1. Succession Planning Essentials:
Succession Policy and
Contingency Planning for CEOs
Tom Adams
June 3, 2015

2. ABOUT TOM ADAMS
2
Former President of TransitionGuides
Former senior executive of NeighborWorks America
Led research projects supported by the W. K. Kellogg
Foundation and the Annie E. Casey Foundation on
nonprofit leadership transition and succession
Author of articles, monographs
and recent book The Nonprofit
Leadership Transition and
Development Guide: Proven
Paths for Leaders and
Organizations
TOM ADAMS
Director
Raffa, P.C.
(202) 995-7245
tadams@raffa.com

3. ABOUT RAFFA, P.C.
3
Focuses on making the world a better place
Contributes to client’s abilities to achieve their
missions and deliver their promises to the world.
Keeps organizations compliant, effective, and
efficient with practical back office support and deeper
strategies that create sustainability
Provides expertise in consulting, accounting,
nonprofit search, and technology services that help
advance client’s organizational missions.
RAFFA, P.C.
1899 L Street, NW,
Suite 900
Washington, DC 20036
(202) 995-7245

4. Page 4
LEARNING OBJECTIVES
1. Examine the succession planning process and the
benefits of three succession planning
approaches.
2. Discover how to introduce succession planning to
your organization as a risk management and
leader development practice.
3. Discuss best practices in the development of a
Succession Policy and Emergency Backup Plan
for the CEO.
4. Identify your Next Steps for a more prepared,
leader-ready organization.

5. Page 5
WHY DO THIS WORK?

6. COMING TO TERMS WITH CHANGE
6
Ending:
Loss
Letting Go
Relinquishing Old Way
& Old Identity
New Beginning:
Commitment
Rebirth
New Energy
New Sense of Purpose
Neutral Zone:
Confusion
Direction Finding
Re-patterning
Source: Bridges, William
.
Managing Transitions: Making the Most of Change
.
2nd ed. Cambridge, MA: Perseus Pub., 2003.

7. Page 7
WHAT IS SUCCESSION PLANNING?

8. Page 8
WHY PLAN FOR SUCCESSION?
Ensures Organizational Sustainability
Increases Transition Success
Mitigates Risk
Gets us beyond the simple
truth that we avoid:
All careers eventually
lead to a transition…
It’s just a matter of when
and how well managed

9. Page 9
SUCCESSION PLANNING – THREE APPROACHES
1. SUCCESSION ESSENTIALS
• Executive Backup Plan
• Succession Policy
2. LEADER DEVELOPMENT
• Proactive Talent Management
3. DEPARTURE-DEFINED
• Succession Essentials
• Sustainability Planning

10. Page 10
SUCCESSION PLANNING: ESSENTIALS
THE “ESSENTIALS”
Emergency Backup Plans
and
Board Adopted Succession Policy

11. SUCCESSION ESSENTIALS:
EMERGENCY BACKUP PLANS
11
Understand
Key Functions &
Relationships
Designate
Backup Coverage
Cross-Train Backups
Develop
Procedures &
Protocols
Document
Succession Plan
& Policy
Prioritize
Capacity Building
Communicate the
Plan
Refresh Annually
BENEFIT:
Ensures
Continuity
Emergency Backup Plans
for:
• CEOs
• Senior Management

12. Page 12
SAMPLE:
EMERGENCY BACKUP PLAN

13. SUCCESSION ESSENTIALS:
SUCCESSION POLICY
13
Board-adopted policy
Outlines how to handle a planned executive departure
Statement of commitment:
• Prepares for inevitable leadership change
• Assesses leadership needs before beginning a search
Plan to appoint interim leadership
BENEFIT:
Ensures
Board
Agreement

14. Page 14
SAMPLE:
SUCCESSION POLICY

15. SUCCESSION PLANNING:
LEADER DEVELOPMENT
BENEFIT:
Broadens
and Sustains
Leadership
Capacity
and
Builds
Bench
Strength
• Builds
Bench
strength
15
Strategic Talent Management Component
Investing /
Positioning
Strategizing /
Planning
Aligning /
Assessing
Developing /
Retaining
Reviewing /
Recruiting
Timing /
Implementing

16. SUCCESSION PLANNING:
DEPARTURE-DEFINED
16
GOAL
Increase organization’s capacity to deliver its mission
under new leadership, whenever the transition occurs
OUTCOMES
• Capacity-building plan strengthens the four critical
elements of organizational sustainability
• Succession policy outlines the board’s policies &
roles for a chief executive transition
• Backup plans and cross-training for continuity

