This document provides a summary of a presentation on sustainability, succession, and executive transition planning for nonprofits. It discusses the importance of these topics for ensuring organizational continuity and effectiveness.
The presentation covers four key elements of sustainability: business model/strategy, leadership, resources, and culture. It outlines three types of succession planning: succession essentials, leader development, and departure-defined planning. Succession essentials involves emergency backup plans and a succession policy. Leader development focuses on proactive talent management.
The document also discusses executive transition management and provides an example emergency backup succession plan template. It emphasizes that sustainability, succession, and transition planning are important responsibilities of leadership that help minimize risk and ensure a nonprofit's mission
2015-03-03 Next Steps for Executives: The Value of Combining Sustainability a...Raffa Learning Community
This document discusses sustainability and succession planning for non-profit organizations. It recommends combining these two practices to help ensure continuity of leadership and operations. Sustainability planning involves assessing an organization's business model, leadership, resources, and culture. Succession planning includes developing emergency backup plans, a succession policy, and long-term leader development. Integrating sustainability and succession planning can help mitigate risks and strengthen an organization's ability to fulfill its mission over time.
2015-09-08 Preparing Your Organization and Yourself for a Successful TransitionRaffa Learning Community
This document discusses preparing organizations and leaders for successful transitions through sustainability and succession planning. It covers the four core elements of sustainability planning: business model/strategy, leadership, resources, and culture. It also examines three approaches to succession planning: succession essentials, leader development, and departure-defined. The document provides tools and best practices for sustainability and succession planning, including assessments and discussing it as a form of risk management. It promotes introducing these practices broadly across an organization to ensure continuity of leadership and operations.
The document outlines an emergency backup succession plan for an organization, including defining key functions of the CEO position and identifying temporary staffing strategies to ensure those functions continue in the CEO's absence. It provides details on implementing the plan if an unplanned, short-term absence of the CEO occurs, such as appointing an Acting CEO and notifying stakeholders. The plan aims to maintain business operations and minimize disruption during a temporary leadership transition.
This document summarizes a presentation on project leadership and change management. It discusses components of project leadership like creating vision, guiding teams, and being an agent of change. It also examines different leadership styles and their suitability for projects. Change management is explored through characteristics of change-capable teams, managing resistance to change, and using models like ADKAR. The role of leadership in change is defined as providing vision and support through transitions. Techniques for reducing resistance include communication and participation. The document provides activities for participants to discuss leadership and change processes for a state education project.
POSDCORB is an acronym that describes the seven major functions of management: Planning, Organizing, Staffing, Directing, Coordinating, Reporting and Budgeting. It was created in 1937 and helps managers divide work, allocate authority and responsibilities, maintain discipline, and ensure unity of command and direction. However, POSDCORB overlooks leadership skills and flexibility needed to adapt to changing organizational needs. While it provides a basic framework, it does not account for the unique nature and functions of different organizations.
This document provides an overview of effective management strategies and skills. It discusses key roles and behaviors of managers, including encouraging employees and recognizing their work. Other sections address good management practices, consequences of poor management, helping first-line managers, decision-making, different types of capital, and high-performance work. Additional topics include organizational health, globalization, competence classes, change management, performance reviews, trust, communication, big data, and psychological factors in the workplace. The document concludes with sections on psychological flexibility, improving communication, organizational excellence, employment, behavior, supervision skills, and a case for developing supervisory skills.
Agreegate performance management in the 21 st century privateSCHELPS Concepts
Like Every Other Business, School Management Requires Wide Experience In Not Only The Regards Of Effective Teaching Delivery But Also Administration Of All The School Resources.
One Of The Salient Resources Required For The Start-up And Going Concern Of School Management Is Human Resources(teachers)
Of All The Internal Factors That Have Gross Impact On The Productivity Of Schools, Teachers’ Performance Have More Influence.
Effective Teachers’ Performance Management Is One Key Tool That Enhances Productivity, Profitability Through Increased Patronage.
Effective Teachers Performance Is Also A Key Tool In Making The Decision Of “Who Needs To Stay Or Be Fired” Thereby Reducing Human Capital Cost And Redundancy.
So The Question Now Is Less About How Performance Management Itself Is Evolving And More About How Performance Management Is Embedding Into The Strategic Management Process To Ensure That People Are Adding Value To The Organization And Hence Driving Business Performance.
This document provides an overview of planning concepts including:
1) Planning is defined as determining future courses of action in advance and involves setting goals, developing strategies, and creating plans.
2) There are different types of plans including strategic, operational, long-term, short-term, specific, and directional plans.
3) The planning process involves analyzing opportunities, setting objectives, determining premises, evaluating alternatives, selecting a course of action, and implementing and reviewing plans. Barriers to planning and criticisms of overly rigid planning are also discussed.
2015-03-03 Next Steps for Executives: The Value of Combining Sustainability a...Raffa Learning Community
This document discusses sustainability and succession planning for non-profit organizations. It recommends combining these two practices to help ensure continuity of leadership and operations. Sustainability planning involves assessing an organization's business model, leadership, resources, and culture. Succession planning includes developing emergency backup plans, a succession policy, and long-term leader development. Integrating sustainability and succession planning can help mitigate risks and strengthen an organization's ability to fulfill its mission over time.
2015-09-08 Preparing Your Organization and Yourself for a Successful TransitionRaffa Learning Community
This document discusses preparing organizations and leaders for successful transitions through sustainability and succession planning. It covers the four core elements of sustainability planning: business model/strategy, leadership, resources, and culture. It also examines three approaches to succession planning: succession essentials, leader development, and departure-defined. The document provides tools and best practices for sustainability and succession planning, including assessments and discussing it as a form of risk management. It promotes introducing these practices broadly across an organization to ensure continuity of leadership and operations.
The document outlines an emergency backup succession plan for an organization, including defining key functions of the CEO position and identifying temporary staffing strategies to ensure those functions continue in the CEO's absence. It provides details on implementing the plan if an unplanned, short-term absence of the CEO occurs, such as appointing an Acting CEO and notifying stakeholders. The plan aims to maintain business operations and minimize disruption during a temporary leadership transition.
This document summarizes a presentation on project leadership and change management. It discusses components of project leadership like creating vision, guiding teams, and being an agent of change. It also examines different leadership styles and their suitability for projects. Change management is explored through characteristics of change-capable teams, managing resistance to change, and using models like ADKAR. The role of leadership in change is defined as providing vision and support through transitions. Techniques for reducing resistance include communication and participation. The document provides activities for participants to discuss leadership and change processes for a state education project.
POSDCORB is an acronym that describes the seven major functions of management: Planning, Organizing, Staffing, Directing, Coordinating, Reporting and Budgeting. It was created in 1937 and helps managers divide work, allocate authority and responsibilities, maintain discipline, and ensure unity of command and direction. However, POSDCORB overlooks leadership skills and flexibility needed to adapt to changing organizational needs. While it provides a basic framework, it does not account for the unique nature and functions of different organizations.
This document provides an overview of effective management strategies and skills. It discusses key roles and behaviors of managers, including encouraging employees and recognizing their work. Other sections address good management practices, consequences of poor management, helping first-line managers, decision-making, different types of capital, and high-performance work. Additional topics include organizational health, globalization, competence classes, change management, performance reviews, trust, communication, big data, and psychological factors in the workplace. The document concludes with sections on psychological flexibility, improving communication, organizational excellence, employment, behavior, supervision skills, and a case for developing supervisory skills.
