The Children's Museum of Memphis SUCCESSION PLAN

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1 The Children's Museum of Memphis SUCCESSION PLAN

2 Introduction The Children s Museum of Memphis recognizes the importance of planning for the future success of the organization including a smooth transition when key employees resign or retire. This document is designed to be a guide for the inevitability of important key staff members leaving the organization; specifically, the positions of CEO, CFO, COO and Director of Education & Programs. Parts of this plan may refer to the Human Resources Policies Manual and/or the Employee Handbook and the Institutional Plan. This plan will need to be updated annually as the staff evolves and changes. This Succession Planning document fulfills one key objective for Goal #2 in the Institutional Plan: Strengthen and maintain the museum s core through capacity building. The specific objective for the goal: A robust human resources function complete with Succession Plan for key employees and a written Human Resources Policy. Succession Planning References The following documents were used as references when developing this plan: Keith Townsend, CMOM chairman of Goal #2, provided a sample Executive Director succession plan Collective Vision: Starting & Sustaining a Children s Museum by Association of Children s Museums (ACM) Building Leaderful Organizations: Succession Planning for Nonprofits Volume 6 in the Executive Transition Monograph Series by The Annie E. Casey Foundation A Practical Guide to CEO Succession Planning by Clarke Murphy Competency-Based Career & Succession Planning Sample Succession Plan and Emergency Succession Plan Outline Leadership Transitions TCA Tool-Kit Succession Planning online course Succession Planning Tool Kit Succession Planning: Preparing Tomorrow s Leaders by Adam Bianchi of Cutting Edge Information The Strategy of Succession Planning by M. Dana Baldwin, Senior Consultant, Center for Simplified Strategic Planning Why is Succession Planning Important? Succession Planning Process Succession planning is strategic planning and is a way for a company to prepare for the future. It should be part of every successful organization s plan to develop and nurture its human capital. The plan should reflect the following main points: Define key areas which require continuity Define the key people within you want to keep, develop and nurture for the future Talk over career paths with key employees so they are not lost to other companies Make the plan proactive rather than reactive don t wait for the position to be empty and then scramble around trying to fill it 2

3 When making new hires, assess each candidate for growth potential and grooming to fill future vacancies Three Approaches to Succession Planning Strategic Leader Development: This type of forward thinking in planning works at expanding an organization s pool of capable leadership so that it can steadily follow its long-term vision and mission, undeterred by staff or board member transitions. The organization creates professional development plans to assemble a pool of talented individuals within the staff who can meet its future leadership needs. This is currently an ongoing process at CMOM. Emergency Succession Planning: This is a plan in place to prepare an organization for the unplanned departure of a key manager. This plan addresses this type of planning for CMOM. Departure-Defined Succession Planning: Organizations with strong leaders, especially long-term CEOs of 10+ years, should have this type of plan in place. This type of CEO s exit inevitably makes a strong impact on their organization. These negative effects can be avoided with thoughtful succession planning. A successful hand-off to new leadership requires at least 18 months of preparation prior to the scheduled departure. Stretching it out longer gives it too little immediacy to inspire sustained interest and commitment to the process. This plan addresses this type of planning for CMOM. Chief Executive Officer: Planned Resignation/Retirement Richard Hackett s Contract: Hackett s contract began on February 12, 2013, and will run through June 30, At this time, he has no plans to leave or retire early. Overview: The CEO position in a nonprofit organization is a central element in that organization s success. Therefore, insuring that the functions of the CEO are well-understood and even shared among senior staff and trustees is important for safeguarding the organization against planned, unplanned or unexpected change. This kind of risk management is equally helpful in facilitating a smooth leadership transition when it is predictable and planned. Once the CEO announces a planned retirement date to the seated Executive Committee, preferably with up to 18 months-notice, he/she will work with the Executive Committee to identify a possible internal candidate (scenario #1) or work with a search committee and/or professional search firm to identify candidates to take over as CEO (scenario #2). There could also be a combination of both scenarios where the internal candidate is also one of the finalists if a search is conducted. The Executive Committee will take an active role in the search process and make the final decision. Review of Job Description & Qualifications: 3