17. Page 17
SAMPLE:
BENCH STRENGTH WORKSHEET

18. 18
The
Succession
Planning
Mini
Assessment

19. Page 19
SUCCESSION PLANNING SERVICES
Prepare for planned/unplanned departures
Succession Policy and Plan
Key Personnel Emergency Backup Plans
Leader Development : Senior Management
Bench Strength Review

20. Page 20
RAFFA’S BENCH STRENGTH REVIEW
Bench Strength Review can help organizations leverage their
management team for overall sustainability, leadership
continuity, and retention.
• Advances attention to leadership and management
development
• Provides contingency planning for planned and
unplanned absences
• Ensures continuity of mission impact through the
development of critical competencies and functions.
• Realigns position duties and/or the management
structure.

21. WHY REVIEW MANAGEMENT TEAM’S BENCH?
21
• Refreshes and updates position descriptions
• Identifies backup designees for key personnel
• Identifies perceived gaps in support of key functions
• Identifies cross-training needs to expand core
competencies and prepare designated backups
• Identifies key relationships held by individuals to
mitigate risks to the organization
• Identifies leader development opportunities for key
personnel
For new CEOs,
provides a review
of the
management
team structure
and options for
achieving
organizational
goals

22. Page 22
SAMPLE:
BENCH STRENGTH WORKSHEET

23. STABILITY, SUSTAINABILITY & VITALITY
23

24. Page 24
SUSTAINABILITY PLANNING
THE
FOUR
ELEMENTS

25. 25
THE
SUSTAINABILITY
MINI
ASSESSMENT

26. WHY DO SUSTAINABILITY AND
SUCCESSION PLANNING?
26
Ensures continuity
Builds bench depth and internal capacity
Key responsibility of top leadership; can’t be delegated
Best if involvement is broad-based and connected to
ongoing succession planning
Minimizes crisis of an unplanned absence
Identifies “organizational gaps” in coverage

27. Page 27
Culture
Sustainability
Planning
Or
Departure-
Defined
Planning
Succession
Essentials
• Backup Plans
• Succession Policy
Bench Strength
Review
• Internal Capacity
Action Plan
Implementation
•Executive Development
•Leader Development
•Board Development
•Strong Business Model
•Sharpen Strategy
•Change Culture
Executive
Transition
LINK
SUSTAINABILITY – SUCCESSION – TRANSITION

28. PROCESS OVERVIEW
28
Preplanning with the
Executive and/or Board
Organize Sustainability
Committee/Task Force
Hold Project Launch/
Orientation Meeting
Conduct Interviews &
Unpacking the Job
Discussions
Draft Emerg. Backup
Plan and Succession
Policy
Review Draft Plans
and Policy with
Executive
Review Draft Plans
and Policy with
Committee
Finalize Plans and
Succession Policy
Board Approved
Succession Policy
Conduct
Organizational Review
Draft Sustainability Plan
Recommendations
Review Sustainability Plan
Recommendations with
Executive and Committee
Board Review
Implement Sustainability
Plan Recommendations or
Incorporate Into Strategic/
Business Plan
May Include Recommendations for:
Management & Leadership Training
Board Development
Organizational Restructuring
Role Realignment
Preparation Phase
Emergency Backup Planning Phase
Sustainability Planning Phase
Sustainability & Succession Planning

29. RISK MANAGEMENT: SUCCESSION PLANNING
Management of Succession Planning Risk
Strategic implementation of activities & processes designed to limit
the impact of planned or unplanned absences or vacancies in
critical positions when they do occur.
29
Planning Does Planning Does NOT
• Identifies critical roles & functions
• Advances leader development
• Reviews staff with potential (ability to
learn & grow) and experience to
support critical positions during
absences/ vacancies
• Establishes continuity in leadership
• Force staff to vacate a position
• Guarantee anyone a position
• Oblige anyone to take an
unwanted position
• Create anxiety due to an absence
or vacancy
• Eliminate leadership positions

30. 1. Connect to overall organization strategy
2. Enlist CEO and board support
3. Design as a process, not an event
4. Organize organizationally, not just top level
5. Align with HR practices to support it
6. Approach with discipline and implement
7. Measure and evaluate
8. Give it the time it needs
9. Communicate often
30
LEADER DEVELOPMENT BEST PRACTICES:
Sustainability & Succession Planning

