Management Succession Plan



DateSuccession PlanPositionIncumbentTenureKey ResponsibilitiesSupervisory RoleOverviewThis Succession Plan document provides guidelines and a process to follow when a key position becomes vacant in the event of either a planned or an unplanned/emergency absence. The process does not address regular vacations or routine out of office occasions. The Personnel Committee will review the document on an annual basis to edit as appropriate.Planned Succession Plan RationaleKey personnel will leave the agency at some point in time for another position or retirement. The Board of Directors or any advisory committee needs to understand how to proceed at that point in time.The expectation is that the staff would provide enough notice to allow for a six month to one year transition period. This timeframe would allow ample time for the staff to transition out of the position while implementing a training plan for the Incumbent, either internal (identified through annual talent management process) or external source. Thought should be given to providing a retention/stay bonus or incentive for providing sufficient notice and assisting with the transition plan.If the staff has long tenure, the Board of Directors or advisory committee should give thorough consideration to the appropriate timeline for naming a new staff person. It may make sense to have a long period (six months to a year) of transition to allow the Board of Directors/advisory committee and staff to adequately address the short and long term needs of the organization. The organization’s employees, volunteers, partner agencies, and the community as a whole need a period of time to transition from the current leader to the new leader. Transition CommitteeAs soon as possible after the announcement of the staff’s resignation or retirement, the Board/committee will name a Transition Committee. This committee’s role will be to manage the transition thoughtfully, facilitate the change in leadership in a way that strengthens the organization and builds its capacity to carry out the mission, establish organizational priorities during the transition period, and ensure that the organization does not lose any momentum during the transition period. See the section on “Transition Committee.”Unplanned/Emergency Succession Plan RationaleIn the event the staff is incapacitated for some reason, unable to perform the duties of the position, or terminated, the agency needs a plan for how to proceed to address the succession in a strategic and timely manner that creates limited disruption to the mission and operations of the organization.Priority Functions The full job description for the staff is attached. This job description is reviewed and updated annually in conjunction with the process of evaluating the staff’s performance.In the event of an unplanned absence of the staff, the following duties will be priorities for the Interim staff to cover:Oversight of management personnelStrategic plan initiativesSupport to the Board of Directors and its committeesMajor donor relationsHiring and terminating decisionsOrganizational spokespersonGovernment relationsDefinitions:A temporary absence is one in which it is expected that the staff will return to his/her position once the events causing the absence are resolvedAn unplanned absence is one that arises unexpectedly, in contrast to a planned absence, like a vacation, planned medical leave, or sabbaticalA short-term absence is three months or lessA long-term absence is expected to last more than three monthsA permanent absence is one in which it is firmly determined that the staff will not be returning to the positionImmediate steps in the event of an unplanned absence:The Executive Committee of the Board of Directors/advisory committee implements the terms of this plan in the event of an unplanned absence of the staff.In the event of an unplanned absence of the staff, the Human Resources Manager or other appointed leader shall immediately inform the Food Bank of WNY and the Board Chair of the absence.As soon as feasible, the Board Chair shall convene a meeting of the Executive Committee to affirm the procedures described in this plan or to make modifications to the plan as the Committee sees fit in response to the specific circumstances at the time of the unplanned absence.The Board Chair is responsible to keep the Board of Directors informed during this process.Succession Plan Interim StaffGenerally in the event of a long-term absence of the staff as defined above, the Board or Executive Committee will appoint an Interim leader to ensure that the essential functions listed above are carried out.The person appointed as Interim shall have the same authority for decision-making and independent action as the regular staff.The Executive Committee, with guidance from the Human Resources Manager or other appointed leader, will determine the compensation package for the Interim.Who may serve as InterimThe Human Resources Manager or other leader will immediately assume the liaison role of Interim until the Transition Committee meets. The Board Chair or another board member may also be a contact or spokesperson. The Human Resources Manager or other leader will assist the Committee with the following options:Contact the Food Bank of WNY for a list of selected, reviewed, and vetted candidates or resources available at that time, Contact a local search firm or other resources (e.g., the Oishei Foundation) for local Interim