1. Surviving and Thriving during Times of Change
Instructor: Alene Valkanas
Session Two
Anticipating the future to stay strong
ArtsForward Leadership Training
Webinar & Blog Series
This program is made possible with support from
American Express Foundation and the New York
State Council on the Arts, a State Agency

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Why did the Illinois Arts Alliance undertake major
research on succession?
 What we noticed
 We’re getting older
 3 S’s -- Taboo subjects for discussion
 Sex
 Salary
 Succession
 A 2001 national conference – no comment on succession
 Ungraceful public departures of nonprofit leaders
 Volunteer 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?

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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.org
Provides 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

10. The Primacy of Strategic Planning 10

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For the Executive Director

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STRATEGIC LEADERSHIP DEVELOPMENT
EMERGENCY SUCCESSION PLANNING
DEFINED DEPARTURE PLANNING

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Strategic Leadership Development
Developing 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
Succession Plan approved by executive
Signatories Board chair, exec.
committee and full board and
director, and acting exec. director
reviewed annually
and appointees designated
Organizational Charts
Two charts reflecting current lines
of authority and staffing and Copies of the Emergency Succession
reporting changes in absence of Plan along with corresponding
exec. director documentation shall be maintained by
the board chair, exec. director and
acting exec. director, human resources
department and organization’s attorney
Important Organizational Information
Complete the inventory and attach to
document with current list of board
of directors

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

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Nuts & Bolts Departure Planning continued…
1. Identify the agency’s broad strategic directions in
next 3 to 5 years
2. Solidify the management team in light of the agency
vulnerabilities and skills
3. Build the board’s leadership abilities
4. Back up key executive relationships
5. Put finances in order
6. Build financial reserves
7. Agree on the parameters of ED’s emeritus role if
one is set

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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