March 1, 2019

 HOW AN INTERIM CEO PLACEMENT PAVED  THE WAY FOR SUCCESS IN ARIZONA

By Shannon Abitbol, UWRA Board member

The old phrase ‘you don’t
know it, ‘til you know it’ really describes how an interim can help open the eyes, ears and possibilities of an organization.
~Maurine Dyer Stevens,
former Interim CEO of UWGGC

United Way of Graham and Greenlee Counties (UWGGC) in Safford, Arizona had been  volunteer-led for years. As community needs  grew, the board of directors recognized the  value of having professional staff to advance  the initiatives they were building with their $2.5  million annual budget. By May 2018, the board  agreed it was time to look for the organization’s  first CEO.

Sometimes, getting started is the hardest part.  

The board of directors of UWGGC knew they  needed a full-time staff leader, but initially lacked  a clear path for turning their goal into a reality.  They decided to consider an interim CEO  after staff members at United Way Worldwide  suggested they enlist the help of the United  Way Retirees Association (UWRA). The idea of  finding an interim professional who was already  familiar with the United Way network made a lot  of sense to board members. David Himmelfarb,  Vice President of the board of directors during  the interim search, noted that UWRA was  extremely helpful in mentoring UWGGC through  all aspects of the hiring process - including costs,  advertising and expectations.  

Maurine Dyer Stevens was a new member of  UWRA when the interim CEO announcement landed in her inbox. She had held many  leadership positions throughout her career,  including roles with United Way, and thought  the interim opportunity was well-suited to her  experience and expertise. Maurine was the  first CEO for two other organizations and felt  compelled to offer her assistance, once again, as a candidate for UWGGC. Maurine was one  of nine highly qualified candidates reviewed by  UWGGC’s board. 

After visiting UWGGC and interviewing  with the President and Vice President of  the board, Maurine accepted the interim position and signed a 6-month contract to serve as UWGGC’s first official staff leader. UWGGC’s board clearly defined the focus  and responsibilities for Maurine’s term, which  included the following: 

• Completing an organizational assessment  
• Drafting and proposing organizational  best practices including developing HR  policies and procedures  
• Reviewing financial and budgeting  practices  
• Working with the board of directors  focusing on governance development 
• Mentoring board members to create a  vision of the future 
• Reviewing key community relationships  and partnerships 
• And most importantly, recruiting a full-time CEO  

Maurine developed a detailed scope of work that identified tasks, timelines, action steps and outcomes to achieve. It also included her recommendations for next steps in organizational development, including potential opportunities and specific areas for future attention. The scope was a working document that guided organizational focus and was modified as needed. 

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