Step 2 – Develop the work plan

Nine Steps to Effective Governance

Developing an annual agenda

The purpose of the annual agenda is to ensure the board takes control of its own business and plans to address those matters that are essential for effective governance rather than leaving them to chance or in the hands of the chief executive.

Boards in both the commercial and non-profit sectors develop annual or 12-month agendas as the basis for an annual governance work plan. To develop such an agenda a board might brainstorm all of its significant events and duties to be attended to in the coming the year, allocating a date for each to be addressed.

Typical items include:

preparation for the AGM
the chief executive’s performance appraisal cycle and key dates
board performance review
financial reporting
an annual review of organisational strategy
an annual retreat
dates for retirement/selection of new members
designated dialogue sessions on particular strategic issues/key challenges
consultation with key stakeholders
meeting with the external auditor
review of health and safety obligations
review of organisational culture
committee reporting dates
signing off the annual report
a schedule for policy review
dates for meetings and other significant events specific to the organisation.

The annual agenda also ensures the board controls its own business and is committed to addressing matters that are essential for effective governance.

Scheduling ahead of time doesn’t prevent including matters on a month-by-month, as-required basis.

Analysing and evaluating progress

During the year the board should schedule an in-depth discussion on each of the Ends policies, examining each and subjecting it to a variety of strategic thinking and analysis processes. Ends policies will include outcomes and a statement of the external benefit to be created. This process will serve as an in-depth analysis of the chief executive’s achievements and will strengthen board members’ knowledge about the Ends policies of the organisation. Mission-critical risks and major challenges related to achievement of the desired ends can be added to a work plan for consideration.

The following is a sample work plan. It is not intended to be complete – each organisation can construct their own with reference to the list of options above.

Annual board work plan

MONTH	PLAN
January
February	3/2 Audit & Risk Committee 10/2 Board meeting Health and safety/organisational culture review Key strategic issue #1
March	30/3 Board meeting Quarterly policy review Annual governance review (chair this year) Governance development plan update
April	20/4 Annual strategic review (full day)
May	8/5 CE Performance Review Committee 10/5 Audit & Risk Committee 20/5 Board meeting Annual budget
June	30/6 Board meeting Six-monthly CE review Quarterly policy review Health and safety/organisational culture review Key strategic issue #2
July	12 & 13/7 National championships
August	3/8 Audit & Risk Committee 10/8 Board meeting Year-end strategic and financial report Quarterly policy review
September	20/9 Board meeting 20/9 AGM Health and safety/organisational culture review
October	10/10 Board member induction day 30/10 Board meeting Annual stakeholder plan review
November	20/11 CE Performance Review Committee 25/11 Audit & Risk Committee Key strategic issue #3
December	5/12 Board meeting Six-monthly CE review Quarterly policy review Health and safety/organisational culture review