You are on page 1of 4

Sample

 Transition  Communications  Plan    

Goal:  To  support  a  smooth  transition  between  National  Church  Residences  CEOs  while  maintaining  
confidence  in  the  organization’s  leadership  among  internal  and  external  audiences.    

Objectives:    

• Display  the  confidence  of  the  board  and  current  CEO  in  the  incoming  CEO  and  the  rest  of  the  
executive  team.    
• Ensure  that  relationships  primarily  held  by  the  current  CEO  are  transferred  effectively.    
• Show  stakeholders  that  the  organization  has  a  strategic  vision  that  will  endure  through  the  
transition.    
• Express  appreciation  to  outgoing  CEO.  
• Capture  the  outgoing  CEO’s  history  in  a  manner  that  can  be  passed  through  to  future  
employees.      
• Prepare  and  execute  a  100-­‐day  plan  for  the  incoming  CEO.    

Tone:    

• Optimism  
• Enthusiasm/confidence  
• Productivity  
• Celebration  

Measurement:    A  survey  completed  by  senior  leadership  six  months  into  the  new  CEO’s  tenure.    

Timeline  

Date   Activity    
Dec.  13,  2013   Board  selects  CEO-­‐elect.  Post  meeting:    CEO  &  Board  Chair  meet  with  CEO-­‐Elect,  
and  then  senior  leaders.    
Dec.  14,  2013   News  release  and  announcement  ready  in  case  of  leaks.  
Dec.  16,  2013   Annual  senior  leadership  retreat:  Transition  plan  discussed.  
Dec.  17,  2013   New  Era  video  with  Board  Chair,  CEO  and  CEO-­‐elect  filmed.  
Key  partner  list  finalized.    
Jan.  2,  2014   Memo  to  employees  with  New  Era  video  sent  via  email.      
CEO  &  CEO-­‐elect  make  personal  calls  to  key  partners.    
Jan.  6,  2014   Letter  to  key  partners  sent.    
Mid-­‐January   Aligned  elevator  speeches  prepared  for  CEO  &  CEO-­‐elect  in  2  minute,  10  minute  and  
2014   longer  version.  
End  January  2014   Section  on  CEO-­‐elect’s  activities  added  to  Monthly  Board  Update.  
February  2014   Employee  newsletter  issued.    
February  2014   Meetings  to  begin  relationship  transfers  begin.    
   
July  2014   Professional  photography  of  CEO  and  CEO-­‐elect  together.  
CEO-­‐elect  narrates  a  video  on  what  the  organization  does  with  two  openings  shot  
identifying  him  as  CEO-­‐elect  and  as  president  and  CEO.    
Sept.  20.  2014   CEO’s  retirement  dinner  to  raise  money  for  Slemmer  Fund  for  thought  leadership  
and  education.    
Sept.  21-­‐24,  2014   A  Force  for  Good  National  Conference  held  in  Columbus  with  900  employees  in  
attendance.  CEO  opens  with  speech.    Incoming  CEO  concludes  conference  with  his  
speech,  introducing  themes  for  his  presidency.  
News  release  issued.  
Late  September   Begin  active  outreach  to  schedule  interviews  with  local  and  trade  reporters.    
2014  
October  2014   “How  I’d  Like  to  Be  Remembered”  column  by  CEO  in  bimonthly  employee  
newsletter    
November  2014   CEO  is  interviewed  for  one  hour  of  archival  footage  about  his  experience  at  the  
organization.    
Nov.  19,  2014   Joint  speech  at  Columbus  Metropolitan  Club.    
Dec.  12,  2014     Board  member:  Professional  photography  of  executive  team  with  incoming  CEO.      
Board  members  with  outgoing  CEO.    
Dec.  12,  2014   Retirement  party  for  outgoing  CEO  with  board,  employees  and  partners.    
Dec.  16,  2014   Annual  senior  leadership  retreat  at  CEO’s  home.    
December  2014   “Thank  You”  column  from  CEO  in  bimonthly  employee  newsletter    
Dec.  29,  2014   CEO  sends  out  last  board  update.  
Dec.  30,  2014   CEO  sends  out  “thank  you”  email  to  all  staff  
First  100  Days  Communications  Plan    

• Assert  your  own  agenda.    


• Put  communications  to  employees  first.  
• Tend  to  the  board.    
• Make  an  explicit  statement  of  your  values.    

Messaging  Themes  

• Mission  Forward:    Quality,  Reliability,  Safety,  Satisfaction.    


