[{"data":1,"prerenderedAt":-1},["ShallowReactive",2],{"detail-sidebar-cat-1-en-105":3,"doc-seo-240678-105":53,"doc-detail-240678-en":127},{"code":4,"msg":5,"data":6},0,"success",[7,14,19,24,29,34,39,44,49],{"id":8,"doc_module":9,"doc_module_name":10,"category_name":11,"show_sort_weight":12,"slug":13},11,1,"Template","Presentations",90,"presentations",{"id":15,"doc_module":9,"doc_module_name":10,"category_name":16,"show_sort_weight":17,"slug":18},12,"Resumes",80,"resumes",{"id":20,"doc_module":9,"doc_module_name":10,"category_name":21,"show_sort_weight":22,"slug":23},14,"Invoices",70,"invoices",{"id":25,"doc_module":9,"doc_module_name":10,"category_name":26,"show_sort_weight":27,"slug":28},15,"Posters",60,"posters",{"id":30,"doc_module":9,"doc_module_name":10,"category_name":31,"show_sort_weight":32,"slug":33},16,"Social Media",50,"social-media",{"id":35,"doc_module":9,"doc_module_name":10,"category_name":36,"show_sort_weight":37,"slug":38},17,"Forms",40,"forms",{"id":40,"doc_module":9,"doc_module_name":10,"category_name":41,"show_sort_weight":42,"slug":43},18,"Letters",30,"letters",{"id":45,"doc_module":9,"doc_module_name":10,"category_name":46,"show_sort_weight":47,"slug":48},21,"Paper Templates",5,"papers-templates",{"id":50,"doc_module":9,"doc_module_name":10,"category_name":51,"show_sort_weight":4,"slug":52},158,"General","general-158",{"code":4,"msg":54,"data":55},"ok",{"site_id":56,"language":57,"slug":58,"title":59,"keywords":60,"description":61,"schema_data":62,"social_meta":120,"head_meta":122,"extra_data":124,"updated_unix":126},105,"en","oklahoma-museums-association-succession-plan-framework-guide-for-managing-the-hiring-and-transition","Oklahoma Museums Association Succession Plan Framework - Guide for Managing the Hiring and Transition","","Oklahoma Museums Association succession planning framework adopted by the OMA Board of Directors provides a structured approach for nonprofit leadership transitions. It outlines stages for a departing executive’s legacy, a board-led transition period focused on strategic priorities and needed competencies, and a new executive’s supported start with clear performance goals. The framework details board responsibilities, including send-off messaging, hiring preparation work, possible interim leadership, search screening with outside help, an organizational audit, and a structured entry plan, supported by confidentiality and risk-management considerations.",{"@graph":63,"@context":119},[64,80,102],{"@type":65,"itemListElement":66},"BreadcrumbList",[67,71,74,77],{"item":68,"name":69,"@type":70,"position":9},"https://docshare.wps.com","Home","ListItem",{"item":72,"name":10,"@type":70,"position":73},"https://docshare.wps.com/template/",2,{"item":75,"name":41,"@type":70,"position":76},"https://docshare.wps.com/template/letters/",3,{"item":78,"name":59,"@type":70,"position":79},"https://docshare.wps.com/template/oklahoma-museums-association-succession-plan-framework-guide-for-managing-the-hiring-and-transition/240678/",4,{"url":78,"name":59,"@type":81,"image":82,"author":87,"headline":59,"publisher":90,"fileFormat":93,"inLanguage":57,"description":61,"dateModified":94,"datePublished":95,"encodingFormat":93,"isAccessibleForFree":96,"interactionStatistic":97},"DigitalDocument",{"url":83,"@type":84,"width":85,"height":86},"https://docshare.wps.com/thumbnails/oklahoma-museums-association-succession-plan-framework-guide-for-managing-the-hiring-and-transition/240678.png","ImageObject",442,249,{"name":88,"@type":89},"Ophelia","Person",{"url":68,"name":91,"@type":92},"DocShare","Organization","application/pdf","2026-10-18","2026-09-11",true,{"@type":98,"interactionType":99,"userInteractionCount":101},"InteractionCounter",{"@type":100},"ViewAction",9,{"@type":103,"mainEntity":104},"FAQPage",[105,111,115],{"name":106,"@type":107,"acceptedAnswer":108},"What are the three stages included in the OMA succession plan framework?","Question",{"text":109,"@type":110},"The framework calls for a “Good Ending” for the departing Executive Director, a board-led “Transition Period,” and a “Good Beginning” for the newly hired Executive Director with clear short- and long-term performance goals and support resources.","Answer",{"name":112,"@type":107,"acceptedAnswer":113},"What is the primary task the board must handle when an Executive Director departs?",{"text":114,"@type":110},"The primary task is searching for a new Executive Director, along with additional transition work such as sending off the departing leader, preparing for the hire, and establishing a structured entry for the new executive.",{"name":116,"@type":107,"acceptedAnswer":117},"How should confidentiality be handled when hiring a new Executive Director?",{"text":118,"@type":110},"The framework emphasizes informing board members as required, coordinating public relations messaging, and maintaining complete confidentiality regarding applicants’ names to protect candidates and prevent unnecessary exposure.","https://schema.org",{"og:url":78,"og:type":121,"og:title":59,"og:site_name":91,"og:description":61},"article",{"robots":123,"canonical":78},"index,follow",{"doc_id":125,"site_id":56},240678,1790403119,{"code":4,"msg":5,"data":128},{"doc_id":125,"user_id":129,"nickname":88,"user_avatar":130,"doc_module":9,"category_id":40,"category_name":41,"doc_title":59,"doc_description":61,"doc_content":131,"file_id":132,"file_url":133,"file_type":134,"file_size":135,"view_count":101,"is_deleted":4,"is_public":9,"is_downloadable":9,"audit_status":9,"page_count":136,"language":137,"language_code":57,"site_id":56,"html_lang":57,"table_of_contents":138,"faqs":139,"seo_title":140,"seo_description":61,"update_tm":141,"read_time":35},7971461741311,"https://ap-avatar.wpscdn.com/avatar/74000253aff267980c6?x-image-process=image/resize,m_fixed,w_180,h_180&k=1779345379180704826","Oklahoma Museums Association Succession Plan Framework Adopted by the OMA Board of Directors on September 21, 2016  \nMany thanks to the Texas Association of Museums, as much of the following is modeled from their Succession Plan, in addition to other sources. One additional resource of value for OMA to reference for templates and information is the Nonprofit Executive Succession-Planning Toolkit, Federal Reserve Bank of Kansas City found at the end of this document.  \nSuccession Planning for Nonprofits: An Introduction  \nNonprofits that are serious about their own sustainability will also be serious about planning for smooth and thoughtful transitions of leadership. Whether a transition occurs due to an unexpected vacancy on the staff or board, or the anticipated transition of a long-tenured leader, being ready with a plan in place can help a nonprofit weather the inevitable challenges of leadership transition. -National Council of Nonprofits  \nAt the time of a succession, the three stages which the organization should incorporate include:  \nA GOOD ENDING for the departing Executive Director with full acknowledgment of his/her legacy; a TRANSITION PERIOD, led by the board of directors, in reference to the strategic plan and consideration of the current strengths and weakness of OMA, determine what skill set is needed for the position of the Executive Director, creating a vision and goals for the future, and finding the right new executive; anda GOOD BEGINNING for the new Executive Director, in partnering with the board of directors, in setting clear short-term and long-term performance goals and in connecting with training and support resources.  \nThe departure of an organization executive demands extensive leadership and activity by the board of directors. The primary task is the search for a new Executive Director. Regardless of the circumstances under which the Executive Director is departing, a healthy transition usually entails many more tasks as well:  \n1. Arranging a proper send-off for the departing Executive Director, and establishing a consistent message about the departure and transition;  \n2. Determining what work the organization needs to do to prepare for the hire (perhaps time to work through a sense of loss, mid-level planning, major board and structural changes, resolution of a long-standing ambiguity about mission);  \n3. The selection, if needed, of an interim executive, who can act in roles ranging from \"caretaker\" to \"change agent;\"  \n4. Deciding how to conduct the search and screening and with what outside help;  \n5. An \"organizational audit\" to determine the key challenges for the next Executive Director; and  \n6. Planning a structured entry for the newly hired executive that sets him or her up for success--welcoming rituals, community introductions, performance goals, an evaluation protocol.  \nFrom Board Café -When the Executive Director Leaves: The Job of the Board's Executive Transition Committee By Tim Wolfred  \n-----------------------------------------  \nThe Succession Plan  \nCopyright 2004 CompassPoint Nonprofit Services (modified)  \nGuide for Managing the Hiring and Transition  \nThis procedure can be used to guide an organization through the hiring or transition to a new Executive Director. The procedure addresses most of the major considerations during the transition, but there will certainly be unique items that will surface. The procedure should be carefully reviewed by the relevant board members and current Executive Director (if one exists) to ensure it is complete for their needs. (Note that this list is very useful as a risk management mechanism, e.g., for contingency planning, for review by an organization even if the Executive Director is not leaving.) If the current Executive Director is being fired, this procedure should be modified accordingly.  \nProcedure  \nCurrent Executive Director's Notification to Board (if the current Executive Director is leaving)  \n1. Typically, the Executive Di","cbCairxRAxtUAbsN","https://ap.wps.com/l/cbCairxRAxtUAbsN","pdf",951848,48,"English","# Succession Planning for Nonprofits: An Introduction\n## Stages of a leadership transition\n## Board responsibilities when the Executive Director leaves\n# The Succession Plan\n## Guide for Managing the Hiring and Transition\n## Procedure: Current Executive Director's Notification to Board\n## Need for Confidentiality in Hiring a New Executive Director","[{\"question\":\"What are the three stages included in the OMA succession plan framework?\",\"answer\":\"The framework calls for a “Good Ending” for the departing Executive Director, a board-led “Transition Period,” and a “Good Beginning” for the newly hired Executive Director with clear short- and long-term performance goals and support resources.\"},{\"question\":\"What is the primary task the board must handle when an Executive Director departs?\",\"answer\":\"The primary task is searching for a new Executive Director, along with additional transition work such as sending off the departing leader, preparing for the hire, and establishing a structured entry for the new executive.\"},{\"question\":\"How should confidentiality be handled when hiring a new Executive Director?\",\"answer\":\"The framework emphasizes informing board members as required, coordinating public relations messaging, and maintaining complete confidentiality regarding applicants’ names to protect candidates and prevent unnecessary exposure.\"}]","Oklahoma Museums Association Succession Plan Framework - Guide for Managing the Hiring and Transition | PDF",1789164018]