31. 1. Connect to overall organization strategy
2. Enlist CEO and board support
3. Design as a process, not an event
4. Organize organizationally, not just top level
5. Align with HR practices to support it
6. Approach with discipline and implement
7. Measure and evaluate
8. Give it the time it needs
31
LEADER DEVELOPMENT BEST PRACTICES:
Sustainability & Succession Planning

32. CEO PROCESS OVERVIEW

33. Page 33
THE NEXT STEPS WORKSHOP
Sustainability, succession, and transition planning
for founders and long-tenured executives
July 27-28, 2015 – Baltimore, MD
More information: Melody Thomas
mthomas@raffa.com
(202) 955-7242
A
Two-Day
Intensive
Hands-on
Workshop
Nonprofit CEOs
A Next Steps Planning Workshop

34. Page 34
THE NEXT STEPS WORKSHOP
“Absolutely necessary for any leader considering this stage in their life as well as
the sustainability of their organization.”(G. Italiano)
“An extremely valuable investment of my time and resources. Next steps is an
eye-opening venture into solid planning both for healthy, viable organizations as
well as those going through challenging changes.”(P.Haynes)
"This workshop helped me to clarify and bring into focus my understanding of the
transition process. I feel ready to develop my plan and set a date."
(G. Overdurff)
“Being both a long-term executive and a founder, I found the next steps
workshop very helpful. I learned much from the experience and knowledge of the
presenters, facilitators and literature. For me, taking care of myself and focusing
on where I was helped to focus on the process and challenges. Fellow
'journeyers' sharing their issues and stages made it more enlightening as I
applied it to myself.”(R. McMahon)
•
THE BIG HITS!
•Peer Insights
•Small Breakouts
•Reflection Time
•Action Planning
•What’s Next
•Presentations
•Resources

35. RESOURCES
 The Nonprofit Leadership Transition And
Development Guide Includes:
– Leadership Transition and Leadership Development
– Strategic Succession Planning
– Three Critical Stages of Transition
– Fortune 500 Talent Management Methods
 Order via Amazon.com
For a better-
run, better-
prepared
nonprofit that’s
positioned for
ongoing
mission impact
and success!
35
- Kindle Edition: $25.49
- Paperback: $34.29

36. RESOURCES
ANNIE E. CASEY FOUNDATION MONOGRAPH SERIES
Building Leaderful Organizations
Ready to Lead? Next Generation Leaders Speak Out
Capturing the Power of Leadership Change
Founder Transitions: Creating Good Endings and New
Beginnings
Interim Executives: The Power in the Middle
Up Next: Generation Change and Leadership of Nonprofit
Organizations
Stepping Up, Staying Engaged (Boards During Transitions)
AVAILABLE ONLINE AT:
• www.Raffa.com/NewsandResources/Publications
36

37. Page 37
SUCCESSION PLANNING SERVICES
http://www.raffa.co
m/SuccessionAndSus
tainability/Pages/Suc
cession.aspx

38. QUESTIONS
38

39. Page 39
Tom Adams, Director
tadams@raffa.com
202.955.7245

40. [Organization Name]
[Executive Director/President/CEO]
EMERGENCY BACKUP SUCCESSION PLAN
Guideline for the Appointment of an Acting [Executive Director/President/CEO]
in the Event of an Unplanned Absence of the Incumbent
1. Rationale
The [Executive Director/President/CEO] position in a nonprofit organization is a central
element in the organization’s success. Therefore, ensuring that the functions of the
[Executive Director/President/CEO] are well-understood and shared among the executive
team and senior staff is important to ensure organizational stability and leadership
continuity in the event of unplanned and unexpected change. This kind of risk management
is equally helpful in facilitating a smooth leadership transition even when it is predictable
and planned.
The purpose of this plan is to ensure the continuous coverage of duties critical to the
ongoing successful operations of [Organization Name]. The Board of [Trustees/Directors]
is adopting policies and procedures for the temporary appointment of an Acting [Executive
Director/President/CEO] in the event of an unplanned and extended absence of the
[Executive Director/President/CEO].The [Board President/Board Chair], or Board [Vice
President/Vice Chair] in the absence of the [Board President/Board Chair], may determine
the appropriate time to initiate the implementation of this plan.
While the Board of [Trustees/Directors] acknowledges that such an absence is highly
improbable and certainly undesirable, they believe that due diligence in exercising
executive-level management functions requires that it have an emergency backup
succession plan in place. It is expected that this plan will ensure continuity in the
administration of the organization's day-to-day programs and operations, management of
external relationships and supervision of staff and finances.
2. Priority functions of the [Executive Director/President/CEO] position at [Organization
Name]
See the full [Executive Director/President/CEO] position description.
Of the duties listed in the position description, the following are considered to be examples of
the key functions of the [Executive Director/President/CEO], and therefore, have a
corresponding temporary staffing strategy. Functions to be covered by an Acting [Executive
Director/President/CEO] are attached. (See Attachment 2: Emergency Backup Succession
Plan Detail: [Executive Director/President/CEO])
The positions assigned in the Temporary Staffing Strategy are based on [Organization
Name] organizational structure as of July 2008. In the event this plan is implemented and
those assigned are no longer available or positions are vacant, the [Board President/Board
Chair] may select other senior staff to support each of the key [Executive

