Succession planning is the process of identifying and preparing suitable people through mentoring, training and position rotation, to replace key players within the Club as they chose to resign their position, or their term expires.
Most importantly succession plans are used to ensure your club will continue to operate if a person/s resign their position in the club, and that the outcomes of their work continues well beyond their involvement with the club.
A succession plan is necessary to provide opportunities for potential leaders within clubs to be identified and developed in readiness to move into leadership positions. Clubs that plan for smooth transitions of leadership are less likely to experience disruptions to their operations and are in a better position to replace volunteers who vacate their current positions.
a) Reasons for a succession plan
- So the same people don’t feel obliged to help or fill the position
- To encourage more people to attend meetings and workshops
- To engage more people in external meetings and workshops
- To ensure your club will function efficiently if a key person or people left suddenly
- To allow temporary filling of positions, in the case of illness or absence
- To support and therefore better assist the Club
b) Components of a Succession Plan
- A strategic/business plan – is a working document outlining the club’s priorities and should be consulted regularly throughout the year. It does not have to be a long document
- Position Descriptions – useful when recruiting new office bearers and ensuring that you know what jobs the vacating volunteer was responsible for. Position description for surf clubs can be found in the Club Guide Appendix
- Policies and Procedures Manual – outlining the day-to-day tasks of your club, and who is responsible for completing them
- Reporting procedures – demonstrating the method of reporting to the committee
- Education and development opportunities – increasing role performance, job satisfaction, and assisting personal growth. These opportunities should be available to others in the club, so that if necessary, someone else is able to step into the vacant position
- Mentoring of youth and interested members – by encouraging youth and interested members to assist officer bearers with their roles
c) Points for Consideration
- How many people manage and understand the existing systems within the club?
- Does the club lack formal reporting procedures?
- Does the club promote pathways for advancement in the club leading to management roles?
- Are volunteers managed appropriately? i.e. what screening, recruitment, orientation, training, recognition, replacement systems are in place
- Are youth permitted administrative responsibility if they have demonstrated an interest?
- What can the club do when long serving members are no longer meeting their role responsibilities?
- Are the club and its members open to change?
For effective Succession Planning, it is important that office bearing members who are leaving their position, to share as much knowledge as possible to the person replacing them. As a result of this process, new members may learn from past experiences and successes and how to avoid potential problems.
Such an approach emphasises the importance of keeping accurate and current records of relevant information for roles. The handover process can be better managed by including the training and recruitment of potential committee members within the overall strategic plan.
References
SportAus – Club Development
https://www.sportaus.gov.au/club-development