4 The CEO and Executive Committee will review the existing job description and desired qualifications. They will outline what skills, experience, background, expertise and management characteristics they are seeking in the new CEO. The CEO salary range for a children s museum our size and with our budget and the employee benefits package are outlined in the museum s Human Resources Policies Manual. Important categories for reviewing potential qualifications include the following: Management (human resources, financial and program) Fund raising (includes marketing and public relations) Industry specific knowledge Strategic thinking and communication skills Leadership skills Key questions to ask in reviewing the job description include the following: Will the job be the same as the one currently being done? What do we want in a CEO? Do we want a different leadership model than we have had in the past? Do we want to restructure the position in any significant ways? What is our total compensation package? Can we make it attractive to people with different compensation priorities? According to ACM and AAM, here is the current full job description of our CEO position: GENERAL: Provides institutional leadership; reports to and works with the board; plans, organizes, and directs museum activities; responsible for policymaking and funding, directs personnel and financial management; responsible for professional practices. Typical qualifications: Advanced degree in academic or related field; significant administrative experience. Additional qualifications and specific duties vary widely. DESCRIPTION: The Chief Executive Officer (CEO) has full responsibility for the operation and management of the museum. He/she manages the day-to-day business operations of the museum as well as the budget in a fiscally responsible manner. The CEO assumes primary responsibility for all fund raising activities of the museum. The CEO is responsible for the execution of the mission of CMOM, reporting directly to the Board of Trustees to manage a children s museum strongly emphasizing educational programming. The CEO implements policies and procedures which are approved by the Board of Trustees and all functions of the museum within policy guidelines. He/she is responsible for managing full-time staff and part-time staff in a manner that places very strong emphasis on educational programming and enjoyment in the learning process of children. Concentration on fund raising activities and grant writing resulting in year-on-year revenue gains. Close coordination with the Board of Trustees and appropriate staff to identify, pursue and expand sources of funding and opportunities for additional income. 4

5 Establishment and maintenance of relationships with government, corporations, foundations and individual donors. Works closely with the Board of Trustees in the ongoing development of strategic planning that supports the mission of CMOM, and in the development of tactical plans that insure the success of the long-range strategic plan. Management of policies as set forth by the Board of Trustees. Serving as an effective spokesperson and representative of CMOM: represent the programs and attributes of the museum to organizations and the general public and create mutually beneficial relationships with local community groups and organizations. Collaboration with the museum community at the local, state and federal levels to further CMOM s mission and to enhance the museum s stature and visibility. Directing efforts to identify, organize and recommend a schedule of varied exhibits; allocating the budget among the exhibits and obtaining sources of additional funds as necessary. Assuring proper research for educational purposes is followed for each exhibit. Creating an atmosphere that attracts, retains and motivates a passionate, committed and diverse organization of both paid and volunteer staff. Insuring a physical facility that is clean, compliant, safe, and inviting for staff and visitors of all ages. The CEO will demonstrate creativity, passion and innovation, and will inspire others by leading through example. He/she will secure adequate funding sources to insure the financial stability of the museum while insuring that the day-to-day operations work effectively and efficiently. Scenario #1: If an internal candidate is identified and selected before retirement, the CEO will coach this individual in the skills needed to take his/her place. This individual will work closely with the Executive Committee and Board of Trustees to be up to speed and ready to take over on the CEO s retirement date. In the meantime, this individual will be able to train the successor for their former position. The CFO or COO are the two most likely possible positions to take on the role of CEO if an internal candidate was chosen. Scenario #2: If it is determined that the museum will forgo an internal candidate and hire an outside candidate OR that the internal candidate is a possibility and will be a serious contender in a search OR that a search will be conducted to hire a new CEO within months of the CEO s last day, a search committee will be formed. The Search Committee will be the Executive Committee headed up by the President, CEO and one staff member. If deemed appropriate and needed, an external service provider such as an executive search firm may be engaged to assist with finding appropriate candidates. The Search Committee will recommend three finalists for consideration by the full board. The Search Committee will find these finalists by: 5

