Fillable Printable Sample Succession Plan
Fillable Printable Sample Succession Plan
Sample Succession Plan
Leadership Transitions
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Sample SuccessionPlan
Association of Baltimore Area Grantmakers
Leadership Development and Emergency Succession Plan
1. Rationale
The executive director position in a nonprofit organization is acentral element inthe
organization'ssuccess. Therefore, insuring that the functions of the executive director are well-
understood and even shared among senior staff and volunteer leaders is important for safeguarding
the organization against unplanned and unexpected change. This kind of risk management is
equally helpful in facilitating a smooth leadership transitionwhen it is predictable and planned.
Thisdocumentoutlines a leadership development and emergencysuccessionplan for the
Association of BaltimoreArea Grantmakers. This plan reflects ABAG's Executive Succession Policy
and its commitment tosustaining a healthy functioning organization.The purposeof this planis to
insure that the organization's leadership has adequate information and a strategy to effectively
manageABAG in the event the executive director is unable to fulfill herduties.
2. Plan Implementation
The Board of Directors authorizes the BoardChair to implement the terms of this emergency
succession plan inthe eventof a planned orunplannedtemporaryor short-term absence.
•It is the responsibility of theExecutiveDirector to inform the Boardof Directors of a
planned temporaryor short-term absence, and to plan accordingly.
•It is the responsibility of theStrategic Initiatives Director toimmediately inform the Board
Chairof an unplanned temporary or short-term absence.
•As soonas feasible, following notification of an unplanned temporary orshort-term
absence, the Board Presidentshall convene an Executive Committee meeting toaffirm the
procedures prescribed in this plan, orto modify them if needed.
3. Priority Functions of the Executive Director at ABAG
The full Executive Director position description is attached to this plan.
Among the duties listed in the position description,the following are considered to be the key
functions of the ExecutiveDirector and have a corresponding temporarystaffing strategy (see
Section #3 for further guidanceabout temporarystaffing).
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Key ExecutiveDirector Functions
Temporary StaffingStrategy
Leadershipand Vision
Board Chair withStrategic Initiatives Director
Board Administrationand Support
Strategic Initiatives Director and Executive Assistant
MemberServices and Programs
includes MembershipRenewal
MemberServices Committee Chair with Member
Services Director
FinancialManagement
Treasurerwith Executive Assistant and Accountant
Key Executive Director Functions
Temporary Staffing Strategy
Human Resource
Baltimore Neighborhood CollaborativeDirector
Community& Public Relations
Communications and Outreach Committee Chair,
Board President, andCommunications and Outreach Director
Spokesperson
Board Chair orhis/her Designee
The positions assigned in the Temporary Staffing Strategy are based on ABAG'sorganization
structure as of November 2004.In the event this plan is implemented and assigned positions are
vacant or no longer available, the Board Chairshall select other senior staff to support each of the
key executive director functions.
4.Successionplan in the event of a temporary, planned or unplanned absence - Short-Term
a. Definitions
•A temporary absence is one inwhich it is expected that the Executive Director will
return once the events precipitating the absence are resolved.
•An unplanned absence isone that arises unexpectedly, in contrast to a planned leave
such as vacationor a sabbatical.
•A temporary absence is 30 days or less.
•A temporary short-termabsence is between30 and90 days.
b. Temporary Staffing Strategy
•For temporary planned or unplanned absences of30 or fewer days, the Temporary
Staffing Strategy described above may become effective.
•In the eventof a temporaryshort-term planned or unplanned absence,the Executive
Committeeshalldetermine if theTemporary Staffing Strategy is sufficient for this
period of time.
c. Appointing an Acting ExecutiveDirector
•Basedon the anticipated duration of the absence, the anticipated return date, and
accessibility of the current executive director, the Executive Committee may appoint
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an Acting Executive Director, as well as continue to implementtheTemporary Staffing
Strategy.
d. StandingAppointees to thePosition of Acting Executive Director
•The first position in line to be Acting Executive Director is the current Board Chair. If
the currentBoardChair accepts the position he/she will take a temporary leave from
the Board of Directors.