• Shared  Leadership    

Jan.  5,  2015   First  all-­‐staff  email  with  link  to  podcast.  News  release  issued.    
Welcome  message  changed  from  Tom  to  Mark  on  digital  boards.    
Jan.  12,  2015   Homefront  “The  Torch  Is  Passed”  issue  is  distributed  to  9K  mailing  list.    
Feb.  2,  2015   First  employee  newsletter  column  
Feb.  11,  2015   Speech  at  Glen  Campbell  documentary  showing.  
Feb.  16,  2015   Redesigned  board  update  from  Mark  goes  out  prior  to  his  first  board  meeting.    
April  7,  2015   Speech  at  Upper  Arlington  Rotary  Club  Roundtable.    
April  13,  2015   Speech  at  Columbus  Rotary  Club.    
April  17,  2015   All  staff  town  hall  meeting,  recorded  for  those  off  site.    
 
Strategic Plan
2015-2020

Operational 5-Year Strategies

Affordable Affordable Residential


Housing Housing Health Care
Operations Expansion Operations and
Growth
Measures of Success Growth in Units of
include: Affordable Housing Measures of Success
0000 include:
u xcellent scores on
E 30000
30000
HUD surveys and u uality services
Q
5000
reviews. 25000
measured by
27,467
25,967

25000 third-party rating


24,467

u igh levels of
H
22,967

20000
0000 agencies and
21,467

employee retention.
19,967

15000 20000 customer surveys.


u xcellence in financial
E
5000
performance. u igh levels of
H
10000
15000
occupancy.
u uperior occupancy
S
0000
levels. 5000 u xcellent financial
E
performance.
u xceptional resident 0
E 10000
5000
satisfaction
2015 2016 2017 2018 2019 2020 u artnering with health
P
plans and other health
5000
care providers.
2015 2016 2017 2018 2019 2020
0
2015 2016 2017 2018 2019 2020

Mission the National Church Residences way 2335 North Bank Drive
Columbus, Ohio 43220
The mission of National Church Residences is to provide quality housing and care at affordable prices 614.451.2151 Local
in communities of caring persons. Our mission is national in scope and originates from a Christian 800.388.2151 Toll free
commitment of service to older adults, which began in 1961. We have become a leading name in
senior services, retirement community management and support for people in need. NationalChurchResidences.org
Home & Health Care Health Care
Community Expansion Housing Integration
Services Measures of Success Measures of Success
Measures of Success include: include:
include: 30000 30000
0000 u pen Upper Arlington
O u ssertively grow our
A
u stablish Service
E Center for Senior penetration of the
25000
Health. 25000 medical home and
5000 Coordination at every home care model into
National Church u row Affordable
G every service location.
Residences housing 20000
Assisted Living
0000 20000 u nhanced service
E
location. assertively. coordination in every
utstanding quality in 15000
O location.
5000 u u Increase assertively
service delivery. 15000 evelop partnerships
D
the volume of u
outpatient therapy. with health plans
0000 u xcellent financial
E 10000
around value-based
performance. u evelop and expand 10000
D reimbursement.
5000
u Expansion of services.
 5000 models of housing as a u stablish preferred
E
platform for services. provider relationships
5000
with physician groups
2015 2016 2017 2018 2019 0 2020
and hospitals.
2015 2016 2017 2018 2019 2020
0
2015 2016 2017 2018 2019 2020
Supportive Philanthropy and Public Policy
Housing Communication Measures of Success
Operations 8000000
Fundraising include:
and Expansion 7000000
Goals 30000
6000000 u lear, positive results
C
Measures of Success
$6,129,802

on National Church
$5,894,040

5000000

include: Residence public


$5,030,791

4000000
25000
$4,318,271

000 policy initiatives.


$3,750,204

u xpand supportive
E 3000000
$3,288,212

housing assertively 2000000 u eploy a grassroots


D
with at least two initiative on behalf of
000 1000000
20000
projects per year. 0
one critical legislative
2015 2016 2017 2018 2019 2020 initiative.
u nsure supportive
E
000 housing has a robust u ctively partner
A
15000 with HUD on a
financial platform. Growth in
Volunteer Hours redesigned senior
000 u aintain strong
M housing program with
workforce
100000

10000 enhanced services.


100,000

development
95,000

rotect and improve


P
90,000

80000
programs. u
85,000

000
82,500
80,000

Ohio’s adult day care


u evelop and maintain
D 60000
reimbursement rate in
Good Neighbor 5000
the 2016–17 biennial
000 Agreements with all 40000
budget.
communities.
20000
0
2015 2016 2017 2018 2019 2020 0 2015 2016 2017 2018 2019 2020
2015 2016 2017 2018 2019 2020

You might also like