1 Handout #1: Organizational Assessment Completed by: Date: 1. The current mission statement is appropriate over the next 2-4 years. Yes No 2. The organization has an effective strategic plan. Yes No 3. The organization s current programs and services meet its objectives. Yes No 4. The organization effectively raises funds to accomplish its goals. Yes No 5. Fundraising responsibilities are spread between board and staff members. Yes No 6. The organization is financially sound. Yes No 7. The organization s current staff structure can sustain the organization for the next 1-2 years. Yes No 8. Staff roles are clearly defined and understood. Yes No 9. The organization dedicates sufficient resources to staff s professional development. Yes No 10. The current staff works well together, and morale is high. Yes No 11. The board is engaged in setting the organization s priorities and direction. Yes No 12. The board members roles are clearly defined and understood. Yes No 13. The board assesses the chief executive s performance in a clear and fair way. Yes No
2 Handout #2: Change Agent vs. Change Resister CHARACTERISTICS: CHANGE AGENT CHANGE RESISTER
3 Handout #3: Emergency Succession Plan For (Organization Name) Leadership plays an essential role in the success of a nonprofit organization. And a change in Chief Executive leadership is as inevitable as the passing of time. This document will help a nonprofit organization recognize that planning for unplanned or temporary leadership change is a best practice in line with other plans nonprofits regularly complete (e.g., strategic plan, communications plan, fundraising plan). An Emergency Succession Plan can bring order in a time a time of turmoil, confusion and high-stress. This is a template. Feel free to adapt to make it appropriate for your organization. Action items or areas for tailoring are noted with a line or a symbol. The term Executive Director is used throughout this document to address the Chief Paid Staff Member. Should your organization use a title other than Executive Director, feel free to use the title as directed by your organization s bylaws or practice. May this process bring your organization peace of mind in your day-to-day work. Disclaimer Statement: This document is provided as guidance for a nonprofit organization facing a change in leadership. It should not be regarded as a substitute for legal advice or counsel. The advice of a competent attorney should be sought any time a nonprofit is considering policy changes or activities that may affect the legal status or liability exposure of the organization.
4 The Board of Directors of (Organization Name) recognizes that this is a plan for contingencies due to the disability, death or departure of the Executive Director. If the organization is faced with the unlikely event of an untimely vacancy, (Organization Name) has in place the following emergency succession plan to facilitate the transition to both interim and longer-term leadership. The Board of (Organization Name) has reviewed the job description of the executive director. The job description is attached. The board has a clear understanding of the Executive Director s role in organizational leadership, program development, program administration, operations, board of directors relationships, financial operations, resource development and community presence. Succession Plan in Event of a Temporary, Unplanned Absence: Short- Term A temporary absence is one of less than three months in which it is expected that the Executive Director will return to his/her position once the events precipitating the absence are resolved. An unplanned absence is one that arises unexpectedly, in contrast to a planned leave, such as a vacation or a sabbatical. The Board of Directors is authorized (or authorizes the Executive Committee) of (Organization Name) to implement the terms of this emergency plan in the event of the unplanned absence of the Executive Director. In the event of an unplanned absence of the Executive Director, the Deputy Director (or other highest ranking staff member) is to immediately inform the Board Chair (or highest ranking volunteer board member) of the absence. As soon as it is feasible, the Chair should convene a meeting of the Board or Executive Committee (choose one) to affirm the procedures prescribed in this plan or to make modifications as the Committee deems appropriate. At the time that this plan was approved, the position of Acting Executive Director would be: Name, Title. Should the standing appointee to the position of Acting Executive Director be unable to serve, the first and second back-up appointees for the position of Acting Executive Director will be: (1) Name Title and (2) Name Title. If this Acting Executive Director is new to his/her position and fairly inexperienced with this organization (less than months/years), the Executive Committee or Board of Directors (circle one) may decide to appoint one of the back-up appointees to the acting executive position. The Executive Committee or Board of Directors (circle one) may also consider the option of splitting executive duties among the designated appointees.