41. Provided by Raffa, P.C. for Training Purposes Only 2
Director/President/CEO] functions. It is the responsibility of the [Executive
Director/President/CEO] to ensure that positions have appropriate cross-training to
successfully implement the temporary staffing strategy.
3. Business as Usual
This emergency backup succession plan and the staffing structure at [Organization Name]
are intended to minimize disruption in quality service and maintain business as usual to the
extent possible. In the absence of the [Executive Director/President/CEO], unless otherwise
determined by the Board of [Trustees/Directors], business as usual includes maintenance of
the following:
A. Delivery of services
B. Accounting, billing, payroll, purchasing and payables
C. Fundraising
D. Liaison with the Board of [Trustees/Directors]
E. Facilities and information technology oversight
4. Emergency Backup Succession Plan Implementation
The Board of [[Trustees/Directors] authorizes the [Board President/Board Chair] to
implement the terms of this emergency backup succession plan in the event of a planned or
unplanned temporary, short-term absence of the [Executive Director/President/CEO]. The
Vice President of the board is authorized to implement this plan in the event that the [Board
President/Board Chair] unavailable or cannot be reached. Phone calls and conference calls
are an acceptable substitute for any meetings designated in this plan.
As soon as feasible, following notification of an unplanned temporary or short-term
absence, the [Board President/Board Chair] may convene an Executive Committee meeting
to affirm the procedures prescribed in this plan, or to modify them if needed.
While this timeline may vary based on circumstances, the suggested steps for
implementation are:
 Executive Management Team informs [Board President/Board Chair] immediately of
unplanned absence.
 The [Board President/Board Chair] appoints an Acting [Executive
Director/President/CEO].
 The [Board President/Board Chair] informs Board of the Acting [Executive
Director/President/CEO] appointment.
 The [Board President/Board Chair] (and potentially other officers) consults with the
Acting [Executive Director/President/CEO] on the circumstances of the absence,
organizational situation and related factors.
 After [Board President/Board Chair] and Acting [Executive Director/President/CEO]
consult, stakeholders will be notified following the communications plan outlined
below.

42. Provided by Raffa, P.C. for Training Purposes Only 3
5. Definitions
 A temporary absence is one in which it is expected that the [Executive Director/President/CEO]
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.
 A short-term absence is three months or less.
 A long-term absence is one that is expected to last more than 3 months.
 A permanent absence is one in which it is firmly determined that the incumbent [Executive
Director/President/CEO] will not be returning to the position.
6. Emergency Backup plan in event of a temporary, unplanned absence (SHORT-TERM)
A. Who may appoint the Acting [Executive Director/President/CEO]?
1. The Board of [[Trustees/Directors] authorizes the [Board President/Board
Chair] to implement the terms of this emergency backup succession plan in the
event of the unplanned absence of the [Executive Director/President/CEO].
2. In the event of an unplanned absence of the [Executive
Director/President/CEO], a member of the management team shall immediately
inform the [Board President/Board Chair] of the absence.
3. As soon as is feasible, the [Board President/Board Chair] may convene a
meeting of the Executive Management Team to affirm the procedures
prescribed in this plan or to make modifications the [Board President/Board
Chair] and team deems appropriate.
B. First backup for the position of Acting [Executive Director/President/CEO]
The [Board President/Board Chair] may designate [First Name] [Last Name], [Title],
to the position of Acting [Executive Director/President/CEO]. His/her position
description will specify that she may serve as Acting [Executive
Director/President/CEO] in the absence of the [Executive Director/President/CEO]
unless otherwise decided by the [Board President/Board Chair]. S/he will have an
emergency backup succession plan with designated appointees if s/he becomes
Acting [Executive Director/President/CEO] or if s/he is otherwise unable to serve
his/her own functions as [Title].
C. Second backup for the position of [Executive Director/President/CEO]
The [Board President/Board Chair] may also consider splitting duties among
designated appointees based on the primary functions to be carried out.
[First Name] [Last Name], [Title], may serve as second backup for the position of
Acting [Executive Director/President/CEO]. S/he may serve should [First Name]
[Last Name], [Title], be unable or unwilling to serve as Acting [Executive
Director/President/CEO] or otherwise decided by the [Board President/Board
Chair]. They both will have an emergency backup plan with designated appointees.