6 Discuss the feasibility and expense of using a recruitment firm or consultant to help with the process Establish a budget and timeline for the process Create a marketing plan for advertising the position Set up appropriate box or process to receive resumes and applications Establish a process to screen and review all resumes and applications Develop a ranking criteria and selection process to interview up to 10 candidates The Search Committee will keep the full board informed on the progress, candidates and the interview process. To ensure stability within the organization, the Committee will also keep the staff informed of the process so there is regular communications and updates to them. The board will develop interview questions and an interview protocol. They will need to decide whether they are paying for out-of-town candidate expenses and what will be reimbursed. They will also need to design a criteria and ranking process to guide the conversation. The President will be authorized to make the offer to the selected candidate. The Executive Committee will have already approved the compensation package and/or employment contract. Communication to the other candidates should also be undertaken by the Search Committee. Once the new CEO is in place, the communications plan to announce the appointment will be enacted. The announcement should be sent to staff, funders, volunteers, key stakeholders, members, media, etc. The new CEO will begin work at the former CEO s retirement. The job description, benefits and salary range is covered in the section CEO Review of Job Description & Qualifications. The board will establish a clear set of six-month and annual performance objectives for the new CEO in written form. These objectives can be mutually developed but must be clearly understood by the board and the new CEO. Using an onboarding and orientation process, the board shall design the first day, first week, first month and the first six months of expectations and activities for the new CEO. The new CEO should be evaluated based on these performance objectives which will act as a guide for the person in the position and the board. If available and willing, the departing CEO shall be retained for a three-month timeframe in a consulting role to assist and give advice with the transition and fund raising. An appropriate contract and fee will be negotiated with the departing CEO by the Executive Committee. Having his/her continued presence is optimal and should be done with any scenario chosen by the board. The departing CEO agrees to mentor the new CEO for three months. This includes sharing the transition memo, reviewing strategic plan and all key programs, introductions to key community stakeholders, and assisting in other activities to ensure a successful transition. In order for the new CEO to have the benefit of a strong start, a solid transition has five phases: Intensive knowledge sharing: The outgoing and incoming CEO should meet frequently for in-depth discussion regarding the operating styles, histories and 6

7 expectations of board members and senior management as well as other stakeholder constituencies, including sponsors, donors, members, customers, school systems, etc. At various points, individual members of the senior management team are included in the discussion. Communicate with stakeholders: Following this briefing period, the incoming CEO should be introduced to the company s stakeholders in a series of informationgathering sessions. This allows the outgoing CEO to gracefully pass the baton and for the incoming CEO to build support and goodwill with various key players, especially those he or she has not dealt with before. Develop a written transition plan: With the involvement and support of the senior management team, a detailed timeline is then developed to provide the orderly transition of roles and responsibilities. If the appointment is an internal promotion, this includes the elevation of the executive who takes over the new CEO s former position. Share the transition plan: The plan needs to be effectively communicated internally and externally to project a sense of stability and positive perspective. Appropriate recognition of the outgoing CEO is an important component. Strengthen relationships with the board: Even if the new CEO is known to the board, it is important that they begin to relate to him or her in the new role through one-onone meetings. To the extent possible, the outgoing CEO should provide coaching and feedback to his or her successor throughout the process. Chief Executive Officer: Unplanned Leave/Planned Sabbatical Overview of Appointing an Interim CEO: The Executive Committee will be responsible for appointing an Interim CEO if the CEO leaves unexpectedly or is out for a prolonged illness, personal reasons or for a defined period of time (sabbatical). It is expected that the position will be filled by an internal staff person for a defined period of time. In some cases, this may not be possible and an external person is hired for the Interim CEO position when no internal person is appropriate for the position. The Executive Committee shall: Review current staff members and positions to determine who might be appropriate for the interim position. Annually discuss this with the current CEO to review who on staff might be most appropriate and what individual or positions might provide management during a transition or unexpected leave. Review salary compensation and provide an adjustment for increased responsibilities for the interim staff member during a transition. During the interim period, the Executive Committee and President shall take on more of an active oversight role with the organization: The President will act as the external spokesperson for the museum. The Treasurer should review all monthly bank statements and review all financial activity more thoroughly and routinely. 7