•The second position in line is aprevious Board Chair or current BoardMember.
•The third position in line isDirector-level staff.
•In the event the availablestaff isnew to the position or fairly inexperiencedwith
ABAG, the ExecutiveCommittee may consider another appointeeortheoption of
splitting executiveduties among designatedappointees.
e. Cross-Training Plan
•The Executive Director shall developa trainingplan for eachDirector-level position
for each of the key functions of the Executive Director listed in Section 3
•An up-to-date trainingplan shall be attached to thisdocument.
f. Authority and Restrictions of theActingExecutive Director
•The Acting Executive Director shallhave full authority for day-to-daydecisionmaking
and independent action as the regular Executive Director.
•Decisions that shall bemadeinconsultation withthe Board Chair and/or Executive
Committee include staffhiring and terminations, financial issues, taking on a new
project, and takingpublic policy positionson behalf of theorganization.
•For additional communication guidelines refer to the organization’soperating policies
on transitions.
g.Compensation
•Director-levelstaff appointed asActing Executive Director mayreceive anend of year
bonusor additional benefit. Thisshall bedetermined by the ExecutiveCommittee
based on the durationof the assignmentandavailable resources.
•If staffserves as Acting Executive Director for 6 months or more, the Executive
Committee may consider a salary adjustment.
•A currentor formerboard member appointed asActing Director may enter into an
independent contractor agreement, depending onthe circumstances of their
availability.
•The Executive Director on leave is eligible for disability insurance. ABAG maintains a
self-insured 30-daypolicy and along-term disability policy thatbecomes effective at
90 days.
h.Board Oversight and Support to the Acting Executive Director
•The Acting Executive Director reports to the BoardChair. In the event theBoard Chair
becomes theActing Executive Director, the Vice Presidentshallbe appointed Board
Chair.
•The Executive Committeeshall be alert to thespecial support needsof theActing
Executive Director in this temporary role. The Executive Committee shall convene
monthly when an Acting Executive Directoris appointed.
i.CommunicationsPlan
•Within 48 hours after an Acting ExecutiveDirector is appointed, the Board Chair and
the Acting ExecutiveDirectorshall meet to develop a communications plan including
the kindof information that will beshared and withwhom.
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•The following chart identifies key supporters and a primary contact to facilitate
communication.
•As soonas possible, the BoardChair and Acting Executive Director shall implement
the communications plan to announce theorganization’s temporary leadership
structure to staff, the Board ofDirectors, and keysupporters.
•Updated contact information shallbe maintained in theorganization’s database with
the followingdesignations:
•Key Contact List
•Extended Key Contact List
•Past Board Officers/Members List
•Foundation CEOs and Members
•Other Organization Contacts
•Within 5 business days, the Board of Directors shall distribute a press release with
general information appropriate to thesituation.
Key Supporters
Communication Responsibility
Civic and Nonprofit Leaders
Strategic Initiatives Directorwith designated
Government Leaders
BoardMembers
BaltimoreMayor’s Office
Baltimore County Executive
State of Maryland
Maryland Association of Nonprofit Organizations
Foundation Program Officers
MemberServices Director with designated
(holding grants and contracts)
BoardMembers
Major Donors
Designated Board Members responsible for
phone call to top 10 followed by a letter to all
donors
Members
Designated Board Members with Staff create
phone tree
Non-Members
Designated Staff support Affinity Groups
National Colleagues
Strategic Initiatives Director
Personal Colleagues
Strategic Initiatives Directorwith designated
BoardMembers
Operating Support (based on need)
Auditor
Legal Counsel
Insurance Agent
5. Succession plan in the event of atemporary, unplanned absence– Long-term
a.Definition
•A long-term absence is 90 days or more.