5 Authority and Compensation of the Acting Executive Director The person appointed as Acting Executive Director shall have the full authority for decision-making and independent action as the regular Executive Director. The Acting Executive Director may be offered: (check one) A temporary salary increase to the entry-level salary of the executive director position A bonus of $ during the Acting Executive Director Period. No additional compensation. Board Oversight The board member(s) or board committee (circle one) responsible for monitoring the work of the Acting Executive Director shall be (list by name or office). (but not be limited to) government contract officers, foundation program officers, civic leaders, major donors and others (please specify):. Completion of Short-Term Emergency Succession Period The decision about when the absent Executive Director returns to lead (Organization Name) should be determined by the Executive Director and the Board Chair. They will decide upon a mutually agreed upon schedule and start date. A reduced schedule for a set period of time can be allowed, by approval of the Board Chair, with the intention of working their way back up to a full-time commitment. The above named people will be sensitive to the special support needs of the Acting Executive Director in this temporary leadership role. Communications Plan Immediately upon transferring the responsibilities to the Acting Executive Director, the Board Chair (or highest ranking Board member) will notify staff members, members of the Board of Directors and key volunteers of the delegation of authority. As soon as possible after the Acting Executive Director has begun covering the unplanned absence, Board members and the Acting Executive Director shall communicate the temporary leadership structure to the following key external supporters of (Organization Name). This may include Succession Plan in Event of a Temporary, Unplanned Absence: Long-Term A long-term absence is one that is expected to last more than three months. The procedures and conditions to be followed should be the same as for a short-term absence with one addition: The Executive Committee or Board of Directors (circle one) will give immediate consideration, in consultation with the Acting Executive Director, to temporarily filling the management position left vacant by the Acting Executive Director. This is in recognition of the fact that for a term of more than three months, it may not be reasonable to expect the Acting Executive Director to carry the duties of both
6 positions. The position description of a temporary manager would focus on covering the priority areas in which the Acting Executive Director needs assistance. Completion of Long-Term Emergency Succession Period The decision about when the absent Executive Director returns to lead (Organization Name) should be determined by the Executive Director and the Board Chair. They will decide upon a mutually agreed upon schedule and start date. A reduced schedule for a set period of time can be allowed, by approval of the Board Chair, with the intention of working the way up to a full-time commitment. Succession Plan in Event of a Permanent Change in Executive Director returning to the position. The procedures and conditions should be the same as for a long-term temporary absence with one addition: The Board of Directors will appoint a Transition and Search Committee within (add number) days to plan and carry out a transition to a new permanent executive director. The Board will also consider the need for outside consulting assistance depending on the circumstances of the transition and the board s capacity to plan and manage the transition and search. The Transition and Search Committee will also determine the need for an Interim Executive Director, and plan for the recruitment and selection of an Interim Executive Director and/or permanent Executive Director. A permanent change is one in which it is firmly determined that the Executive Director will not be Checklist for Acceptance of All Types of Emergency Succession Plans Succession plan approval. This succession plan will be approved by the Executive Committee and forwarded to the full Board of Directors for its vote and approval. This plan should be reviewed annually. Signatories. The Board Chair, the Executive Director, the deputy director or human resources administrator and the Acting Executive Director shall sign this plan, and the appointees designated in this plan. Organizational Charts. Two organizational charts need to be prepared and attached to this plan. Prepare and attach an organizational chart reflecting staffing positions and lines of authority/reporting throughout the
7 organization. Prepare and attach a second organizational chart that reflects how that structure will change within the context of an emergency/unplanned absence of the Executive Director. Important Organizational Information. Complete the attached Information and Contact Inventory and attach it to this document. Also attach a current list of the organization s board of directors. Copies. Copies of this Emergency Succession Plan along with the corresponding documentation shall be maintained by The Board Chair, the Executive Director, the Acting Executive Director Appointee, the human resources department, and the organization s attorney.
8 Information and Contact Inventory for (Organization Name) Knowing where your organization s key information is located is critical so that if an emergency succession should occur, your organization would be able to quickly continue work in the most efficient and effective way. Nonprofit Status Onsite Location Offsite Location Online URL IRS Determination Letter IRS Form 1023 Bylaws Mission Statement Board Minutes Corporate Seal Financial Information Employer Identification Number (EIN) #: Current and previous Form 990s Current and previous audited financial statements Financial Statements (if not part of the computer system and regularly backed-up) State or District Sales-Tax Exemption Certificate Blank Checks Computer passwords Donor Records Client Records Vendor Records Volunteer Records* *Note: Nonprofits that are heavily volunteer-based may need to know the following information about their volunteers who they are, how to contact them (home/work phone, , cell, etc.), where they live/work, expertise, special skills, or any information related to their usefulness or willingness to help the agency (for example, volunteer Jane Doe can walk to our satellite office, lift heavy boxes and knows CPR). Auditor Name: Phone Number/
