Succession Planning Building a Continuity of Board Leadership

Transcription

1 Succession Planning Building a Continuity of Board Leadership Facilitator: Maria Turnbull Date: This workshop is provided through support from the Provincial Divisions of Family Practice

2 Welcome Maria Turnbull Associate Executive Director

3 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

4 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

5 Rose, Thorn, Bud doing & doing well doing & could improve want to try

6 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

7 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.

8 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

9 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

10 Introductions What inspired you to engage? What keeps you engaged?

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

12 What is Succession Planning? The Planned Growth of People in and for your organization - Jeffrey Wilcox, Third Sector Learning

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14 A perspective of abundance

15 Culture It is about building relationships to deepen engagement Leading Owning Contributing Endorsing Following Observing

16 Governance Management Planning setting direction LEADERS Performance Objectives Activities Strategies Goals Success Mission Vision Values Adapted from the Wilcox Model for Non-Profit Leadership

17 Planning where in the life cycle? Founding Passionate & Determined Decline/Decision Reinvent or Close the Doors Grounding Formal Status, Informal Structure Sustaining Roles, Comfort & Corporate Growing Duties, Hierarchy & Salaried Employees

18 Planning for people

19 Crafting your succession plan 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?

20 Tool: Succession Management Worksheet Current Information Risk Assessment Short-term Plan Medium/Longterm Plan Role Current Person Impact of Vacancy Vacancy Risk If current person wins the Lottery Development & Transition Steps Eg., Board Chair Low/Med/ High Low/Med/ High Vice Chair Provide meeting chair opportunities, etc. Eg., Vice Chair Eg., Treasurer Eg., ED/ Coordintoar

21 Matrix: Board Vacancy Joe X Sally X Treasurer X Chair X Vice-Chair X

22 Processes recruitment & selection Strategy Clear position descriptions Role of Board Development Committee Focused interview process

23 Tool: Window of Work Wise Why s: why does the organization exist in their mind? Quests: what do they aspire to learn along the way? Glad Gifts: what skills, talent, expertise to they gladly bring to their role No-No s: what don t they want to be asked to do? Credit: Ivan Scheier

24 Brainstorm How do you successfully onboard new board members?

25 Processes onboarding 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

26 Processes knowledge transfer Organization inventory Documented procedures Policy manuals Handover notes (promotions, vacation, exiting) Exiting Process

27 Tool Organization Inventory 1. Not-For-Profit/Charity Status & Critical Info 2. Policy Information 3. Financial Information 4. Contracts & Fund Development/Grants 5. Human Resources 6. Insurance 7. Facilities Management 8. Legal Information 9. Document Security & Passwords

28 Not-for-profit/Charity Status & Critical Info Information/Data URL Link (Server /Online) or File Last Updated People/Companies Include: 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/onlin e) or file cabinet Articles of Incorporation File Cabinet C Reviewed 12/09/2012 Bylaws Company server Governance & Strategy Folder BC Society Number S Charitable Registration Number RR Revised 04/30/2013

29 Check In: Rose, Thorn, Bud doing & doing Well well doing & could improve want to try

30 Society requirements 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 Credit: Bull, Housser & Tupper

31 Society requirements call meeting to order establish quorum directors report financial statements (auditor s report, if any) election/appointment of new directors other business Credit: Bull, Housser & Tupper

32 Next Steps What will you do differently? How will you move forward?

33 Issue or Opportunity: Name next 2 Board Chairs by next AGM Current State: Board Chair ready to move on, many new board members in the midst Desired State: Staggered terms to ensure greater continuity, next 2 Relevance? If we achieve this what will be different? Chairs identified Whose support is essential? Board, membership. ACTION PLAN: Key steps and/or deliverables with target dates Less time spent/focus spent on contingency planning, more mission because next Chair already up-to-speed 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?

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35 Additional Resources

36 Thank you! Please share your feedback: Maria Turnbull, Associate Executive Director Vantage Point Melville Street Vancouver, B.C. V6E 2X5