8 The Executive Committee should carefully review the budget and year-to-date financials to determine if any changes should be made for the remainder of the financial year. The President shall act as the supervisor for the Interim CEO. These two should expect to have weekly meetings (by phone or in person). The President should prepare a letter to all key funders and stakeholders announcing the Interim CEO and providing an outline for the CEO s return or the succession planning timeline and steps. The President shall meet with the full staff to announce the Interim CEO, the board s role, and outline expectations for the transition timeframe. If it is not expected for the CEO to return and a hiring is going to occur, he/she should also outline the succession plan, timeline, and steps including staff involvement. The Executive Committee should expect to meet monthly during the transition period. OTHER CRITICAL POSITIONS Chief Financial Officer Overview: The CFO position is also extremely critical in a nonprofit organization s health. This position oversees all accounting, financial reporting, payroll, the annual audit and 990 tax return, quarterly tax returns and payments, Endowment Fund and bank accounts, required state annual and quarterly reports, all required business reporting and documentation, and works closely with the Finance & Audit Committee as well as Executive Committee and full Board of Trustees. Randy McKeel has been with the museum since September 1998 when he started as Director of Public Relations & Marketing. In 2010, he was promoted to CFO when the former CFO retired after 20 years. He also managed the Association of Children s Museums (ACM) from 1992 to 1994 when it was based at CMOM before moving to DC. At age 46, McKeel has no plans to retire or leave the museum at this time. It will be difficult to have a successor on staff to take his position if he leaves. His position is one that requires a degree in accounting or finance as well as certification or plans to become certified (CPA or CMA) and many years of experience as an accountant and/or nonprofit experience. McKeel also currently oversees the Membership & Special Events and Visitor Services Departments. He directly supervises the three managers and the 12 other staff members in those departments. He is also key to grant writing and valuable to Hackett in fund raising efforts. If he did decide to leave, the museum would have to look to outside candidates to take his place at this time. Currently there is no one on staff with accounting or finance experience and/or with an appropriate degree that could step up or be promoted. 8

9 The CFO salary range for a children s museum our size and with our budget and the employee benefits package are outlined in the museum s Human Resources Policies Manual. According to ACM and AAM, here is the current full job description of our CFO position: GENERAL Responsible for several areas of administration including overall financial management and accounting. Typical qualifications: Business or accounting degree or equivalent. Oversees all financial operations, procedures, and reporting systems. Responsibilities include development of the master budget, supervision of several personnel, establishment of the financial reporting practice, presentations to the Board, and institutional planning. DESCRIPTION: The Chief Financial Officer (CFO) works with the CEO to create and oversee the implementation of a strategic approach to fundraising which includes major gifts, corporate donations, grant solicitation, fund raising events (Golf and Cirque), Annual Fund, and in-kind resources. In addition, the CFO contributes to the overall success of the organization by effectively managing all financial tasks for the organization; assists in the successful daily management of the museum; helps implement policies and procedures; and works on institutional planning. Part of executive management team that strategically guides the museum through all aspects of business and fund raising to grow and strengthen the organization's core and mission Assist CEO with fund raising for the museum to insure overall organizational success Plan, organize, and staff fund raising development activities Grant writing responsibilities and Moves Management team efforts Promotes the organization Financial accounting and administration Budget preparation and financial reports Oversees payroll and related IRS reporting Insures compliance with local, state and federal requirements as related to business practices, including tax laws pertaining to non-profit organizations Conducts annual audit and prepares annual 990 tax return Works with the Finance & Audit Committee (Endowment Fund and investments) Works closely with the COO on insurance, risk management, employee benefits Manages information technology Participates in institutional planning Supervises the Membership/Special Events/Visitor Services departments Serves as acting CEO in the absence of the current CEO Supports museum philosophy and adheres to all policies Exhibits willingness to perform whatever duties are necessary, even if not specifically stated in job description Chief Operating Officer 9

10 Overview: The COO position is also important in the smooth running of a children s museum. This position oversees housekeeping, security, human resources, grounds keeping, site maintenance, facilities, and works closely with the CFO on payroll, daily deposits and museum insurance and employee benefits. Cliff Drake has been with the museum as COO since In his early 60s, Drake has announced that he will retire from the museum by June 30, Once this position opens up in 2016, it will be revised and updated when hiring the new COO to better reflect the needs of the museum as well as the responsibilities of a more strategic operations position. The COO salary range for a children s museum our size and with our budget and the current employee benefits package are outlined in the museum s Human Resources Policies Manual. According to ACM and AAM, here is the current full job description of a COO position we would fill in 2016: GENERAL: Responsible for several areas of administration, including facility rentals, human resources, buildings, and security; supervision of administrative and maintenance personnel. Typical qualifications: Business degree or administrative experience in a majority of the areas related to duties. Oversees the institution s overall operations and internal processes. Participates in institutional planning and budget development. Responsibilities may include contract negotiations, human resource management, and institutional relationship management. DESCRIPTION: The Chief Operating Officer (COO) works with the CEO in the daily operation and management of the museum. This includes assisting in the fund raising activities of the museum. The COO helps implement policies and procedures. He/she is responsible for managing full-time staff and part-time staff. The COO also plans, organizes and controls museum operations including security and maintenance. In addition, administers human resources and risk management. Part of executive management team that strategically guides the museum through all aspects of business and fund raising to grow and strengthen the organization's core and mission Assists CEO to oversee the institution s overall operations and internal processes Helps CEO pursue and expand sources of funding and opportunities for additional income Helps CEO establish and maintain relationships with government, corporations, foundations and individual donors Manage all aspects of museum buildings, grounds, equipment and systems Handle all deposits and petty cash Human Resources administration Security and maintenance of museum Assist CFO with payroll and serves as backup in the absence of the CFO 10