candidates, and/orAppoint an interim management consultant, such as a local non-profit formerleader to the role.Short-term Absence If the staff’s absence is expected to be short-term, the Human Resources Manager or appointed leader will act as Board liaison, and other staff may oversee day to day operations. Long-term AbsenceIf the staff’s absence is expected to be long-term, but s/he is expected to return to work at some point, the Human Resources Manager or appointed leader will advise the Executive Committee on any additional staffing resources necessary. Permanent AbsenceIf the Executive Committee determines that the staff’s absence will be longer than six months, the Board Chair and Transition Committee will begin the transition process. See the section on “Transition Committee” below.In the event of an absence due to medical leave or disability, the Executive Committee will consult with attorneys for guidance and appropriate protocol.Role of the Executive CommitteeThe Executive Committee of the Board will have the responsibility for monitoring the work of the Interim. The Human Resources Manager or appointed leader will advise the Executive Committee regarding any special support needs that the executive or organization may have in this temporary leadership munications Plan As soon as possible after the Interim has begun covering an unplanned absence, the Interim will work with the Board Chair and internal management team to communicate the temporary leadership change to key external supporters and partners, such as:Large donors of funds or foodElected officials including the Governor, US Senators and Representatives, State Senators and Representatives from the service area, and city/town officials from the cities and towns where the facility operates Food Bank of WNY and partner agenciesKey local partners, to include businesses (e.g., Tops, Wegmans, etc.)Local media contactsLocal foundation supportersState of New York Department of Social ServicesState of New York Department of AgricultureUnited Way Media questions surrounding leadership transition should be directed to the Board Chair.In the event that the staff and Board Chair were incapacitated suddenly or unexpectedly, a spokesperson needs to be named immediately. This could be the Vice Chair, another board member, or a member of the internal management team. The decision should be made by the Executive Committee as quickly as possible. Members of the advisory committee could be called on to help craft needed messages.Transition CommitteeComposition and Appointment of the Transition Committee:In the event of a long-term or permanent absence of the staff, whether planned or unplanned, the Board of Directors will appoint a Transition Committee as soon as possible. The Transition Committee will generally consist of: Executive Committee,Personnel Committee Chair, andHuman Resources Manager or appointed leaderThe Transition Committee shall have authority to hire an outside consultant and/or a search firm to conduct the recruitment process. In addition, internal candidates may be considered simultaneously.Role of the Transition CommitteeTransition Committee tasks include:Assure healthy closure with departing staffEnsure proper ‘send-off’ for departing staff – acknowledgement of achievements and legacy; goodbye rituals; consideration of appointment to Honorary Board Provide appropriate communication to staff regarding transition plan and expectations Elicit departing staff’s input on future vision and successor profileClarify future role with organization of departing staff, if any Plan transition and search activities:Develop and monitor plan for communicating about transition and search plan and progress to key external and internal stakeholders throughout processLead a process to:Review/update the agency’s strategic planAssess the agency’s current status – strengths, challenges, opportunitiesReview and revise, if needed, the job description for the position Review current organizational needs and develop a profile for the ideal candidate for the position to share with the full BoardAdvertise the position through all appropriate regular media and through other not-for profit associations or publicationsMake personal contacts to recruit candidatesScreen resumes (the committee may delegate the initial screening to a search consultant if a set of screening criteria has been developed as part of steps one and two)Select candidates for initial phone screening interviewsFrom phone interviews, select finalists for in-person interviewsEnsure all appropriate and necessary forms and administrative processes are completed during the recruitment stage to include background checks, references, etc.Determine final candidate and present to Board for approval before extending final offer to candidateNegotiate salary and benefit package, start date, etc.Assure a healthy beginning for the new staff:Establish clear lines of communication between Board of Directors and new staffEnsure that the new staff’s performance goals are developed within the first 30-90 daysEnsure that a process for orienting and supporting the new staff is developed, implemented, and monitoredJOB DESCRIPTION POSITION TITLE: REPORTS TO: SUMMARY OF DUTIESRESPONSIBILITIES:QUALIFICATIONS REQUIRED:QUALIFICATIONS PREFERRED:The agency is an affirmative action/equal opportunity employer and is committed to respecting diversity and individual differences. ................
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