Organizational transition
We use a highly structured facilitation process that involves all stakeholders in the transition process

Despite the flurry of organizational change, recent surveys of nonprofit organizations reveal that most transitions do not accomplish their objectives. A primary reason given for these failures is that the transition was poorly structured without a clear roadmap to success.

We have found that our transition model delivers consistently successful results. We will help you to:

A. Conduct an organizational review
An organizational transition represents a valuable opportunity to assess whether the organization is functioning at its full potential. We will help you assess which operational areas are in need of improvement, and how to go about improving those areas. The organizational review usually begins with a survey of stakeholders, and ends with a strategic planning retreat in which the board and staff examine the themes emerging from the survey results.

B. Review or create a strategic plan
A key step in any transition is a search for where the organization wants to go. If the organization has previously undergone strategic planning, then this is a good time to revisit and update the organization’s vision, mission, core values, and strategic objectives. If the organization has never gone through a formal strategic planning process, the transition process represents an excellent opportunity to do so now.

C. Devise an implementation plan
Once the organization has finalized its strategic plan, staff will need to put together an implementation plan for each of the strategic objectives described in the strategic plan. Over time, we have developed an implementation template that ensures that progress on implementation is both measurable and realistic.

D. Create a leadership plan for the chief executive officer
The board is required by its oversight responsibilities to evaluate the chief executive officer. An evaluation provides the chief executive with a valuable road map to navigate the transition. It also sends a clear message that he/she will be supported and guided along the way. We approach the evaluation process by working with the chief executive to prepare a leadership plan that will be submitted to the board for its approval.

E. Conduct a board self-assessment
In a perfect world, a strong, independent board would guide the transition. The reality is often quite different, and the board will likely need to be oriented to its role in the transition process. As a first step, we provide the board with an orientation session that helps the board better understand its fiduciary duties to the organization. A next step is a board self-assessment, which covers areas such as fundraising, governance, and leadership. The goal is a strong board that can show leadership when called upon to do so.

Feel free to contact us to find out how these components can be tailored to your organization and the transition it is undergoing.

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