Agreegate performance management in the 21 st century privateSCHELPS Concepts
Like Every Other Business, School Management Requires Wide Experience In Not Only The Regards Of Effective Teaching Delivery But Also Administration Of All The School Resources.
One Of The Salient Resources Required For The Start-up And Going Concern Of School Management Is Human Resources(teachers)
Of All The Internal Factors That Have Gross Impact On The Productivity Of Schools, Teachers’ Performance Have More Influence.
Effective Teachers’ Performance Management Is One Key Tool That Enhances Productivity, Profitability Through Increased Patronage.
Effective Teachers Performance Is Also A Key Tool In Making The Decision Of “Who Needs To Stay Or Be Fired” Thereby Reducing Human Capital Cost And Redundancy.
So The Question Now Is Less About How Performance Management Itself Is Evolving And More About How Performance Management Is Embedding Into The Strategic Management Process To Ensure That People Are Adding Value To The Organization And Hence Driving Business Performance.
This document provides an overview of planning concepts including:
1) Planning is defined as determining future courses of action in advance and involves setting goals, developing strategies, and creating plans.
2) There are different types of plans including strategic, operational, long-term, short-term, specific, and directional plans.
3) The planning process involves analyzing opportunities, setting objectives, determining premises, evaluating alternatives, selecting a course of action, and implementing and reviewing plans. Barriers to planning and criticisms of overly rigid planning are also discussed.
We need blended organisational structures, capabilities, leadership, talent and culture for a sustainable competitive advantage. We need collaboration across boundaries, innovation, agility, digital enablement, culture engagement and strategic and embedded change management. We need leaders and HC to design, drive and enable organisational responsiveness.
Planning and organizing at supervisory levelSuraj Jadhav
This will help people who seek for the basic function of Management at basic level. they will understand the each concept of planning and organizing functions in this presentation.
This document provides an outline and introduction for an agribusiness strategic management course. The course aims to provide students with strategic management techniques for managing agribusinesses. The outline covers topics such as the strategic planning process, formulating agribusiness strategies, and integrating operations, marketing, finance, and human resources. The document provides an introduction to strategic management, defining it as a process that links strategic planning and decision making with day-to-day operations. It also discusses the strategic management process and the role of senior managers in leading the process.
The document discusses management functions and the POSDCORB model. It defines POSDCORB as an acronym created by Luther Gulick comprising the main functions of management: Planning, Organizing, Staffing, Directing, Coordinating, Reporting, and Budgeting. It then explains each function in the POSDCORB model and the different levels of management, including their typical responsibilities.
General Management Course - 16th -27th February 2015Donald Donald
This document provides an overview of a general management course taking place from February 16-27, 2015 in Otjiwarongo, Namibia. The course objectives are to define management, differentiate leadership and management, and develop positive management skills. It discusses why management skills are needed, common causes of business failure, and the roles, principles, and functions of management. It also covers various branches of management including human resources, project, operations, and strategic management. Finally, it outlines the development of management theory and schools of thought on management.
Strategic Change Management Training Course covers principals, strategies, and approaches required to effective change management. In this regularly changing universe of business, nothing continues as before for quite a while, and this really is the best open door for those pioneers who know how to get ready for and oversee change. They know how to underwrite today to make benefit tomorrow.
Why Do You Need Change Management Training?
To develop the organization’s ability to effectively face change, improving agility.
Enhance the likelihood of successful business change/transformation – supporting strategic direction
To mitigate the risks related to failed initiatives
To support change initiatives with well-known, process-driven approaches in order to build a united strategy to change
To create and secure employee loyalty, aligning with organizational goals in the times of change
To develop and sustain the involvement of internal and external stakeholders with new plans
To effectively manage change communications with internal and external communities so that change is well received and supported
To enhance evaluation of change influence, combined change planning and effective implanting of change into the life of the organization
TONEX Training Format:
The training is designed to be fun and interactive. It includes lectures, individuals and small group activities, and hands-on workshops.
Audience:
Strategic Change Management Training is a 2-day course designed for:
Mid-level, senior managers
Senior leaders
Strategic leaders
Vice presidents
Executive directors
Directors
Division managers
Training outlines:
Overview
Various Types of Change and Their Drivers
The Change Process
Change Associated with People
Undertaking Change Leads
Decision Making and Motivation
Understanding Performing Teams
Organizational Leadership
Process & Structures In Organizations
How to Benefit from Individual Differences
Evaluating Employee Performance
Effective Leadership and Creative Problem Solving
How to Manage Job Satisfaction and Stress
Work Design Viewpoints
Culture, Change and Organizational Values
Understanding Change Management
Implementing Organizational Changes
TONEX Hands-On Workshop
Learn more about training objectives, pricing, etc.
Strategic change management training
https://www.tonex.com/training-courses/strategic-change-management-training/
This document contains lecture notes on Health Service Management for second year public health students. It covers the following topics over two lecture days:
Day 1 topics include definitions of management and health management, the historical development of management, the differences between management and administration, management functions including planning, organizing, staffing, directing, and controlling.
Day 2 topics include management and the external environment, the roles and types of managers including first line, middle, and top managers, necessary management skills at different levels, and key management concepts and principles such as effectiveness, efficiency, and management by objectives.
The document provides an overview of important concepts in health service management through detailed lecture outlines intended to educate students in this subject area.
The document discusses the concepts and types of planning. It defines planning as the process of thinking about and organizing activities to achieve goals. There are different types of plans including:
- Strategic plans which are long-term plans created by top managers to achieve organizational goals.
- Tactical plans which support strategic plans by translating them into specific area plans.
- Operational plans which focus on procedures and processes at the lowest organizational levels.
- Contingency plans which provide alternative courses of action if original plans fail.
The document also outlines characteristics and principles of effective planning such as being future oriented, goal focused, and requiring teamwork. Barriers to planning include the time and expense required as well as potential restrictions
Management has been described as a social process involving responsibility for economical and effective planning & regulation of operation of an enterprise in the fulfillment of given purposes. It is a dynamic process consisting of various elements and activities. These activities are different from operative functions like marketing, finance, purchase etc. Rather these activities are common to each and every manger irrespective of his level or status.
According to Henry Fayol, “To manage is to forecast and plan, to organize, to command, & to control”. Whereas Luther Gullick has given a keyword ’POSDCORB’ where P stands for Planning, O for Organizing, S for Staffing, D for Directing, Co for Co-ordination, R for reporting & B for Budgeting. But the most widely accepted are functions of management given by KOONTZ and O’DONNEL i.e. Planning, Organizing, Staffing, Directing and Controlling
Administration involves organizing human and material resources to achieve goals. The key functions of administration include planning, organizing, staffing, directing, coordinating, reporting, recording and budgeting. Planning involves determining objectives and strategies to achieve them. Organizing involves structuring job responsibilities and reporting relationships. Staffing involves selecting and developing personnel. Directing includes motivating and leading people. Coordinating synchronizes activities. Reporting and recording document activities. Budgeting plans and controls financial resources.