43. Provided by Raffa, P.C. for Training Purposes Only 4
D. Cross-training plan for appointees
The [Executive Director/President/CEO], in collaboration with the [Board
President/Board Chair], will develop a plan for training the potential appointees in
the priority functions of the [Executive Director/President/CEO] which are listed in
section 2 above. The training plan will be attached to this document when the plan
is completed. The Human Resources Manager will have the responsibility of
handling the logistics of the plan’s implementation.
E. Authority and restrictions of the appointee
The person appointed as Acting [Executive Director/President/CEO] may have the
same authority for day-to-day decision making and independent action as the
[Executive Director/President/CEO] except as further defined by the [Board
President/Board Chair].
Decisions that will be made in consultation with the [Board President/Board
Chair] or other appropriate committee include senior management staff hiring
and terminations, financial issues, taking on a new project, and taking public
policy positions on behalf of the organization.
F. Compensation
The [Board President/Board Chair], in consultation with the Executive Committee,
may consider a salary adjustment for the Acting [Executive
Director/President/CEO].
G. [Board President/Board Chair] responsibility for oversight and support to the Acting
[Executive Director/President/CEO]
As with the [Executive Director/President/CEO], the [Board President/Board Chair]
and Board of [Trustees/Directors] will have the responsibility for monitoring the
work of the Acting [Executive Director/President/CEO]. The Acting [Executive
Director/President/CEO] will provide regular updates and meet with the [Board
President/Board Chair] as President may determine. The [Board President/Board
Chair] will also be alert to the special support needs of the Acting [Executive
Director/President/CEO] serving in this temporary leadership role and act to
address them.
H. Communications plan
Within eight (8) hours after an Acting [Executive Director/President/CEO] is
appointed, the [Board President/Board Chair] and the Acting [Executive
Director/President/CEO] will meet to implement an external communications plan
to announce the organization’s temporary leadership structure, including the kind
of information that will be shared and with whom (e.g. major donors, civic
leaders, government officials).
Within 24 hours after an Acting [Executive Director/President/CEO] is appointed,
the [Board President/Board Chair] and Acting [Executive Director/President/CEO]
will implement the communications plan to announce the organization’s
temporary leadership structure to the management team, the Board of
[Trustees/Directors] and the Advisory Boards.

44. Provided by Raffa, P.C. for Training Purposes Only 5
Notifications will take place in sequence on the following timetable:
 Within 24 hours, the [Board President/Board Chair] will notify the
Management Team.
 Within 24 hours, the Acting [Executive Director/President/CEO] will notify
the staff.
 Within 72 hours, the [Board President/Board Chair] and the Acting
[Executive Director/President/CEO] will notify parents via mailed letter.
 Within seven days, the [Board President/Board Chair] and the Acting
[Executive Director/President/CEO] will notify other consumers.
 Within seven days, the Director of Operations will notify the closest
vendors, the banks and the auditor.
 Within seven days, the Director of Development will notify the closest
donors and foundations.
 Within seven days, the Acting [Executive Director/President/CEO] will
notify the local and state governmental funding agencies, appropriate
officials and the landlords.
Updated Key Contact information will be maintained in the organization’s
database for easy access on an ongoing basis by a member designated by the
[Executive Director/President/CEO].
7. Emergency Backup plan in event of a temporary, unplanned absence (LONG-TERM)
The procedures and conditions to be followed will be the same as for a short-term
absence with one addition: The [Board President/Board Chair] will give immediate
consideration, in consultation with the executive management team, to temporarily back-
filling the position left vacant by the Acting [Executive Director/President/CEO]. 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/President/CEO] to carry the duties of both
positions. The position description of a temporary appointment would focus on covering
the priority areas in which the Acting [Executive Director/President/CEO] needs
assistance.
8. Emergency Backup plan in event of a PERMANENT unplanned absence
The procedures and conditions will be the same as for a long-term temporary absence
with one addition: The [Board President/Board Chair] may appoint a Transition and Search
Committee of no less than five members in accordance with the terms of [Organization
Name] Succession Policy and follow the procedures set forth in the Policy.

