succession planning - the vantage pointplanni… · tool: succession management worksheet current...

Facilitator: Maria Turnbull

Date:

Succession Planning Building a Continuity of Board Leadership

This workshop is provided through support from the

Provincial Divisions of Family Practice

Welcome

Maria Turnbull

Associate Executive Director

mturnbull@thevantagepoint.ca

“We convene, connect and equip not-for-profit leaders through interactive

learning that is immediately applicable and professional development that lifts

organizational capacity.”

Vantage Point Mission

Provincial Training Initiative

• Vision: A sustainable and resilient network of

Divisions of Family Practice across BC

• Mission: Equip board and staff leadership with

the skills and resources they require to

effectively govern and manage their Divisions

of Family Practice

4

Rose, Thorn, Bud

doing & doing well

want to try

doing & could

improve

Faculty/Presenter Disclosure

• Faculty: Maria Turnbull

• Relationships with commercial interests:– Grants/Research Support: None

– Speakers Bureau/Honoraria: None

– Consulting Fees: provided through Divisions of Family Practice

– Other: None

Disclosure of Commercial Support

• This program has received financial support from Divisions of Family Practice – Provincial Team in the form of a consulting contract to provide capacity building training provincially to Divisions of Family Practice.

• Potential for conflict(s) of interest:

– No other conflicts of interest exist as no commercial interests are being represented.

Mitigating Potential Bias

• No commercial bias exists

• Vantage Point has worked with a member of the College of Family Physicians to ensure all material is relevant and suitable for boards and senior staff of individual Divisions of Family Practice and not biased in any way

Agenda – Succession Planning

• Exploring your own leadership motivation• What is succession planning and why is it

important?• A perspective of abundance

• Developing the culture• Planning• Processes

• Society Act requirements

Introductions

What inspired you to engage?

What keeps you engaged?

Brainstorm

What words or activities come to mind when you think of succession planning?

What is Succession Planning?

The “Planned Growth of People” in and for your organization

- Jeffrey Wilcox, Third Sector Learning

A perspective of abundance

Culture

It is about building relationships to

deepen engagement

Owning

Contributing

Endorsing

Following

Observing

Leading

Go

vern

ance

Planning – setting direction

Man

agem

ent

Performance Objectives

Strategies

Goals

Success

LEADERS

Vision

Values

Activities

Mission

Adapted from the Wilcox Model for Non-Profit Leadership

Planning – where in the life cycle?

Founding

Passionate & Determined

Grounding

Formal Status, Informal Structure

Growing

Duties, Hierarchy & Salaried Employees

Sustaining

Roles, Comfort & Corporate

Decline/Decision

Reinvent or Close the Doors

Planning…for people

• Where are you in your life cycle?

• Where are you headed (vision, strategic priorities)

• What skills/competencies/experience do you require?

• What diversity are you looking for?

Crafting your succession plan

Tool: Succession Management Worksheet

Current Information Risk AssessmentShort-term

Plan

Medium/Long-

term Plan

RoleCurrent

Person

Impact of

Vacancy

Vacancy

Risk

If current

person wins

the Lottery

Development &

Transition Steps

Eg., Board

Chair

Low/Med/

High

Low/Med/

HighVice Chair

Provide meeting chair opportunities, etc.

Eg., Vice

Chair

Eg.,

Treasurer

Eg., ED/

Coordintoar

Matrix: Board Vacancy

2014 2015 2016 2017 2018

Joe X

Sally X

Treasurer X

Chair X

Vice-Chair X

• Strategy

• Clear position descriptions

• Role of Board Development Committee

• Focused interview process

Processes – recruitment & selection

Tool: Window of Work

Wise Why’s: why does the organization exist in their mind?

Glad Gifts: what skills, talent, expertise to they gladly bring to their role

Quests: what do they aspire to learn along the way?

No-No’s: what don’t they want to be asked to do?

Credit: Ivan Scheier

Brainstorm

How do you successfully onboard new board members?

• Board Toolkit: handbook, letter of agreement

• Orientation to board & organization

• Opportunity to meet with other board

members and/or staff

• Consider a mentor/buddy relationship

Processes – onboarding

• Organization inventory

• Documented procedures

• Policy manuals

• Handover notes (promotions, vacation, exiting)

• Exiting Process

Processes – knowledge transfer

1. Not-For-Profit/Charity Status & Critical Info2. Policy Information3. Financial Information4. Contracts & Fund Development/Grants5. Human Resources6. Insurance7. Facilities Management8. Legal Information9. Document Security & Passwords

Tool – Organization Inventory

Not-for-profit/Charity Status & Critical Info Information/Data

URL Link (Server /Online) or File

Last Updated

People/CompaniesInclude: Name/ Contact Information/ Comments, etc.

Include: Link and indicate location (server/online) or file cabinet

Indicate when information was last updated

Information & Documents

Include:Relevant information/actual numbers, etc.

Include: Link and indicate location(server/online) or file cabinet

Articles of Incorporation File Cabinet C Reviewed 12/09/2012

Bylaws Company server –Governance & Strategy Folder

Revised04/30/2013

BC Society Number S-0000046351

Charitable Registration Number

156473 16478 RR 00001

Check In: Rose, Thorn, Bud

doing & doing Well

want to try

doing & could

improve

doing & doing well

want to try

doing & could

improve

• AGM must be held: at least once every calendar year; not more than 15 months after previous; within 6 months of fiscal year end

• must provide members 14 days notice of AGM

• can apply to registrar to extend time before deadline

• AGM held in BC unless registrar approves otherwise

Society requirements

Credit: Bull, Housser & Tupper

• call meeting to order

• establish quorum

• directors’ report

• financial statements (auditor’s report, if any)

• election/appointment of new directors

• other business

Society requirements

Credit: Bull, Housser & Tupper

Next Steps

What will you do differently? How will you move forward?

Issue or Opportunity: Name next 2 Board Chairs by next AGMCurrent State: Board Chair ready to move on, many new board

members in the midst…

Desired State: Staggered terms to ensure greater continuity, next 2

Chairs identified…

Relevance?

If we achieve this what will

be different?

Less time spent/focus spent on contingency planning,

more mission because next Chair already up-to-speed…

Whose support is essential? Board, membership….

ACTION PLAN:

Key steps and/or

deliverables with target

dates

1. Review/revise nominations committee TOR and draft workplan (May 2014)

2. Populate board matrix to understand current state (May 2014)

3. Current Chair meet with all board members to identify interest (June 2014)….

RESOURCES REQUIRED: People? $$s?

Additional Resources

http://www.thevantagepoint.ca/content/resource-centre

http://www.idealware.org/articles/engagement-pyramid-six-

levels-connecting-people-and-social-change

Thank you!

Maria Turnbull, Associate Executive Director

mturnbull@thevantagepoint.ca

Vantage Point604.875.91441183 Melville StreetVancouver, B.C. V6E 2X5

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