Function of management, different authors, managemnetBebolious Pharoo
The document discusses the key functions and levels of management. It describes management as the art of getting work done through others to achieve organizational goals. The five core functions are planning, organizing, staffing, directing, and controlling. Planning involves deciding future actions, organizing is grouping and assigning work, staffing is selecting employees, directing is instructing staff, and controlling is monitoring performance. Management occurs at three levels - top, middle, and lower. Different authors like Fayol, Urwick, Gullick, Koontz and O'Donnell, and Dale have studied management functions over time.
The document discusses objectives, strategies, and planning for organizations. It outlines a hierarchy of objectives from mission statements down to individual objectives. It also discusses setting objectives, criteria for effective objectives, management by objectives (MBO), strategic planning processes, analyzing the external and internal environment, developing alternative strategies, and forecasting.
TetraPak Develops Change Management SkillsBrad Power
Packaging company TetraPak responded to increasing change by developing one common approach to change management, then rolled out training and deployed transformation experts. How do you build change skills in your organization?
The document discusses the nature and principles of management. It provides definitions and characteristics of management. Management is described as both an art and a science that involves planning, organizing, staffing, directing and controlling organizational resources and activities to achieve objectives. The document also outlines the functions of management, importance of management, and differences between administration and management.
The document discusses various concepts related to management including:
- The etymology and definitions of management, managers, administration, supervision.
- The four main functions of management: planning, organizing, leading, and controlling as described by Henri Fayol.
- The three levels of managers in organizations: first-line managers, middle managers, and top managers.
- The three main skills managers need: conceptual skills, human skills, and technical skills.
- Several influential management theories such as scientific management, bureaucratic theory, and human relations theory.
Management involves planning, organizing, staffing, directing, and controlling to accomplish organizational goals through a group of people. It is a continuous social process that coordinates work activities. Effective management utilizes resources to develop innovations, integrate interests, and provide stability. Over time, management evolved from a strict, top-down approach to focus more on strategic planning, quality, technology, and human factors through various theories. Managers require technical, human, and conceptual skills to fulfill interpersonal, informational, and decision-making roles within legal and ethical boundaries.
Management involves planning, organizing, leading, and controlling resources to achieve organizational goals. It is the process of accomplishing work through others by utilizing available resources efficiently and effectively. Management can be defined in several ways but fundamentally it involves coordinating efforts to direct people and resources towards desired ends. Key aspects of management include it being a process, an art as well as a science, following professional and established principles, and being dynamic, group-oriented and results-focused.
Sustainability and Succession Planning: Leveraging Change for Mission ImpactRaffa Learning Community
This document summarizes a presentation about sustainability and succession planning for nonprofit organizations. The presentation discusses the importance of sustainability planning, defines its four core elements as business model/strategy, leadership, resources, and culture. It then defines succession planning and outlines three approaches: succession essentials focusing on emergency backup plans and succession policies, leader development through talent management, and departure-defined planning to increase capacity under new leadership. The presentation emphasizes integrating sustainability and succession planning to ensure continuity and build organizational capacity to deliver the mission over time.
The document outlines an emergency backup succession plan for an organization, including defining key functions of the CEO position and identifying temporary staffing strategies to ensure those functions continue in the CEO's absence. It provides details on implementing the plan if an unplanned, short-term absence of the CEO occurs, such as appointing an Acting CEO and notifying stakeholders. The plan aims to maintain business operations and minimize disruption during a temporary leadership transition.
We need blended organisational structures, capabilities, leadership, talent and culture for a sustainable competitive advantage. We need collaboration across boundaries, innovation, agility, digital enablement, culture engagement and strategic and embedded change management. We need leaders and HC to design, drive and enable organisational responsiveness.
Planning and organizing at supervisory levelSuraj Jadhav
This will help people who seek for the basic function of Management at basic level. they will understand the each concept of planning and organizing functions in this presentation.
This document provides an outline and introduction for an agribusiness strategic management course. The course aims to provide students with strategic management techniques for managing agribusinesses. The outline covers topics such as the strategic planning process, formulating agribusiness strategies, and integrating operations, marketing, finance, and human resources. The document provides an introduction to strategic management, defining it as a process that links strategic planning and decision making with day-to-day operations. It also discusses the strategic management process and the role of senior managers in leading the process.
The document discusses management functions and the POSDCORB model. It defines POSDCORB as an acronym created by Luther Gulick comprising the main functions of management: Planning, Organizing, Staffing, Directing, Coordinating, Reporting, and Budgeting. It then explains each function in the POSDCORB model and the different levels of management, including their typical responsibilities.
General Management Course - 16th -27th February 2015Donald Donald
This document provides an overview of a general management course taking place from February 16-27, 2015 in Otjiwarongo, Namibia. The course objectives are to define management, differentiate leadership and management, and develop positive management skills. It discusses why management skills are needed, common causes of business failure, and the roles, principles, and functions of management. It also covers various branches of management including human resources, project, operations, and strategic management. Finally, it outlines the development of management theory and schools of thought on management.
Strategic Change Management Training Course covers principals, strategies, and approaches required to effective change management. In this regularly changing universe of business, nothing continues as before for quite a while, and this really is the best open door for those pioneers who know how to get ready for and oversee change. They know how to underwrite today to make benefit tomorrow.
Why Do You Need Change Management Training?
To develop the organization’s ability to effectively face change, improving agility.
Enhance the likelihood of successful business change/transformation – supporting strategic direction
To mitigate the risks related to failed initiatives
To support change initiatives with well-known, process-driven approaches in order to build a united strategy to change
To create and secure employee loyalty, aligning with organizational goals in the times of change
To develop and sustain the involvement of internal and external stakeholders with new plans
To effectively manage change communications with internal and external communities so that change is well received and supported
To enhance evaluation of change influence, combined change planning and effective implanting of change into the life of the organization
TONEX Training Format:
The training is designed to be fun and interactive. It includes lectures, individuals and small group activities, and hands-on workshops.
Audience:
Strategic Change Management Training is a 2-day course designed for:
Mid-level, senior managers
Senior leaders
Strategic leaders
Vice presidents
Executive directors
Directors
Division managers
Training outlines:
Overview
Various Types of Change and Their Drivers
The Change Process
Change Associated with People
Undertaking Change Leads
Decision Making and Motivation
Understanding Performing Teams
Organizational Leadership
Process & Structures In Organizations
How to Benefit from Individual Differences
Evaluating Employee Performance
Effective Leadership and Creative Problem Solving
How to Manage Job Satisfaction and Stress
Work Design Viewpoints
Culture, Change and Organizational Values
Understanding Change Management
Implementing Organizational Changes
TONEX Hands-On Workshop
Learn more about training objectives, pricing, etc.
Strategic change management training
https://www.tonex.com/training-courses/strategic-change-management-training/
This document contains lecture notes on Health Service Management for second year public health students. It covers the following topics over two lecture days:
Day 1 topics include definitions of management and health management, the historical development of management, the differences between management and administration, management functions including planning, organizing, staffing, directing, and controlling.
Day 2 topics include management and the external environment, the roles and types of managers including first line, middle, and top managers, necessary management skills at different levels, and key management concepts and principles such as effectiveness, efficiency, and management by objectives.
The document provides an overview of important concepts in health service management through detailed lecture outlines intended to educate students in this subject area.
The document discusses the concepts and types of planning. It defines planning as the process of thinking about and organizing activities to achieve goals. There are different types of plans including:
- Strategic plans which are long-term plans created by top managers to achieve organizational goals.
- Tactical plans which support strategic plans by translating them into specific area plans.
