Surviving and Thriving during Times of Change

Instructor: Alene ValkanasSession Two

Surviving and Thriving during Times of Change

Instructor: Alene ValkanasSession Two

Anticipating the future to stay strongAnticipating the future to stay strong

This program is made possible with support from American Express Foundation and the New York State Council on the Arts, a State Agency

ArtsForward Leadership Training

Webinar & Blog Series

ArtsForward Leadership Training

Webinar & Blog Series

Why did the Illinois Arts Alliance undertake major research on succession?What we noticed We’re getting older3 S’s -- Taboo subjects for discussion

SexSalarySuccession

A 2001 national conference – no comment on successionUngraceful public departures of nonprofit leadersVolunteer boards avoid topic – fear of uncertainty

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We found a partner in The Chicago Community Trust• Literature search found no materials designed for

arts nonprofits and few for nonprofits

•Thus began several years of research including surveys of executive directors and emerging leaders with University of Chicago, Center for Cultural Policy

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What did we learn?4

When do you begin succession planning?

Right Now!

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What should we do?•Make succession a visible issue•Deepen and broaden the pool of leaders•Attract and retain more young people of greater

diversity•Provide planning resources for board and staff

leaders

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Where can I find help?• Illinois Arts Alliance www.artsalliance.org

Has publications on succession planning for arts organizations including a handbook for interim executive directors

•Compass Point www.compasspoint.orgProvides similar planning materials

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Your organization belongs to the Board – Theirs is a Sacred Trust•Raising the question is the board’s responsibility•Succession planning should be part of strategic

planning•Use the annual review as opportunity to plan• Include board development and transition in

discussions•Create transition committee and identify charge

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Laying the Foundation for Transition•Create a culture of evaluation•Have up-to-date job descriptions•Make management development a priority•Plan for a transfer of knowledge•Make a dry run

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The Primacy of Strategic Planning 10

For the Executive Director

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STRATEGIC LEADERSHIP DEVELOPMENT

EMERGENCY SUCCESSION PLANNING

DEFINED DEPARTURE PLANNING

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Strategic Leadership DevelopmentDeveloping Leaders Within

▫Determine the leadership competencies necessary to fulfill mission

▫Assure Job descriptions and evaluations are current Professional development opportunities provided Coaching and mentoring available

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Emergency Succession Planning•Clarify the executive director’s key responsibilities for an:

▫Unplanned Absence▫Planned Absence

•Get Emergency Succession Plan approval•Maintain important organizational knowledge•Have a communication plan in place to include

board, staff and stakeholders: funders, civic leaders, major donors

Template: www.centerfornonprofitadvancement.org

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Check list for All Types of Emergency Succession Plans

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Succession Plan approved by executive committee and full board and reviewed annually

Signatories Board chair, exec. director, and acting exec. director and appointees designated

Organizational ChartsTwo charts reflecting current lines of authority and staffing and reporting changes in absence of exec. director

Copies of the Emergency Succession Plan along with corresponding documentation shall be maintained by the board chair, exec. director and acting exec. director, human resources department and organization’s attorney

Important Organizational InformationComplete the inventory and attach to document with current list of board of directors

In Summary…A good organization is ever mindful of succession and…

Assesses the organization’s situation through strategic planning and board

development

Assesses ongoing and future leadership needs

Creates a culture of evaluation and

Strategically builds a “leaderful” organization

Develops contingency plans for unexpected leadership departures

Has an emergency succession plan in place

Consolidates all of the organization’s vital information

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Defined DepartureNuts & Bolts of Defined Departure Planning www.commpasspoint.org

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7. Identify the agency’s broad strategic directions in next 3 to 5 years

8. Solidify the management team in light of the agency vulnerabilities and skills

9. Build the board’s leadership abilities10. Back up key executive relationships11. Put finances in order12. Build financial reserves13. Agree on the parameters of ED’s emeritus role if

one is set

Nuts & Bolts Departure Planning continued…

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Join the conversations on the NYS ARTS Blog

www.nysarts.typepad.com

Next session: July 7 Essential steps to assure a smooth transition

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