b. Procedures
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•Procedures and conditions to be followed shall be thesame as for atemporaryshort-
term absencewith the following addition:
oThe Executive Committeeshall give immediate consideration, in consultation with
the Acting ExecutiveDirector, to temporarily fillingthe managementposition left
vacant by the Acting Executive Director, or reassigning priority responsibilities
where help is needed to other staff. This is in recognition that, for a termof90 days
or more, it may not be reasonable to expect the ActingDirector to carry the duties
of both positions.
oThe Board Chair and Executive Committee are responsible for gathering input from
staff and reviewing theperformance of theActing Executive Director according to
the organization’s Performance Review Policy.A review shallbe completed
between 30 and 45 days.
6. Succession plan in the event of a PERMANENTunplanned absence.
a. Definition
•A permanent absenceis one in which it is firmly determined that the Executive Director
will notbe returning to theposition.
b. Procedures
•Procedures and conditions to be followed shall be thesame as for atemporaryshort-
term absencewith the following additions:
oThe Board of Directors shall consider theneed to hire an Interim Executive
Director fromoutside the organizationinstead of appointing an Acting
Executive Director. This decision shall be guided, in part,by internal candidates
for the ExecutiveDirector position, the expectedtime frame forhiring a
permanent executive, andthe management needs of theorganization at the
time of the transition.
oThe Board of Directors shall appoint aTransitionCommittee to implement the
organization's Executive SuccessionPolicy to transition to a new permanent
executive director. A copyof this policy is attached.
c. Hiring an Interim ExecutiveDirector
•If an Interim ExecutiveDirector ishired, the Board Chair and Executive Committeeshall
negotiate an independent contractor agreement with a defined scope of work.
•The scope ofthe agreement with an Interim Executive Director shall be determined
based on an assessment of the organization's needsat the time of the leadership
transition.
•The rateof compensation shall be based on guidelines for Interim Executive Directors
followed by the MarylandAssociation of NonprofitOrganizations.
d. Responsibilities of theInterim ExecutiveDirector
•An Interim Executive Director shall have full authority for day-to-day decision making
and independent action as the regular Executive Director.
•Decisions that shall bemadeinconsultation with the Board Chair and/or Executive
Committee include staffhiring and terminations, financial issues, takingona new
project, and takingpolicypositions on behalfof the organization.
•For additional communication guidelines, refertotheorganization's operatingpolicies
on transitions.
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e. Board Oversight and Support to the Interim ExecutiveDirector
•The Interim ExecutiveDirector reports tothe Board Chair.
•The Executive Committeeshall be alert to thespecial support needsof theInterim
Executive Director in this temporary role. The Executive Committee shall convene
monthly when anInterimExecutiveDirector is hired.
•The Board Chair and Executive Committee are responsible for gathering input fromstaff
and reviewing the performanceof the Interim Executive Director according to the
organization'sPerformance Review Policy. An initial review shall be completed
between 30 and 45 days and90 days thereafter.
7. Approvals andmaintenance ofrecord
a. EmergencySuccession Plan Approval
•This emergencysuccession planshall be approved initially by the BoardofDirectors.
•Thereafter, annually, the ExecutiveCommittee shall review the plan and recommend
amendments to the full Board asneeded.
b. Signatories
•The Board Chair, the ExecutiveDirector,and the appointees designated in the Emergency
Succession Planshallsign the plan.
•At all times the Board Chair and Treasurer and at least one Director-level staff, in addition
to the ExecutiveDirector, shall havesignature authorization for checks and contracts for the
organization.
c. Maintenance or record
•Copies of this plan shall bemaintained by all members of the Board of Directors,
Director-levelstaff and the organization's auditor inaccordance with document
retention requirements.
d. FinancialConsiderations
1.It shall be theresponsibility of the ExecutiveCommittee to review the
organization's finances during an unplanned absence of the ExecutiveDirector.
2.ABAG maintains anoperating reserve that the Board Chair is authorized to access
with Executive Committee approval.
From theAssociation Of BaltimoreAreaGrantmakers