- Operational plans which focus on procedures and processes at the lowest organizational levels.
- Contingency plans which provide alternative courses of action if original plans fail.
The document also outlines characteristics and principles of effective planning such as being future oriented, goal focused, and requiring teamwork. Barriers to planning include the time and expense required as well as potential restrictions
Management has been described as a social process involving responsibility for economical and effective planning & regulation of operation of an enterprise in the fulfillment of given purposes. It is a dynamic process consisting of various elements and activities. These activities are different from operative functions like marketing, finance, purchase etc. Rather these activities are common to each and every manger irrespective of his level or status.
According to Henry Fayol, “To manage is to forecast and plan, to organize, to command, & to control”. Whereas Luther Gullick has given a keyword ’POSDCORB’ where P stands for Planning, O for Organizing, S for Staffing, D for Directing, Co for Co-ordination, R for reporting & B for Budgeting. But the most widely accepted are functions of management given by KOONTZ and O’DONNEL i.e. Planning, Organizing, Staffing, Directing and Controlling
Administration involves organizing human and material resources to achieve goals. The key functions of administration include planning, organizing, staffing, directing, coordinating, reporting, recording and budgeting. Planning involves determining objectives and strategies to achieve them. Organizing involves structuring job responsibilities and reporting relationships. Staffing involves selecting and developing personnel. Directing includes motivating and leading people. Coordinating synchronizes activities. Reporting and recording document activities. Budgeting plans and controls financial resources.
Function of management, different authors, managemnetBebolious Pharoo
The document discusses the key functions and levels of management. It describes management as the art of getting work done through others to achieve organizational goals. The five core functions are planning, organizing, staffing, directing, and controlling. Planning involves deciding future actions, organizing is grouping and assigning work, staffing is selecting employees, directing is instructing staff, and controlling is monitoring performance. Management occurs at three levels - top, middle, and lower. Different authors like Fayol, Urwick, Gullick, Koontz and O'Donnell, and Dale have studied management functions over time.
The document discusses objectives, strategies, and planning for organizations. It outlines a hierarchy of objectives from mission statements down to individual objectives. It also discusses setting objectives, criteria for effective objectives, management by objectives (MBO), strategic planning processes, analyzing the external and internal environment, developing alternative strategies, and forecasting.
TetraPak Develops Change Management SkillsBrad Power
Packaging company TetraPak responded to increasing change by developing one common approach to change management, then rolled out training and deployed transformation experts. How do you build change skills in your organization?
The document discusses the nature and principles of management. It provides definitions and characteristics of management. Management is described as both an art and a science that involves planning, organizing, staffing, directing and controlling organizational resources and activities to achieve objectives. The document also outlines the functions of management, importance of management, and differences between administration and management.
The document discusses various concepts related to management including:
- The etymology and definitions of management, managers, administration, supervision.
- The four main functions of management: planning, organizing, leading, and controlling as described by Henri Fayol.
- The three levels of managers in organizations: first-line managers, middle managers, and top managers.
- The three main skills managers need: conceptual skills, human skills, and technical skills.
- Several influential management theories such as scientific management, bureaucratic theory, and human relations theory.
Management involves planning, organizing, staffing, directing, and controlling to accomplish organizational goals through a group of people. It is a continuous social process that coordinates work activities. Effective management utilizes resources to develop innovations, integrate interests, and provide stability. Over time, management evolved from a strict, top-down approach to focus more on strategic planning, quality, technology, and human factors through various theories. Managers require technical, human, and conceptual skills to fulfill interpersonal, informational, and decision-making roles within legal and ethical boundaries.
Management involves planning, organizing, leading, and controlling resources to achieve organizational goals. It is the process of accomplishing work through others by utilizing available resources efficiently and effectively. Management can be defined in several ways but fundamentally it involves coordinating efforts to direct people and resources towards desired ends. Key aspects of management include it being a process, an art as well as a science, following professional and established principles, and being dynamic, group-oriented and results-focused.
Sustainability and Succession Planning: Leveraging Change for Mission ImpactRaffa Learning Community
This document summarizes a presentation about sustainability and succession planning for nonprofit organizations. The presentation discusses the importance of sustainability planning, defines its four core elements as business model/strategy, leadership, resources, and culture. It then defines succession planning and outlines three approaches: succession essentials focusing on emergency backup plans and succession policies, leader development through talent management, and departure-defined planning to increase capacity under new leadership. The presentation emphasizes integrating sustainability and succession planning to ensure continuity and build organizational capacity to deliver the mission over time.
The document outlines an emergency backup succession plan for an organization, including defining key functions of the CEO position and identifying temporary staffing strategies to ensure those functions continue in the CEO's absence. It provides details on implementing the plan if an unplanned, short-term absence of the CEO occurs, such as appointing an Acting CEO and notifying stakeholders. The plan aims to maintain business operations and minimize disruption during a temporary leadership transition.
Rachael Gibson and Melody Thomas of Raffa, P.C. presented a webinar on assessing organizational sustainability. Raffa focuses on sustainability consulting and helps clients achieve their missions. The webinar covered Raffa's four elements of sustainability planning: business model/strategy, leadership, resources, and culture. It provided strategies for sustainability planning, developing leaders at all levels, and conducting a bench strength review of management teams. The webinar emphasized aligning sustainability efforts with organizational strategies and gaining board and leadership support.
I. Succession planning identifies and develops internal talent to fill key leadership positions when they become vacant. It increases the availability of experienced employees and prepares them to assume new roles.
II. A succession plan involves assessing each key role, identifying employees with potential, developing their skills, and ensuring qualified candidates are ready to step into critical positions seamlessly when the need arises.
III. The process begins with identifying critical roles and competencies needed now and in the future. High-potential employees are then selected, given development opportunities through training and experience, and regularly evaluated to track their growth and readiness for more senior positions.
This document discusses leadership capabilities critical for meeting future challenges. It emphasizes the importance of change leadership and having the right leaders and organizational support given external situations. It identifies that the best organizations proactively align talent and resources to support future strategies, while most organizations react to changes. The document provides examples of leadership capabilities needed at NSW Treasury, including adapting to change, applying judgment, and influencing others. It outlines developing change leadership through assessing competencies, capability frameworks, and roadmaps for tracking development. Effective change leadership includes actively participating, building coalitions, and direct communication. Support resources for leadership and change management are also listed.
Creating and sustaining change in an organization can be challenging. Change leadership and change management are both essential components of driving change. In this deck, we walk through our framework for successful transformation: thinking there, getting there, and living there.
This document discusses sustainability, succession planning, and executive transition management for non-profits. It is presented by Tom Adams, director of RAFFA, P.C., a consulting firm that works to help non-profits achieve their missions. The document outlines the importance of sustainability planning, succession planning, and executive transition management for ensuring continuity of leadership and operations. It identifies four core elements of sustainability - business model/strategy, leadership, resources, and culture. It also describes three approaches to succession planning - succession essentials, leader development, and departure-defined. The document aims to help non-profits engage in these practices to strengthen their ability to deliver on their missions over the long run.
This document announces a two-day event on leadership succession management and talent development. The event will include workshops and presentations on topics such as conducting a situational analysis, workforce planning, succession program creation, training and talent management synchronization, mentoring relationships, talent reviews, leadership development strategies, skills for today's economy, and transformational leadership cultivation. Speakers will include consultants and representatives from various organizations. Attendees will include professionals from HR, organizational development, succession planning, training and related fields.