45. Provided by Raffa, P.C. for Training Purposes Only 6
9. Approvals and maintenance of record
A. Emergency Backup plan approval
This emergency backup plan will be approved by the full Board of
[Trustees/Directors] and reviewed annually at a formal Board meeting to make any
needed changes in the standing appointees or backups. The [Board
President/Board Chair] may review and amend the plan at other times if a standing
appointee or backup is no longer available to serve in an Acting [Executive
Director/President/CEO] capacity. The [Board President/Board Chair] may
reevaluate the plan when new designees are appointed.
B. Signatories
The [Board President/Board Chair], the [Executive Director/President/CEO], the
Human Resources Administrator, and the designated backup appointees will sign
this plan.
C. Maintenance of record
The [Board President/Board Chair], the [Executive Director/President/CEO], the
Human Resources Administrator, and the designated backup appointees will
maintain copies of this plan.
Approved by [Organization Name] Board of [Trustees/Directors] on ____________.
________________________________________________
[First Name] [Last Name, [Board President/Board Chair]
_________________________________________________
[First Name] [Last Name], [Executive Director/President/CEO]
I acknowledge that I have reviewed this plan:
____________________________________
[First Name] [Last Name], [Title]
____________________________________
[First Name] [Last Name], [Title]

46. 1
[Organization Name]
Executive Director
Succession Policy
Introduction
A change in executive leadership is inevitable for all organizations. It is a time of both risk and
opportunity. It is a period in an organization’s history when the Board President must increase
his/her level of engagement. It is also a time when some may seek assurance of the
organization’s viability and long-term sustainability.
A succession policy for the Executive Director position is a routine risk management and
sustainability planning tool. The Policy ensures organizational sustainability by providing a
proactive, orderly plan for executive leadership transitions.
To that end, the Board of [Organization Name] is adopting this succession policy for purposes
of:
 Focusing Board attention on leadership team development through annual
communications between the Executive Director and Board about the depth of staffing
and succession plans for Management Team positions
 Establishing principles, role clarity and procedures to support positive leadership
transitions that foster good endings and beginnings with departing and arriving leaders
and build organizational capacity when a planned or unplanned executive leadership
change occurs
The Board President shall be responsible for implementing this policy and its related
procedures, and for annually reviewing and updating the policy as needed.
In the event of a planned or unplanned leadership transition, the Board shall immediately
appoint a Transition Committee which shall plan and manage the transition, including the search
for a new Executive Director.
The Transition Committee shall be comprised of at least five and no more than seven members
including at least three board members. Ideally these board members will represent past,
present and prospective future leaders of the board of the board. The Board may also consider
appointing a staff member(s) and/or another stakeholder(s) to the Transition Committee.
Guiding Principles
 [Organization Name] is open to and will consider both internal and external candidates
when filling the Executive Director position. A national search will be conducted unless
the board concludes that a current staff member is appropriate and available for the job.
 In organizations such as [Organization Name], the Executive Director’s position is often
shaped by the incumbent’s talents and areas of specialized interest. That person’s

