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Succession Planning. STRENGTHENING COMMUNITIES INITIATIVE NORTHLAND FOUNDATION DECEMBER 9, 2010. Introduction. Expectations Succession Planning Three types Succession Plan Role of Board Role of Departing CEO Tips . Succession Planning. CEO/Executive Director Senior Management

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Succession Planning


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    1. Succession Planning STRENGTHENING COMMUNITIES INITIATIVE NORTHLAND FOUNDATION DECEMBER 9, 2010

    2. Introduction • Expectations • Succession Planning • Three types • Succession Plan • Role of Board • Role of Departing CEO • Tips The Keeley Group

    3. Succession Planning • CEO/Executive Director • Senior Management • Staff- Cross Training The Keeley Group

    4. Leadership Transition • Two Types • Unplanned Leave • Planned Departure The Keeley Group

    5. Insights • Organizational Values and impact on hiring • Internal candidate expected, in the mix or external hiring • Compensation – future compensation- impact on current salaries • Preparation of the board • Mentoring of management team The Keeley Group

    6. Succession Plan • Role of Board • Preparation of board • Develop and approve plan • Review plan annually • Role of Departing CEO • Preparing the Organization • Short term role • Healthy Closure • Outline the Process for Recruitment, Hiring, Orientation, and Supervision of new CEO • Communication Plan The Keeley Group

    7. Getting the Board Ready • Role and Responsibilities • Well functioning board • Board development process effective • Membership – Expertise to manage succession • Strong board leadership – officers, executive committee, special members • Understanding the organization • Experience with the management team The Keeley Group

    8. Getting the Organization Ready • Communicate the mission, vision and core values to all • Funding and Fundraising • The organizational “to do” list of items • Strengthen management – internal leaders • Strong board leadership • Compensation and salary package • Deciding on your exit – timeline, role in near term • Writing the transition memo The Keeley Group

    9. The Plan • Succession Plan • Steps for replacement in an unplanned leave • Steps for replacement in a planned departure • Written and Approved by the Board of Directors • Filed in the drawer – reviewed every year (three to five years) • Update • Internal candidates may emerge The Keeley Group

    10. Timeline • Three to five years • Create the plan • Share with funders • Put in strategic plan • Hiring process • Four to six months • Interim may be needed • Search firm, consultant, other volunteers The Keeley Group

    11. Recruitment and Hiring • Organizational Review • Staff and stakeholder input • Job Description and Qualifications Review • Compensation Package • Search firm or no search firm • Board role • Committee or board of the whole • Search and screening process • Interim or Acting • Communication Plan – who is the spokesperson The Keeley Group

    12. Onboarding and Supervision • Transition plan • Expectations • Performance Outcomes • Compensation and Performance • Onboarding • Day One • Week One • Month One • 6 Months • 12 Months The Keeley Group

    13. Special Circumstances • Organization in crisis or significant change needed • Interim • Changing the organization – platform for successful hiring • Founder driven organization • Board practice and preparation • Internal candidate or candidates • Future role of founder The Keeley Group

    14. Resources • Posted on Web site http://www.northlandfdn.org/Grants/NonprofitResources.shtml This presentation – slides and handout • Annie Casey – Two articles on Leadership Transitions • Staff Survey for Input The Keeley Group