9 Bank Name(s): Account Numbers: Branch Representative(s): Phone Number: Fax: Investments Financial Planner / Broker Company Representative Name: Phone Number: Who is authorized to make transfers? Who is authorized to make wire transfers? Are there alternatives? Who are the authorized check signers? Is there an office safe? Who has the combination/keys? Legal Counsel Attorney Name: Phone Number:
10 Human Resources Information Onsite Location Offsite Location Online URL Employee Records/ Personnel Info* *Names, home addresses, phone numbers, , emergency contacts, etc. I-9s Payroll Company Name: Account Number: Payroll Rep: Phone Number: Facilities Information Office Lease (for renters) Building Deed (for owners) Building Management Company Name: Contact Name: Phone Number/ Office Security System Company Name: Account Number Representative Phone Number/ Broker Phone Number/
11 Insurance Information General Liability / Commercial Umbrella Representative Phone Number/ Broker Phone Number/ Representative Phone Number/ Broker Phone Number/ Directors & Officers Liability Representative Phone Number/ Broker Phone Number/ Health Insurance Representative Phone Number/ Broker Phone Number/ Unemployment Insurance Representative Phone Number/ Broker Phone Number/ Workers Compensation Representative Phone Number/ Broker Phone Number/ Disability Insurance (short-term)
12 Disability Insurance (long-term) Representative Phone Number/ Broker Phone Number/ Life Insurance Representative Phone Number/ Broker Phone Number/ Dental Representative Phone Number/ Broker Phone Number/ Long Term Care Representative Phone Number/ Broker Phone Number/ Retirement Plan Representative Phone Number/ Broker Phone Number/
13 Date of Completion for Information and Contact Inventory: Name of Person Completing Document: The Emergency Succession Plan and the supporting documents (the information and contact inventory, job descriptions, and organizational charts) should be reviewed and updated annually. Signatures of Approval Organization Name Board Chair Date Individual Selected as Acting Executive Director Executive Director Date Acting Executive Director s Current Title Date Dep. Dir/HR Dir/Other staff member Date We acknowledge the leadership of Transition Guides (notably Tom Adams and Don Tebbe, as well as plan guidance from Karen Gaskins Jones, and Victor Chears) in guiding The Center for Nonprofit Advancement in grasping the impact of Succession Planning and Executive Transitions. Additional thanks to Troy Chapman of the Support Center for Nonprofit Management of New York City, Tim Wolfred of CompassPoint Nonprofit Services for their guidance on the development of this document. The Information and Contact Inventory document is adapted by permission from the Nonprofit Coordinating Committee of New York City. Temp 42006
14 Handout #4: Sample Transition Process & Timeline Event Responsible Party Date Comments/Notes Resignation notice provided to Board of Directors Board/ED discuss departure Appoint Transition Committee and Transition Committee Chair Plan departure announcement(s) Announce departure to staff Announce departure publicly Conduct strategic review to assess agency s structure and current plan Create job profile & search plan Establish outreach & review/interview processes Launch search (posting and outreach) Plan on- boarding process Collect and review resumes (respond to conclude or move applicants forward) Conduct round one interviews Identify semifinalists Facilitate meetings between semifinalists and staff Elicit staff feedback Recommend finalists to Executive Committee Conduct round two interviews Determine finalist ED ED & Executive Committee Board ED & Transition Committee ED & Board Chair ED & Board Chair Board Transition Committee Transition Committee Transition Committee Transition Committee Transition Committee Transition Committee Transition Committee Transition Committee & Senior Staff Transition Committee Transition Committee Executive Committee Executive & Transition Committees
15 Conduct reference checks Board meets to ratify selection Present final offer and date to accept Announce new executive Embark on orientation / post- hire process Plan goals and objectives Engage with ED in check- in review Conduct three and six- month evaluations of executive Conduct annual performance evaluation of executive Transition Committee Chair Board Board Chair Board Chair Incoming ED, various members of the Executive Committee & Senior Staff ED & Executive Committee Board Chair & ED Executive Committee Executive Committee
16 Handout #5: Sample Job Description ORGANIZATION Nonprofit is committed to serving homeless youth around the world. Nonprofit works to meet the immediate needs of homeless youth, while working toward a future in which every child may be afforded safe, stable housing. To accomplish this mission, we engage in direct service, research and advocacy. Nonprofit currently operates out of two locations. Our US office assumes primary responsibility for fundraising, program development, research and advocacy, and coordinates the strategic development of the entire organization. The US office houses the Executive Director, a part- time program director, and a variety of interns and volunteers. POSITION SUMMARY The Executive Director reports and is responsible to the Board of Directors and serves at the pleasure of the Board of Directors. The Director is responsible for Nonprofit s consistent achievement of its mission and financial objectives. The Director is responsible for developing a long- term vision and strategy for the organization in conjunction with the Board of Directors, and seeking and securing funding for continued operations and growth according to the strategic plan. The Director works out of our US office and collaborates with staff internationally to accomplish organizational goals. RESPONSIBILITIES Organization Development and Administration Ensure that the organization has a long- range strategy which achieves its mission, and toward which it makes consistent and timely progress Provide leadership in developing organizational, financial, and program plans with the Board of Directors and staff, and supervise the implementation of plans and policies Assume responsibility for gift processing and donor management tasks, leveraging volunteers and interns Fund Development Prepare annual development plan for meeting financial goals Research and pursue new funding opportunities (individuals, foundations, corporations, churches, etc.), with special focus on developing and maintaining major gifts program Cultivate, manage, steward and track relationships with all donors and prospects
