Paid Staff Succession Plan
SASLPA values the importance of effective leadership in the successful operation of any organization.
An important aspect of effective leadership is being equipped for inevitable changes to the staffing of an
organization. Developing a viable succession plan is a vital is one part of preparing for leadership
transition as it will allows for the organization’s future success and the ability to provide ongoing
services. Succession planning is a “structured process to ensure leadership continuity in key positions
and to retain and develop knowledge capital and relationships for the future”1. A succession “plan is
thoughtfully created and then put in the drawer until needed.”2
Key considerations in the succession planning process, whether for planned exits or for short/long term
leaves, are regular review and updating of:
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the strategic plan (including the mission, vision, values and direction of the organization)
, staffing policies (including position descriptions, salary and benefits package and other
compensations)
, communication and transition plans. Regular review and updating by the entire board and
staff will ensure the currency of the succession plan in the event of an emergency.
Current Key Documents and Locations:
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2015-2016 Strategic Plan (includes yearly goals)
o Updated annually in June during Strategic Planning Session
 SASLPA-PC\Users\Public\Documents\Saslpa\Strategic Planning\2015-16
Strategic Planning Session Document, June 2009 (includes vision, mission and 2-3 year goals)
o Ideally updated approximately every 3 years
 SASLPA-PC\Users\Public\Documents\Saslpa\Strategic Planning\2009
Position Descriptions (identify and include core competencies and skills needed to lead the
organization to success with current Strategic Plan and organizational goals)
o Updated annually at the Strategic Planning Session
 Executive Director
 Registrar
 Administrative Assistant
 SASLPA-PC\Users\Public\Documents\Saslpa\Policy & Procedure Manual\Current Policy
Manual 2015\II.B - Governance Structures - Support
Paid Staff Compensation Packages (keep in mind salary history, budget and market rates)
o Updated annually at year end
 SASLPA-PC\Users\Public\Documents\Saslpa\Staff\Compensation Packages
Interview Guidelines
o Updated as needed
 SASLPA-PC\Users\Public\Documents\Saslpa\Staff\Interview Guidelines
Transition Plan
o In progress
Formatted: List Paragraph, Bulleted + Level: 1
+ Aligned at: 0.32" + Indent at: 0.57"
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 SASLPA-PC\Users\Public\Documents\Saslpa\Staff\Succession
Interim Position Descriptions
o Yet to be created
Departure DefinedPlanned Exit Succession Plan (likely a 4-6 month process for executive positions)
Purpose:
The planned exit succession plan outlines what steps will be taken to transition from current staff to a
new staff member. It is a description of the process that the Council has decided it would use to recruit,
hire and supervise new staff. The plan outlines the following steps:
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Develop communication strategies for key stakeholders and other contacts:
o SASLPA Members
 Email to members that staff is leaving and date position will be posted
 Executive Positions posted on website
 Email/post on website information regarding new staff member once hired (i.e.,
biography, start date)
o NIRO Members
 Email to announce prior staff leaving and arrival of new staff
o CAASPR Members
 Email to announce prior staff leaving and arrival of new staff
o Other contacts
 Provide correct contact information on individual basis as communications
received by SASLPA office
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Develop selection criteria for key candidates to recommend to the board based on current
position descriptions:
o What are the top three to five objectives and/or challenges outlined in the strategic plan
that fall under the position’s core responsibilities?
o Based on these objectives and/or challenges, is there an impact on the position’s job
description?
 Key competencies (e.g., skills—core leadership and management, strategic
thinking, board oversight, staff management, agility skills, etc.)
 Expertise and experience (e.g., financial, etc.)
 Required leadership style (e.g., high control or participatory?).
 Leadership traits not desired (e.g., poor relationship building, poor board
management, etc.)
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Recruitment strategy:
o Hire search firm vs. board managed process
 Seek bids and determine fees, scope of work, etc.
 Is the right mix of council members available for hiring new staff?
 What skills are needed by the council members?
 Consider asking previous council members with required expertise to be
part of process
 Who will make up the search committee?
Comment [S1]: Executive positions could be just
the ED or the ED and the registrar. What is the
optimal time for transition for each paid position?
o
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Will it be a combination of - President; Member-at-large; Public
Representative; Regina members only; Staff
What budget is available for the search?
Will the search be national, regional or local?
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Conduct search process:
o Define timelines
o Define roles of search committee and council during search and interview process
o Create communication strategy during the process
o What if a board member wanted to apply for the position? How would we handle that
type of situation?
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Is an interim appointment needed for short term transition?
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Hiring process:
o Define timelines
o Who will choose candidates to interview/what will process be?
o Who will conduct the interview?
o How will candidates be recommended to the board?
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Decision making process:
o Who will decide who to hire?
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First year plan:
o Develop transition plan – mentoring and coaching, orientation, etc. may create an
individual development plan with key expectations and performance review process for
first year.
Emergency Succession Planning1
Purpose:
The purpose of this emergency succession plan is to ensure continuous coverage of staff duties, critical
to the ongoing operations and SASLPA’s sustainability, in the event of an emergency departure of a staff
member (i.e., longer than 3 months). This plan addresses issues related to temporary replacement of
staff (will return after unplanned absence such as illness, etc.).