This document provides an overview of key concepts in organizational management including planning, organizing, leading, controlling, and human resource management. It discusses the importance of planning which involves setting objectives, developing strategies, and creating action plans. Organizing establishes the organizational structure and roles. Leading influences employees through vision, motivation, and culture. Controlling monitors performance and ensures alignment with plans. Human resource management attracts, develops, and retains talent. The document also explores challenges such as communication issues, leadership development, and managing change.
This document provides information about an Executive Officers' Intensive training program being held in Melbourne, Sydney, and Canberra in April 2016. The two-day course will explore strategies and skills to enhance leadership, communication, and management abilities as an executive officer. Day one will focus on developing skills for executive leadership, including influencing others, dealing with pressure, and communication. Day two will focus on conscious leadership development, effectiveness, well-being, authenticity, and resilience. The document provides contact information and the course facilitators' backgrounds.
Career planning, development, succession planningRohini B. Agre
The document discusses career planning, development, and succession planning. It outlines the steps in career planning which include preparing skills inventories, developing career paths, training, and counseling. Succession planning ensures leadership continuity, retains intellectual capital, and encourages advancement. The steps in succession planning are preparing a management inventory, performance appraisals, retaining personnel, and staffing plans. Management development programs provide scientific training to enrich knowledge and skills. Organization development is a planned, organization-wide effort to increase effectiveness through behavioral interventions in processes.
This document provides an overview of a presentation on change management. It will cover 5 key areas: defining and building a case for change, leadership alignment, stakeholder analysis, communications and engagement, and workforce alignment and training. The presentation will provide specific strategies to guide employees through change and achieve business benefits. It will also share the presenter's experience working in change management consulting. The document defines change management and outlines critical success factors. It dives deeper into each of the 5 areas, providing guidance on key aspects within each such as developing a change vision, aligning leadership, analyzing stakeholders, creating a communications strategy, and developing a training plan. It concludes by offering attendees access to a discounted online change management academy.
The core values are the guiding principles that dictate behavior and action. Core values can help people to know what is right from wrong; they can help organizations determine if they are on the right path and fulfilling their strategic goals; and they create an unwavering and unchanging guide to an organization’s identity.
Talking about organization’s transformation, apart from technological advancement and organization’s process development, leading transformation requires competent people, dynamic organization and shared values & culture that enable the organization to resolve today’s issues, prepared for future challenges in dealing with changing trends and environment.
The document discusses cultivating an environment for success and change. It addresses key factors such as leadership, communication, employee engagement, process maturity, and managing change. It provides considerations for assessing these factors in a business area and identifies them as key pillars for success. The document proposes potential interventions to address factors rated as priorities, such as implementing regular communication and change management practices, developing skills, and ensuring clear priorities, resources, and problem solving processes. The goal is to foster an adaptive environment where employees thrive on change.
Bill dickinson resume' and credentials, october 2015Bill Dickinson
This document provides a summary of Bill Dickinson's qualifications and experience in leadership development and organizational consulting. He has over 30 years of experience strategizing and customizing leadership development programs. Some of his accomplishments include developing 15-20 consulting and leadership development services, facilitating sessions for over 150 organizational units, and managing client project teams for national and international projects. Currently, he leads the establishment of a leadership academy at the University of Georgia and has held several senior consulting roles where he developed comprehensive leadership services. He has a doctorate in leadership and is a certified master trainer in leadership development.
The document outlines steps for developing a succession management process for EMA, including clarifying strategic goals, identifying key leadership competencies, assessing current talent, developing individualized plans, and establishing metrics to monitor progress. A team will be formed to install a 4-step process involving succession planning, development programs, knowledge transfer strategies, and annual reviews to ensure the organization has qualified successors for critical roles.
Similar to 2014-06-24 Sustainability, Succession and Transition Planning (20)
The document provides an agenda and overview for a presentation on Sage Intacct financial management and accounting software for nonprofits. It discusses challenges nonprofits face with grant management, field offices, and federal reporting compliance. It then introduces Sage Intacct and demonstrates its capabilities for grant management, reporting, billing, and other financial processes to address nonprofit needs.
Kerry Mickelson from Marcum LLP presented on the importance of conducting regular IT assessments. The presentation covered topics such as industry best practices, network infrastructure, security, disaster recovery, budget reviews, and compliance. Mickelson emphasized that assessments help identify risks, ensure compliance, and improve business processes. Regular assessments also benefit IT staff by providing coaching to help address any issues.
This document summarizes a presentation about high risk compliance issues for non-profits and how to avoid them. It discusses recent regulatory updates to procurement standards, subrecipient monitoring requirements, and time and effort reporting. It provides an overview of common pitfalls organizations experience with these topics. Best practices are presented for procurement workflows, identifying subawards versus contracts, and implementing compliant time tracking systems. The role of accounting systems in supporting compliance with these areas is also addressed.
- A CIO aligns an organization's technology with its business goals by assessing what technology the organization currently has and can do, compared to what it should have and be able to do, in order to close any gaps.
- A CIO looks at people, services, software, hardware, data processing and storage, and ensures compliance, accuracy, security and opportunities from technology.
- For some organizations, a CIO role is not needed full-time but provides value during times of major change or for addressing new initiatives and business needs. A CIO helps manage technology better through reporting, planning, governance and identifying opportunities.
This document provides an overview of a presentation on systems requirements for organizations receiving federal grants and awards. The presentation covers the changing landscape of working with the federal government, system compliance requirements, requirements for foreign operations, desired features of an accounting system for non-profits, and indicators that it's time to replace an legacy system. The presenters are from Raffa, an accounting and consulting firm that works with non-profit clients.
The document discusses a presentation about accounting software for nonprofits featuring Sage Intacct. It includes an agenda covering grant management requirements, field office accounting challenges, federal reporting and compliance, and a demo of Intacct. The presentation objectives are to identify challenges for nonprofits and how Intacct can help with grant management and accounting. Attendees are polled on their organization size, current systems, and desired improvements. Raffa is introduced as a consulting firm that supports over 1,600 nonprofits with accounting systems and other services.
This document discusses disaster recovery and business continuity planning. It begins by noting some key compliance regulations and then defines the key differences between disaster recovery and business continuity. Disaster recovery focuses on recovering data in the event of data loss, while business continuity aims to ensure continuous business operations despite system failures or disasters. The document provides guidance on identifying critical systems, acceptable downtimes, and appropriate disaster recovery and business continuity solutions. It also stresses the importance of testing plans before disasters occur.
The document describes an ERP and accounting systems comparison seminar hosted by Raffa, P.C. on September 20, 2018. The seminar will provide an overview of key ERP software options for mid-market organizations, including Microsoft Dynamics 365 Business Central, Sage Intacct, and JAMIS. Attendees will learn best practices for software evaluation and implementation, capabilities of leading ERP systems, and gain an understanding of the mid-market ERP landscape. The document also provides information about Raffa and their services in ERP implementations, accounting, technology solutions and more.
2018-07 Systems Integration Best Practices for Integrating Your Business Appl...Raffa Learning Community
How much time does your organizations spend getting data to and from critical business systems such as your donor management, association management, membership and accounting applications? What about time sheets, expense reports and payroll data? Have you made customizations to your systems that make packaged integrations difficult to work with? In this session we will share considerations, best practices and use cases from actual customer integrations that may help you tackle your next integration project.