47. Provided by Raffa, P.C. for Training Purposes Only 2
departure might necessitate other organizational changes including the creation of new
positions and/or realignment of current positions.
 The preeminent goal of a transition to a new Executive Director is maintaining continuity
of [Organization Name]’ mission-related work. A transition also presents an opportunity
for the organization to continue to grow and develop.
Lines of Authority
1. The selection of the Executive Director is the responsibility of the Board.
2. The current Executive Director has the responsibility to continuously identify, encourage,
and help to develop senior managers within the organization who are qualified to meet
future leadership needs, whether that be on a temporary or permanent basis.
3. The current Executive Director has the responsibility to plan for the orderly transition of
all senior managers.
Emergency Backup Plan
1. Related to the position of Executive Director: To be prepared at all times for a leadership
transition, the organization shall maintain an up-to-date Emergency Backup Plan with
guidelines for the planned or unplanned short-term and long-term absence of the
Executive Director. This plan is approved by the Board and will be reviewed annually.
The plan can also serve as the Transition Plan when there is a vacancy in the Executive
Director position.
2. Related to Management Team Positions: To be prepared at all times for a senior
management transition, the Executive Director shall maintain an up-to-date Emergency
Backup Plan with guidelines for the planned or unplanned short-term and long-term
absence of members of the Management Team. Those plans shall be provided to the
Board President and made available to the Board.
Board Action in the Event of Vacancy in the Executive Director Position
1. Organizational Assessment: The Board or Transition Committee shall take time to
assess the leadership needs of the organization before the search for a new Executive
Director is conducted. The assessment shall include a review and update (if needed) of
the organization’s strategic plan. The assessment will be designed to help assure the
selection of a qualified and capable leader who fits well with the organization’s mission,
vision, values, culture, goals, and objectives, and who has the necessary skills to lead
the organization.
2. Option of appointing an Acting or Interim Executive Director: To assure the
organization’s operations are not interrupted while the Board assesses the leadership
needs and recruits a new Executive Director, the Board may appoint an Acting Executive
Director from among senior executive staff or hire an Interim Executive Director from
outside the organization.
3. Duties of the Acting/Interim Executive Director: Among such duties will be to ensure that
the organization continues to operate without disruption and that all organizational

48. Provided by Raffa, P.C. for Training Purposes Only 3
commitments previously made are appropriately executed, including but not limited to,
speaking engagements, grant and contract obligations, reports, licenses, certifications,
membership renewals, and other obligations to funders and other stakeholders.
4. Simultaneous transitions for the Executive Director and Senior Management Positions:
After appointing an Acting or Interim Executive Director from within, the Board may make
other temporary senior management appointments from among other senior
management staff, external hires, or whatever combination of those options best
assures continuity in leadership and program success through the transition period and
afterwards.
Preparation Time Frame for Replacement of the Executive Director
1. The optimal period for the Executive Director to announce his/her departure from that
role – or proposed commencement of a new role in the organization – is at least six to
twelve months before the date of departure.
2. The organization’s Board understands that the time required for successfully completing
a planned leadership transition is approximately eight to twelve months.
Role of the Outgoing Executive Director in Planned Transitions
The departing Executive Director, unless otherwise directed by the Transition Committee, will be
involved in some transition activities such as: fundraising, communicating with funders and other
stakeholders, and briefing the incoming Executive Director. The departing Executive Director's
role during the transition and after the new Executive Director starts shall be developed in
consultation with the Board President and/or Transition Committee and communicated to the
Board.
Initial Implementation of the Transition Plan
1. Within fifteen (15) days of the announcement of a planned departure, the Board
President shall appoint a Transition Committee. This Committee shall be comprised of at
least three members of the Board. Other external stakeholders and/or staff may be
recruited to advise or assist the Committee at the discretion of the Board President and
Transition Committee.
2. The Transition Committee shall be responsible for implementing this transition plan and
further developing the plan as needed.
At its first meeting, the Transition Committee shall determine its role, including
responsibilities related to conducting the search process. (The Transition Committee
may recommend that the Board President appoint a separate Search Committee, while
the Transition Committee manages the overall transition process for the organization.)
The Committee shall also discuss and decide on how the senior staff will be
substantively involved in the transition planning process and consulted in the selection
process.

49. Provided by Raffa, P.C. for Training Purposes Only 4
3. The Transition Committee shall also determine the need for consulting assistance (i.e.,
transition management consultant and/or executive search firm) based on the
circumstances.
4. As needed, the Board President shall authorize an organizational assessment and
schedule a Board Retreat to review and/or refresh the organization’s strategic plan.
[Organization Name] Commitment Regarding Diverse Candidates and Staff Leader
Development
1. In order to provide career advancement for staff, the organization shall encourage the
professional development of current employees.
2. In order to support the Board’s due diligence and ensure that the best possible
candidate is hired, the organization shall implement a search and selection process that
is open to internal and external candidates.
3. In order to develop a finalist pool that is reflective of the community, the organization
shall work proactively to develop a diverse pool of candidates for the Executive Director
position.
Adopted by the Board of Directors on the ___ day of ____________, 2015.
________________________________
[First Name] [Last Name], [Title]