Current Key Documents and Locations:
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Policy and Procedure Manual
o Administrative Procedures
 Codes and Passwords
o Updated continually as needed
o Hard Copy on Administrative Assistant’s Desk in SASLPA office
 SASLPA-PC\Users\Public\Documents\Saslpa\Policy & Procedure Manual\Current Policy
Manual 2015
General Contact Information
Comment [S2]: This is just to get us thinking and
talking about the composition of the committee,
does not have to be only Regina based council
members or limited to any of these groups. We
could just choose a committee at the time but if we
have a planned committee may make things easier
in the future.
Comment [S3]: It is very hard to define what will
happen in an emergent situation as they are all
different. I think we need to allow flexabiity in the
documtne and use it as a guide understanding that
each situation will be different.
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 SASLPA-PC\Users\Public\Documents\Saslpa\Staff\Orientation
Emergency Office Orientation for President
 SASLPA-PC\Users\Public\Documents\Saslpa\Council and Committees\President
Interim staff:
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Who will choose and appoint interim staff?
o Whole council; Chosen council members
Who will be appointed interim staff?
o Currents staff; Council member; Other
Define interim executive key responsibilities:
o Serve with integrity and strength,
o Support the council:
 prepare Prepare reports and attend council committee meetings
o Participate in the recruitment and selection for directly supervised staff.
o Manage initiatives related to organizational capacity, sustainability and strategic plan.
 Maintain accountability for current year operating budget and financial
performance.
 Establish, maintain and cultivate relations with stakeholders/council and
committee members
Outline authority and restrictions of appointed interim executive:
o Full authority for decision making and independent action outlined above, except for
the following which must be approved by the board:
 All financial decisions over ($X).
 Termination of staff.
 Issues that may negatively impact the organization’s reputation.
Compensation for the interim executive:
o Interim shall receive a temporary salary increase to the entry level salary of the
executive position or up to (X%) above their current salary, whichever is greater.
Define internal and external communication plan:
o Communication is a key function of a healthy organization and is integral to the success
of a transition. Conversations between staff and council members can significantly
impact, negatively or positively, the interim executive and transition’s success.
o Immediately upon departure, the council should communicate the following internal
information:
 Effective departure date (or pending departure date);
 Implementation of the approved succession plan and process to address
transition and replacement issues;
 Temporary leadership structure and any changes in key contact point.
o External communication with stakeholders, including but not limited to members,
government and the community at large should be a coordinated process.
Comment [S4]: Should this plan be just for the
ED or should it also include what to do for the
Registrar and the Admin Assistant?
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The interim spokesperson to address external communication during the
transition shall be (insert name and job title).
Process to appoint interim executive:
o In the event of an unplanned departure or long-term absence of the executive, the
council will implement the terms of this emergency succession plan.
o As quickly as possible the board president shall meet with the Council to confirm the
procedures outlined in this document and/or to make any modifications the council
deems appropriate.
o The appointed interim executive will assume responsibilities outlined above.
o Should the interim assignment be longer than three months or if extenuating
circumstances exist, it may be necessary to identify a secondary backup for the interim
executive position. This will allow the focus to be on fulfilling the interim
responsibilities. The council may also consider the option of splitting executive duties
among the designated appointees.
o Approved appointee to the position of interim executive (Name and Job Title)
o Approved appointee as the primary backup for the interim executive (Name and job
title)
o Approved appointee as the secondary backup for the interim executive (Name and job
title)
Cross-training plan for interim appointees:
o The executive shall develop and execute a plan for training the three potential
appointees in each priority function. The Council is responsible for implementing the
training plan and ensuring that it is completed
Council oversight and support of interim executive:
o Establish an information system that enables the council president to gain access to all
critical information pertaining to the organization in an event of an emergency.
o The Council will have responsibility for monitoring and supporting the work of the
interim executive.
o Regular meetings should be established with designated council representative(s) and
the interim executive to discuss key issues and support needed by the acting director
 These meetings will occur every (insert timeframe)
Process to select and transition permanent new staff:
o Planned Exit – Hiring Permanent Staff succession plan will be followed in the event that
the temporary absence becomes permanent (i.e., staff member is unable to return after
6 months)
o The interim executive should not be included on the search task force if they are a
potential candidate.
Strategic Leader Development
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A process that promotes ongoing leadership development for talent within the organization.
Comment [S5]: Would this be 3 members of
council who are each willing to learn certain aspects
of the job? Is this feasible?
Comment [S6]: This piece was included to get us
thinking about the future. Do we want to support
leadership training that could lead to the next staff
members coming from our membership? Is it
important to us to have SLP/AUDs in the roles? If
so, how do we get the talent ready for the
positions?
This succession plan was approved by the SASPLP Council on __________________________.
Copies of this document kept by:
• Council President ______________________________________
• SASLPA Office
• Appointees and backup-appointees ______________________________________________________
References
1. Nonprofit Executive Succession-Planning Toolkit by the Federal Reserve Bank of Kansas City
(https://www.kansascityfed.org/publicat/community/Nonprofit-Executive-Succession-PlanningToolkit.pdf)
2. Succession Plan Planning Information and Plan Template December 2010 by Northland
Foundations
(http://www.northlandfdn.org/convening/keeley1110/Succession/PlanTemplate.pdf)