KEY STRATEGIC AREAS OF FOCUS


This GC recognises that the focus of AEA should be on issues that need to be done collectively and cannot be handled by the NEFs at their local level. AEA should provide a linkage between the NEFs and the external world and build their capacity and ability to address the issues in a pro-active manner


This GC endorses four key areas that should form AEA’s focus over the next five years. These are:

• Revamping the Leadership and Institutional Capacity of AEA for its Mission,

• Relationship Management and Membership Capacity Building,

• Support to Evangelical Churches on Mission and Evangelism, and

• Defining AEA’s Political, Economic and Social Agenda for Africa.


These strategies will be delivered through three functions namely:

• Communication and Coordination.

• Research and Development.

• Advocacy


The GC further recognizes critical issues to be covered under the functions which include Poverty, HIV/AIDS and Environmental sustainability.


The GC mandates the Board to undertake a review of the current Commissions and Projects to determine the way forward for each of them and their relation to the functions.


The GC mandates the Board to work out a strategic implementation plan for the establishment of the functions with a timeline in mind.


7 GOVERNANCE STRUCTURE


Guided by the commitment to reduce costs, this GC approves a structure that will seek to enhance the involvement of NEFs in the governance of AEA and hence strengthen their ownership of the organization. In this regard:

(a) Encourage the practice of operating at regional level. 

(b) Revise the membership fee and apply part of it towards the support of the regions as a way of strengthening the existing regions.

(c) Enhance the effectiveness of the governance organs by reducing the tiers that currently exist. In this regard the Governing Council will be replaced with an expanded and more strengthened Executive Board that brings in regional representatives through the Regional Presidents.

(d) Reallocate the roles previously performed by the Governing Council to the Executive Board.

 

8 RECRUITMENT OF GENERAL SECRETARY


This GC directs the Board to steer the process of recruitment and placement of the General Secretary based on the profile that has been developed. This process has to be completed by December 2008. The GC further mandates the Board to consider the most cost effective means for the recruitment.


9 SUSTAINABILITY OF AEA


This GC notes the need for mobilization of adequate financial resources and building of strong human resource capacity to support the operations of AEA. Alternative ways of mobilising resources should be adopted. Initiatives will be put in place to encourage members’ direct contribution to specific activities.


AEA will be committed to establishing a lean structure with staff who are well motivated and perform effectively. Deliberate succession planning will be ensured.


The GC further observes that AEA has substantial physical assets in Nairobi with great potential for future development. The GC directs the Executive Committee to put in place mechanisms for fast tracking the completion of the development of the Riara Road property and consider options for development of the other Properties.


10 CRITERIA FOR MEASURING EFFECTIVENESS


This GC recognizes the need for development of mechanisms for measuring the effectiveness of the leadership, commissions, projects and NEFs. It further recognizes the need for effective mechanisms for the renewal of AEA and NEFs. In this regard the GC emphasizes the constitutional provision for the periodic review and re-chartering of members, commissions and projects. The GC further mandates the Board to develop guidelines for measuring the effectiveness all AEA organs.

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