11 Administers risk management Manage all aspects of facility rentals Helps manage deferred maintenance plan Participates in institutional planning, budget development, and program supervision Responsibilities may include contract negotiations and institutional relationship management Helps with fund raising activities and grant writing Directly supervises appropriate departments and staff Promotes the organization May serve as acting CEO in the absence of the current CEO Supports museum philosophy and adheres to all policies Exhibits willingness to perform whatever duties are necessary in the development and maintenance of the museum, even if not specifically stated in the job description Director of Education & Programs Overview: The Director of Education & Programs position is very crucial for a children s museum as this position ties all of the educational concepts and programming to the exhibits. This position oversees educational content for the exhibits, all programming and program specialists, camps, conducts all outreach efforts, teacher workshops and events, and is a liaison to the area school systems. Felicia Peat has been with the museum for over 20 years. She began her career as the Volunteer Coordinator, moved to Visitor Services Manager and is now the Director of Education & Programs. Peat has no desire to leave the museum. If she did leave, the museum would have to look to outside candidates to take her place at this time. Currently there is no one on her programming staff that could step up or be promoted. This will be taken into consideration when we hire future program personnel. The Director of Education & Programs salary range for a children s museum our size and with our budget and the current employee benefits package are outlined in the museum s Human Resources Policies Manual. According to ACM and AAM, here is the current full job description of our Director of Education & Programs position: GENERAL: Supervision of overall educational function of the museum; responsible for general program development; some museum administrative duties; considerable public contact; supervision of several educational professionals. Typical qualifications: Advanced degree or equivalent, several years of related experience, regional and national professional activities. Oversees development, execution, and evaluation of innovative programs and events, curricula, and resources for the general public and other targeted audiences. DESCRIPTION: 11

12 The Director of Education & Programs is responsible for promoting CMOM educational offerings to the Mid-South school systems. Also responsible for managing, developing, planning, and organizing all aspects of educational content of exhibits and activities and assisting with the implementation of educational and outreach programs. Promote CMOM educational offerings in the Mid-South school systems with strong emphasis on face-to-face offsite sales presentation. Maintain positive relationships with school systems administrators and educators. Responsible for educational contents for all exhibits, programs and educational newsletters and their applicability to state performance indicators and curriculum standards. Maintain all props and resources for traveling and permanent exhibits Responsible for oversight of the programs department and supervise that staff. Maintains budgets for education and programs departments. Provides educational content for grant proposals. Develops special events and outreach programs Exhibits willingness to perform whatever duties are necessary in the development and maintenance of the museum, even if not specifically stated in the job description. Other Key Positions Director of Public Relations & Marketing: This position could be filled with an outside candidate that has experience in public relations or marketing and a degree in marketing or communications. It would be difficult to find someone that also has development and fund raising ties, but they could be taught. It would be almost impossible to fill this position with someone that also has specialized training in our Explorer System we are lucky to have someone currently that knows the system so well. Members Services & Special Events Manager: An outside candidate could fill this position although they would need to be trained extensively on the Explorer System. There is a Membership Assistant position. When filling this position, we can make sure we hire someone that could possibly step into the Manager role if needed. Visitor Services Co-Managers: There are two of these on staff so either can act as a back-up or a trainer to fill a vacated position. Director of Exhibits: This position is more of an exhibits maintenance position could be filled by an outside candidate with general maintenance experience. 12

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