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

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

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

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

5. Insights The Keeley Group 5 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

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 6 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 7 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 8 The Keeley Group

9. The Plan The Keeley Group 9 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

10. Timeline The Keeley Group 10 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

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 11 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 12 The Keeley Group

13. Special Circumstances The Keeley Group 13 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

14. Resources The Keeley Group 14 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