Join Raffa Technology & BI360 for an informative session on best practice approaches to managing your budget process beyond Microsoft Excel. Come learn how you can help your organization increase productivity, insight and decision making while decreasing the manual keying and inaccuracies inherent with Microsoft Excel. This seminar includes a presentation of the BI360 budgeting and reporting software.
In today’s accounting environment, there is mounting pressure to run leaner while becoming more effective than ever. Meeting deadlines, reviewing or preparing reconciliations and providing support requires new approaches to mitigating errors and compromising the integrity of your SOFP and SOA. It doesn’t have to be that way.
Join nonprofit industry leader Raffa, PC and BlackLine to discover a simpler way to perform your reconciliation process that allows you to focus on analysis, risk mitigation, and value creation for your organization.
Not every organization can afford to have a full time CIO on staff. But someone will be fulfilling the role, even without the title. This seminar will help you understand the role a CIO fulfills within your organization, the areas you may not be addressing without a CIO, the risks and opportunities mitigated by the presence of a CIO, and the new world of outsourced IT.
Additionally, we will discuss if your organization can thrive without the latest technology, whether your IT team is doing what they should be, how your IT infrastructure measures up to best practices, and what technology you may be missing out on.
This document provides an overview and agenda for an upcoming course on the new accounting standards under FASB ASU 2016-14 for nonprofit financial statement presentation. The course will cover key changes such as consolidating net asset classes, requiring analysis of expenses by both nature and function, enhanced liquidity and investment return disclosures, and transition guidance. It outlines the objectives of the new standards to improve usefulness of nonprofit financial statements and compares current requirements to the new guidance. The document concludes with contact information for the course presenters.
With the ever-increasing threat of viruses, security breaches, and cyber theft, it is important to understand the basics of network and internet security. In this session, you will learn how to pass the security portion of your audit and how to protect your hardware. We will also discuss security in the cloud and Privacy Laws.
This class is beneficial to IT, Operations, and Administrative professionals.
Adam Grant, in a recent Atlantic article, says it best: “People Don’t Actually Know Themselves Very Well.” Do you agree? He argues that your coworkers are much better at rating aspects of your personality than you are. Studying thousands of people at work show that coworkers are more than twice as accurate when asked to assess how stable, dependable, friendly, outgoing and curious you are. In this workshop, we will give you an opportunity to solicit feedback in advance of the workshop, reflect on feedback you’ve received, and provide a safe and confidential environment to explore your blind spots. Those blind spots may be related to the way you see yourself as a manager or leader or perhaps how you think about intergenerational differences. We’ll discuss the importance of self-awareness and provide some tools to help you integrate new knowledge about yourself in practical ways at work.
Not every organization can afford to have a full time CIO on staff. But someone will be fulfilling the role, even without the title. This seminar will help you understand the role a CIO fulfills within your organization, the areas you may not be addressing without a CIO, the risks and opportunities mitigated by the presence of a CIO, and the new world of outsourced IT.
Additionally, we will discuss if your organization can thrive without the latest technology, whether your IT team is doing what they should be, how your IT infrastructure measures up to best practices, and what technology you may be missing out on.
Keeping reserves for a “rainy day” is a good practice for all nonprofit institutions, but how much should your organization set aside? A percentage of annual budget? Three-to-six months? Our answer is: it depends. Each nonprofit is unique and can experience distinct unexpected circumstances that may affect its long-term financial health.
This session, led by mark Murphy of Raffa Wealth Management, will focus on how to conduct a risk assessment that will assist your nonprofit in quantifying financial risks and opportunities. Once completed, this risk assessment aims to assist in finding the appropriate reserve level for your unique organization.
Whether you are in the initial phases of creating your nest egg or revaluating longstanding reserve levels, this session is for you.
Help your organization make better informed decisions. Join the Raffa Technology team and Prophix to discover how best in class organizations are using financial automation to drive improved budgeting, strategic financial analysis and better business decision making.
Learn how organizations are automating the financial budget process to deliver more accurate and timely information in the financial planning process.
Not every organization can afford to have a full time CIO on staff. But someone will be fulfilling the role, even without the title. This seminar will help you understand the role a CIO fulfills within your organization, the areas you may not be addressing without a CIO, the risks and opportunities mitigated by the presence of a CIO, and the new world of outsourced IT.
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Tired of chasing down expiring contracts and drowning in paperwork? Mastering contract management can significantly enhance your business efficiency and productivity. This guide unveils expert secrets to streamline your contract management process. Learn how to save time, minimize risk, and achieve effortless contract management.
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AI Transformation Playbook: Thinking AI-First for Your BusinessArijit Dutta
I dive into how businesses can stay competitive by integrating AI into their core processes. From identifying the right approach to building collaborative teams and recognizing common pitfalls, this guide has got you covered. AI transformation is a journey, and this playbook is here to help you navigate it successfully.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Unlock the full potential of the MECE (Mutually Exclusive, Collectively Exhaustive) Principle with this comprehensive PowerPoint deck. Designed to enhance your analytical skills and strategic decision-making, this presentation guides you through the fundamental concepts, advanced techniques, and practical applications of the MECE framework, ensuring you can apply it effectively in various business contexts.
The MECE Principle, developed by Barbara Minto, an ex-consultant at McKinsey, is a foundational tool for structured thinking. Minto is also renowned for the Minto Pyramid Principle, which emphasizes the importance of logical structuring in writing and presenting ideas. This presentation includes a clear explanation of the MECE principle and its significance. It offers a detailed exploration of MECE concepts and categories, highlighting how to create mutually exclusive and collectively exhaustive segments. You will learn to combine MECE with other powerful business frameworks like SWOT, Porter's Five Forces, and BCG Matrix. Discover sophisticated methods for applying MECE in complex scenarios and enhancing your problem-solving abilities. The deck also provides a step-by-step guide to performing thorough and structured MECE analyses, ensuring no aspect is overlooked. Insider tips are included to help you avoid common mistakes and optimize your MECE applications.
The presentation features illustrative examples from various industries to show MECE in action, providing practical insights and inspiration. It includes engaging group activities designed for the practice of the MECE principle, fostering collaborative learning and application. Key takeaways and success factors for mastering the MECE principle and applying it in your professional work are also covered.
The MECE Principle presentation is meticulously designed to provide you with all the tools and knowledge you need to master the MECE principle. Whether you're a business analyst, manager, or strategist, this presentation will empower you to deliver insightful and actionable analysis, drive better decision-making, and achieve outstanding results.
LEARNING OBJECTIVES:
1. Understand the MECE Principle
2. Improve Analytical Skills
3. Apply MECE Framework
4. Enhance Decision-Making
5. Optimize Resource Allocation
6. Facilitate Strategic Planning
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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. LEARNING OBJECTIVES
•Learn how leadership, strategy, resources, and
culture come together to influence organizational
sustainability
•Discover the three types of succession planning
and the benefits of each type
•Explore the executive transition process and
considerations relative to internal succession for a
chief executive
4
10. FOUR CORE ELEMENTS OF
ORGANIZATIONAL SUSTAINABILITY
10
Business
Model &
Strategy
Leadership
Resources
Culture
11. FOUR CORE ELEMENTS OF SUSTAINABILITY:
BUSINESS MODEL/STRATEGY
11
Business Model: How the organization creates and delivers
value, and finances the value-creation process.