17 Budget and Finance Ensure that adequate funds are available to permit the organization to carry out its work Develop and maintain sound financial practices and ensure accurate monthly/annual financial reports are prepared and submitted to the board, regulatory agencies and funders as required Work with the staff and board to prepare an annual budget; see that the organization operates within budget guidelines Communications See that the board is kept fully informed on the condition of the organization and all important factors influencing it; facilitate board meetings and board communications along with the board chair Represent the programs and point of view of the organization to other agencies and the general public; pursue opportunities for speaking engagements to advance the mission of the organization Establish partnerships and cooperative agreements with other agencies, community groups and institutions This position represents a unique and exciting opportunity for a competent, driven professional with advanced fundraising and management expertise to work on behalf of marginalized and abused children. Applicants must be passionate about social justice, able to communicate effectively with a variety of stakeholders in the US and abroad, self- motivated and independent, and willing to tackle both high- level and maintenance tasks as needed. Demonstrated commitment to social justice and passion for assisting disadvantaged youth Bachelor s degree required, advanced degree preferred Established fundraising, organizational leadership and management skills (minimum of 7 years experience) with available references to support success in each area Exceptional writing skills Exceptional time- management, project- management and organizational skills Ability to multi- task Exceptional writing skills Strong inter- personal skills, affinity for networking, and demonstrated high level of confidence and poise in front of others The ideal candidate is fluent in English and capable of communicating at a high level in Spanish
18 Handout #6: Sample Executive Director Selection Criteria Name: Date: Your Initials: Provide a rating for each criterion on a scale of 1-10, with 1 being Very Weak and 10 being Outstanding. Selection Criteria Commitment to Mission & Vision Commitment to the organization s mission, vision, and constituencies served Core Qualifications Education and expertise in field (i.e. programs, advocacy, experience with the population served) Leadership Ability and experience in organizing, mentoring, and leading professional teams Project Management Ability and experience in managing multiple, diverse projects and priorities. Strength in systems/process design and management. Entrepreneurship & Strategic Planning Ability in goal- setting, planning, and implementation of innovative strategies that will support the organization s mission and vision Communication Ability to communicate effectively with different styles and to different audiences. Ability to raise organization s profile and build new relationships. Financial Management Evidence of strong financial literacy and ability to provide necessary oversight Board Experience Record of effective partnership with boards and ability to support board s work and development Fundraising Knowledge of nonprofit development principles and ability to provide leadership in important fundraising efforts Rating (1-10) Comments Additional Comments and/or Follow- Up Questions:
19 Handout #7: Sample On- Boarding Checklist Organization/ Departmental Overview New hire welcome kit Vision & mission statements Agency goals & objectives Organization charts New employee orientation programs Job Expectations Training requirements Job descriptions Job expectations Individual goals and objectives Performance management system Governance Meeting Schedule Who chairs what committees Role of ED at meetings Voting privilege Policies and Procedures Safeguarding confidential information Protection of organization assets Health and safety program Drug / alcohol abuse policy Complaint resolution Contingency plans Affirmative action & harassment policies Internal job posting practices Overtime pay policies Vacation & holiday practices Retirement and insurance programs Budget/Financial Planning Schedule of finance meetings Budgetary/Finance issues
20 Signing authority Check writing Administrative / Housekeeping Items Work hours Dress code Building / facility tour Recycling / green practices Inclement weather practices Corporate news / bulletin boards Emergency contact information Local emergency telephone numbers / internet use Payroll sign- up actions Emergency Plan Operational things a new manager/ed needs to know Day- to- day activities and duties Upcoming calendar and preparations Where everything is located Fundraising / development Who are key stakeholders and what are the relationships? Recent organizational history Current threats, problems and opportunities Helping the new ED get off on the right foot Make introductions to all Board members, key employees, stakeholders Provide opportunity for social interaction with Board members Assign one or a small number of Board members as temporary coaches To the extent possible, make sure the new ED understands the culture of the Board and of the organization Note: We have sought to make this particular checklist appropriate for a senior management or ED situation. For lower level positions you will likely want to drop some items and add others.