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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
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“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
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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
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Rose, Thorn, Bud
doing & doing well
want to try
doing & could
improve
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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
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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.
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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
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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
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Introductions
What inspired you to engage?
What keeps you engaged?
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Brainstorm
What words or activities come to mind when you think of succession planning?
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What is Succession Planning?
The “Planned Growth of People” in and for your organization
- Jeffrey Wilcox, Third Sector Learning
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A perspective of abundance
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Culture
It is about building relationships to
deepen engagement
Owning
Contributing
Endorsing
Following
Observing
Leading
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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
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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
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Planning…for people
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• 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
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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
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Matrix: Board Vacancy
2014 2015 2016 2017 2018
Joe X
Sally X
Treasurer X
Chair X
Vice-Chair X
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• Strategy
• Clear position descriptions
• Role of Board Development Committee
• Focused interview process
Processes – recruitment & selection
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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
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Brainstorm
How do you successfully onboard new board members?
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• 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
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• Organization inventory
• Documented procedures
• Policy manuals
• Handover notes (promotions, vacation, exiting)
• Exiting Process
Processes – knowledge transfer
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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
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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
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Check In: Rose, Thorn, Bud
doing & doing Well
want to try
doing & could
improve
doing & doing well
want to try
doing & could
improve
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• 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
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• 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
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Next Steps
What will you do differently? How will you move forward?
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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?
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Additional Resources
http://www.thevantagepoint.ca/content/resource-centre
http://www.idealware.org/articles/engagement-pyramid-six-
levels-connecting-people-and-social-change
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Thank you!
Maria Turnbull, Associate Executive Director
Vantage Point604.875.91441183 Melville StreetVancouver, B.C. V6E 2X5
Please share your feedback: https://www.surveymonkey.com/r/925RYCN