• Has at least 5-7 years of life in front of it.
• Built on quality services. Needed by clients. Valued by
donors/funders.
Business Strategy: A coordinated set of actions aimed at
creating and sustaining a market position in order to carry out
your nonprofit’s mission. (Competitive advantage.)
• Is there a strategy in place? Is it written?
• Does it position the organization to meet future needs and
demands?
• Are the board and staff aligned with it and about it?
12. FOUR CORE ELEMENTS OF SUSTAINABILITY:
LEADERSHIP
12
Leadership in place to meet current and future needs
Succession plans for top leadership
The Board is a high-value asset to the organization
The Board’s work adequately covers its three core roles:
• Shaping mission and direction
• Ensuring leadership and resources
• Monitoring and improving performance, including its own
Strong, positive relationship between Board and executive
Diversity plus cultural and intergenerational competence
13. FOUR CORE ELEMENTS OF SUSTAINABILITY:
RESOURCES - TRENDS
13
Sufficient financial resources to meet short to midterm commitments
(6 to 24 months)
Revenue streams are properly diverse and have longevity
Favorable trends: revenue, expense and margin; good ratios
Proactive resource development strategy in place
Sound link:
Good stewardship of hard assets and building soft assets
Resource
PlanStrategy
Business
Model
14. FOUR CORE ELEMENTS OF SUSTAINABILITY:
CULTURE
14
AGILITY
Flexible in a dynamic environment
RESILIENCY
Bounces back quickly from setbacks
• Future focused, results-oriented, and action-based
• Organization’s value and impact is widely understood
17. WHY PLAN FOR SUCCESSION?
17
Ensures Organizational Sustainability
Increases Transition Success
Mitigates Risk
Gets us beyond an ugly
truth that we avoid:
All careers eventually
lead to a transition…
It’s just a matter of when
and how well managed
20. SUCCESSION ESSENTIALS:
EMERGENCY BACKUP PLANNING
20
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
21. SUCCESSION ESSENTIALS:
SUCCESSION POLICY
21
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
23. SUCCESSION PLANNING:
DEPARTURE-DEFINED
23
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
25. WHY DO SUSTAINABILITY AND
SUCCESSION PLANNING?
25
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
29. THE NEXT STEPS WORKSHOP
Sustainability, succession, and transition planning
for founders and long-tenured executives
Dates & Locations
• July 9-10, 2014 – Baltimore, MD
• October 22-23, 2014 – Washington, DC
• January 26-27, 2015 – Washington, DC
More information: Melody Thomas
mthomas@raffa.com
(202) 955-7242
A
Two-Day
Intensive
Hands-on
Workshop
29
30. THE NEXT STEPS WORKSHOP
SUSTAINABILITY, SUCCESSION, AND TRANSITION PLANNING
FOR FOUNDERS AND LONG-TENURED EXECUTIVES
DATES & LOCATIONS
JULY 9-10, 2014 – BALTIMORE, MD
OCTOBER 22-23, 2014 – WASHINGTON, DC
JANUARY 26-27, 2015 – WASHINGTON, DC
MORE INFORMATION: CONTACT MELODY THOMAS
MTHOMAS@RAFFA.COM
(202) 955-7242
30
A
TWO-DAY
INTENSIVE
HANDS-ON
WORKSHOP
Register
Today!
SAVE
$95
31. RESOURCES
31
THE NONPROFIT LEADERSHIP
TRANSITION AND DEVELOPMENT GUIDE
– Covers Leadership Transition and Leadership
Development
AVAILABLE FROM AMAZON.COM
32. 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.TransitionGuides.com/resources/monographs.htm
32
34. [Organization Name]
[Executive Title]
EMERGENCY BACKUP SUCCESSION PLAN
Guideline for the Appointment of an Acting [Executive Title]
in the Event of an Unplanned Absence of the Incumbent
1. Rationale
The [Executive Title] position in a nonprofit organization is a central element in the organization’s
success. Therefore, ensuring that the functions of the [Executive Title] are well-understood and
shared among the [Senior Management Team] 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 Directors is adopting policies and
procedures for the temporary appointment of an Acting [Executive Title] in the event of an
unplanned and extended absence of the [Executive Title]. The [Board President/Board Chair], or
[Board Vice-President/Board 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 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. The intent of this plan is to
ensure continuity in the administration of the organization's day-to-day operations, programs,
management of external relationships, and supervision of staff and finances.
2. Key Functions of the [Executive Title]
Of the duties listed in the job description (see Attachment 2), the key functions of the [Executive Title]
have a corresponding temporary staffing strategy for an Acting [Executive Title] in the attached
Emergency Backup Succession Plan Detail (See Attachment 1).
The [Senior Management Team] members assigned in the Short-Term Staffing of Key Functions are
relevant based on the organizational structure in place at this time (See Attachment 2). In the event
that those assigned are no longer available or positions are vacant, the [Board President/Board Chair]
may select other staff to support each of the key [Executive Title] functions. It is the responsibility of
the [Executive Title] to ensure that staff receive appropriate cross-training to successfully implement
the temporary staffing strategy.
3. Business as Usual
This Emergency Backup Succession Plan and the temporary staffing structure will minimize
disruption in quality service and maintain business as usual to the extent possible. In the absence of
the [Executive Title], unless otherwise determined by the Board of Directors, business as usual
includes maintenance of matters such as fiscal oversight, leadership, and serving as a liaison to the
board of directors. (See Attachment 1.)
35. 4. Emergency Backup Succession Plan Implementation
The Board of 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 Title]. The [Board Vice-President/Board Vice-Chair] has authorization to
implement this plan in the event that the [Board President/Board Chair] is 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] will convene an Executive Committee meeting to affirm the
procedures prescribed in this plan, or modify them if needed. The Executive Committee may choose
to amend and/or not to implement this plan
Consider: What ,if any, checks and balances are desired to guide actions by the [Board
President/Board Chair]. If you do not have an active Executive Committee, you will need to decide if
the full Board needs to be convened or another named Committee. Another option is to change “will
convene” to “may convene” and let the circumstances guide the Board President/Board Chair] in
deciding whom to consult and when.
While this timeline may vary based on circumstances, the suggested steps for implementation are:
• The [Board President/Board Chair] appoints an Acting [Executive Title].
• The [Board President/Board Chair] informs the Board of the Acting [Executive Title]
appointment.
• The [Board President/Board Chair] (and potentially other officers) consults with the Acting
[Executive Title] on the circumstances of the absence, organizational situation and related
factors.
• After the [Board President/Board Chair] and Acting [Executive Title] consult, stakeholders
will be notified following the defined Communications Plan.
5. Definitions
• A temporary absence is one in which it is expected that the [Executive Title] 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 three months.
• A permanent absence is one in which it is firmly determined that the incumbent [Executive Title] will
not be returning to the position.
Consider: In most organizations three months is defined as short-term with the assumption that the person,
assuming the duties temporarily, will have difficulty doing the key functions of two positions for more than
three months. Later in the plan, it is suggested that after three months or in a long-term backup,
consideration should be given to reducing the pressure and hand-off from Acting [Executive Title]
functions. If three months is too long for [Organization Name], you can shorten the short-term period by
redefining short-term absence to “one month or less” or “two months or less”.
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36. 6. Emergency Backup Plan: Short-term, Temporary, Unplanned Absence
Consider: It is preferred that there be one person as first backup and another for second backup. That
is not always possible. Two people can share the backup as long as the lines of authority and
communication to Board are clear and Board agrees. Where there are two equally prepared candidates
available and the executive and Board does not want to select one over the other as first backup,
alternating appointment is possible.
A. Appointing the Acting [Executive Title]
1. The Board of 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 Title].
2. In the event of an unplanned absence of the [Executive Title], a member of the [Senior
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
[Senior 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 Acting [Executive Title]
The [Board President/Board Chair] may appoint [Designated First Backup1], [First Backup
Title1], to the position of Acting [Executive Title]. His position description will specify that he
may serve as Acting [Executive Title] in the absence of the [Executive Title] unless otherwise
decided by the Board President. He will have an Emergency Backup Succession Plan with
backup designees if he becomes Acting [Executive Title] or becomes unable to serve his daily
functions as [First Backup Title1].
Consider: Appointing two first backups on alternating years.
Optional Language: The [Board President/Board Chair] may appoint [Designated First
Backup1], [First Backup Title1], or [Designated First Backup2], [First Backup Title2], to the
position of Acting [Executive Title], depending on the year in which the absence occurs. If
the absence occurs in an even year, [Designated First Backup1] will be the first backup. If the
absence occurs in an odd year, [Designated First Backup2] will be the first backup. The
position descriptions will specify when they may serve as Acting [Executive Title] in the
absence of the [Executive Title] unless otherwise decided by the [Board President/Board
Chair]. They will have an Emergency Backup Succession Plan with backup designees if they
become Acting [Executive Title] or they become unable to serve daily functions as Deputies.
The designated backup who serves as first backup will continue his/her responsibilities as
[First Backup Title1], or [First Backup Title2].
C. Second Backup for the Acting [Executive Title]
The [Board President/Board Chair] may also consider splitting duties among designated
appointees based on the primary functions to be carried out. (See Attachment 1)
[Designated First Backup2], [First Backup Title2], may serve as second backup for the position
of Acting [Executive Title] based on the discretion of the [Board President/Board Chair]. He
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37. may serve should the first backup become unable or unwilling to serve as Acting [Executive
Title] or otherwise decided by the [Board President/Board Chair].
Consider: Appointing two second backups on alternating years.
Optional Language: [Designated First Backup2], [First Backup Title2], or [Designated First
Backup1], [First Backup Title1] will serve as second backup for the position of Acting
[Executive Title] based on the year in which the absence occurs. The designated second
backup may serve as first backup should the first backup become unable or unwilling to serve
as Acting [Executive Title] or otherwise decided by the [Board President/Board Chair].
D. Cross-Training Plan for Appointees
The [Executive Title], in collaboration with the [Board President/Board Chair], will develop a
plan for training the potential appointees in the key [Executive Title] functions mentioned in
section 2 above and in the attached Cross-Training Plan. (See Attachment 1.)
The [Executive Title] will have the responsibility of handling the logistics of the plan’s
implementation.
E. Authority and Restrictions of the Appointee
The Acting or Interim [Executive Title] may have the same authority for day-to-day decision-
making and independent action as the [Executive Title] except as further defined by the
[Board President/Board Chair]. Decisions requiring [Board President/Board Chair] approval,
after consultation with the Executive Committee or other appropriate committee as directed
by the Executive Committee, include retention or termination of [Senior Management Team]
members, expansion of programs, cultivation of new partnerships or collaborations with
external parties, acquisition of public policy positions on behalf of the organization, and
execution of new contracts or other financial decisions not included in the current approved
budget.
Consider: What are unique risks for your organization in terms of executive decision
making? Are there different or additional limits you want to place on the authority of the
acting or interim executive?
F. Compensation
The [Board President/Board Chair], in consultation with the Executive Committee, may
consider and direct a salary adjustment for the Acting [Executive Title].
G. [Board President/Board Chair] Responsibility for Oversight and Support to the Acting
[Executive Title]
The [Board President/Board Chair] and Board of Directors will have the responsibility for
monitoring the work of the Acting [Executive Title]. The Acting [Executive Title] will provide
regular updates and meet with the [Board President/Board Chair] as the [Board President/Board
Chair] may determine. The [Board President/Board Chair] will also be alert to the special
support needs of the Acting [Executive Title] serving in this temporary leadership role and act
to address them.
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38. H. Communications Plan
Within eight (8) hours after an Acting [Executive Title] is appointed, the [Board
President/Board Chair] and the Acting [Executive Title] 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,
partnering agencies, etc). (See Attachment 1.)
Within 24 hours after an Acting [Executive Title] is appointed, the [Board President/Board
Chair] and Acting [Executive Title] will implement the Communications Plan to announce
the organization’s temporary leadership structure to the [Senior Management Team] and the
Board of Directors.
A staff member designated by the [Executive Title] will maintain updated key contact
information in a database, on an ongoing basis.
7. Emergency Backup Plan: Long-term Temporary, Unplanned Absence
The procedures and conditions 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 Acting
[Executive Title], to develop and implement a plan to carry out the duties of the Executive Director
for a more extended timeframe through temporary staffing of agreed upon functions as needed from
the various positions impacted by the backup plan.. This is in recognition of the fact that, for a term
of more than three months, it may not be feasible for an individual to carry the duties of both his/her
deputy position and the Acting [Executive Title] position. The position description of a temporary
appointment would focus on covering the priority areas in which the Acting [Executive Title] needs
assistance.
8. Emergency Backup Plan: 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 in
accordance with the terms of the [Organization Name] Succession Policy.
9. The [Organization Name] Succession Policy
The Succession Policy for the [Executive Title] is a risk management and sustainability planning
tool that complements the Emergency Backup Succession Plan. The Succession Policy provides a
proactive process for the Board of Directors to plan and execute an executive leadership transition.
The Board of Directors will be responsible for adopting and implementing the process and
procedures set forth in the Succession Policy.
10. Emergency Backup Plan Approval
This Emergency Backup Succession Plan requires approval by the Board of Directors and an
annual review at the last formal Board meeting of the fiscal year, typically held in [Month], to make
any needed changes in the designated backup appointees. The [Board President/Board Chair] may
review and amend the plan at other times if a designated backup appointee is no longer available to
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39. serve in an Acting [Executive Title] capacity. The [Board President/Board Chair] may reevaluate
the plan when new designees are appointed.
11. Signatories
The [Board President/Board Chair], the [Executive Title], and the designated backup appointees
will sign this plan.
12. Maintenance of Record
The [Board President/Board Chair], the [Executive Title], and the designated backup appointees
will maintain copies of this plan.
Approved by:
[Organization Name] Board of Directors on
_______________________________.
Date
Acknowledged by:
I acknowledge that I have reviewed this plan.
_____________________________________
[Board Name], [Board President/Chair]
_________________________________________
[Designated First Backup1], [First Backup Title1]
_____________________________________
[Executive Name], [Executive Title]
_________________________________________
[Designated First Backup2], [First Backup Title2]
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41. Nonprofit CEOs - Prepare Your
Nonprofit for Your Departure.
Explore tools for executive succession and transition,
presented in a confidential environment.
Registration is now open for the 2014 workshop, click here!
Are you thinking about leaving your chief executive position
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