Página de libro

Appendix 3 - Examples

Appendix 3 - Examples

Appendix 3

 

Succession planning in Member Organizations around the World –

some examples

 

Here are some examples of elements or full Succession Planning Strategies – from different parts of the world. These could be used as inspiration for future national succession planning strategies:

 

Africa Region

Girl Guides Association of South Africa

 

Benefits of Succession Planning

 

  • Continuity – pass on skills and knowledge
  • Recognition of aspirations – opportunities to take on other roles
  • Leadership development and Capacity Building
  • Young blood in – new ideas
  • Opportunity to tap youthful talent

 

Important to Know Where We Are Going and What We Want to Achieve

 

  • Good planning
  • Develop a realistic strategic plan
  • Good communication
  • Everyone on board

 

Process

 

  • Clearly defined Constitution
  • Workable, laid down structure
      • Terms of office

» Clearly defined

» Strictly adhered to

  • Elect period
      • Up to one year – easing into the job
      • Work hand in hand with retiring member
      • Understanding of what the job entails
      • Skills and knowledge transfer

 

Meet The Association’s Needs

 

Requirement:

  • Youth member on every Committee
      • Ensure decision making by the youth
      • Leadership empowerment
  • If required:
  • Chief Commissioner’s nominee
      • Ensure diversity
      • Capacity building
      • Leadership empowerment
      • Select right person for the job

 

Systems In Place

 

  • Good administration
      • Records indicating

» Date of first term of office

» Date of second term of office

» Calendar diary

      • Nomination process
      • Warrant or Card of Appointment
  • Identification of candidates
      • Invitation
      • Recommendation
      • Personal desire

 

Support Process

 

  • Mentoring
      • Opportunity to devise a programme for knowledge, skills and leadership development
      • Nurturing and support
      • Confidence building
      • Provides satisfaction for mentor as she sees her mentee grow

 

Assess Progress and Development

 

  • Performance assessment
      • Mentoring process – keep in touch
      • Capacity building – avoid sink or swim
      • Ongoing nurturing – caring interest
      • Give recognition - awards system

 

As an example of use of the Succession Planning Strategy above, the Chief Executive Officer of Girl Guides Association of South Africa has worked together with her appointed successor in the job two years ahead of her retirement.

 

 

 

Page 43 of document

 

Asia Pacific Region

Girl Scouts of Japan

 

Why Succession Planning

 

  • To be a sustainable organization
    • continue to focus on the Vision/Objectives at the time of transition
  • To provide opportunities for the young generation to gain experience in management of organization
  • they gain self-esteem and develop their potential
  • To be an organization that listen to the voices of girls and young women

 

Present National Board (2009-11)

 

• Considering “Balance” of the members:

- Different age, experience, profession

 

Present regulation was established, April 1991

 

  • Independent selection committee (avoiding arbitrariness)
  • Transparency of the process from selection of candidates to election
    • Recommendation by members
    • Election at the General Assembly
  • Length of the term
    • 2 years/term

 

In the mid 90’s, the association has tried…

 

  • To increase the number of young leaders’ participation in the decision making process at the national level
  • To nominate young member on the Board by adding a young member in the Board Member Selection Committee

 

However, the effort failed. The nominated candidates declined to run for the election, because they felt they were not supported enough by the local council or by the senior members within the association and felt a strong pressure to represent youths. So, a process was decided:

 

2000 “The national board should have members under the age of 35”

2002 Revision of Rules of Selection of the National Board Members:

Ratio of number of board members by age was specified

2003 Election of Board members for 2003-04:

Candidates under 35: 1 (elected)

2005 Election of Board members for 2005-06:

Candidates under 35: 1 (elected)

2007 Election of Board members for 2007-08:

Candidates under 35: 3 (2 elected)

2009 Election of Board members for 2009-10:

Candidates under 35: 2 (2 elected)

 

Resulting in visible decrease of average age in the national board.

 

Organizations involved in election of National Board Members

 

  • General Assembly
  • National Board (NB)
  • 47 Councils
  • Board Member Selection Committee (BMSC)
  • Election Supervision Committee (ESC)

 

Time frame for election process

 

May year X-1:Elections of BMSC members at general assembly

Aug – Sept year X-1:

BMSC asks councils to recommend members as Candidates for the NB

Nov – Dec year X-1:

BMS asks members to be candidates

Feb year X:

Election of NB members operated by ESC

Mar year X:

Decision of role of each NB member by mutual vote

Mar year X: New NB starts

 

For sustainable organizational operation

 

  • Observe the rules

(Rules of election, members of executives/ committees, decision making, age limit and fixed- terms)

make no exceptions without a good reason

  • Exemplary democratic organization
  • Try to garner suggestions and opinions from councils in each step of the process
  • Training for board members by board members (To share experiences with each other)
  • Support for the National Board by Advisor’s Meeting and Friends of The Board
  • Training for administrators
  • Rules for selection of executive members in councils
  • They have similar rules of fixed terms or times of appointment as GSJ’s
  • Each council has an executive member selection committee

 

Asia Pacific Region

Girl Scouts of Japan

 

Efforts to develop YOUTH of the next generation

 

  • Sending youth delegations to every world conference and AP regional conference since 1972
  • Sending Girl Scouts to overseas programs
  • ( - 2001 by GSJ, 2001- by council or as individuals)
  • Sending participants to JLS, HLS (every year since 1997: GSJ encourages them to participate in national programs afterwards and to be candidates for executive posts)
  • Providing opportunities for experienced youths to utilize their experiences in various programs as members of organizing committees
  • Encouraging them to be members of Standing Committees at the national level

 

Involving girls positively

 

  • “Fureai no hi” (Girl Scouts day) (Suggested by Ranger Girl Scouts at the Girl Scouts National Gathering in 1986)
  • Ranger girl scouts became members of the steering committee of the Ranger National Camp in 1989
  • Nowadays, most programs for girls such as the Girl Scouts District/ National Gathering, cultural exchange programs with UK/Korea or other programs involve girl scouts as members of the organizing committee, and they gain experience in planning and management

 

Conclusion

 

  • ‘Age’ should not be the barrier for both Young/Old
  • Each person’s abilities and commitment should be the key factors for the selection of the NB members
  • Securing the rule-based democratic and fair nominating process is necessary
  • It is important to support the young members to fulfill their responsibility by accommodating to their needs

 

Europe Region

Guides Catholique de Belgique, Belgium

 

Succession planning in Guides Catholique de Belgique is

 

  • Part of the job description of key positions
  • Using the job description to select profiles and explain clearly the work load, the requirements of the function... (designed as a kind of realistic advert for the function)
  • Encouragement to think of succession strategy as early as possible in the term
  • There are “procedures” and “manuals” to help people get started in their function (Vademecum du cadre)
  • The association can extend the term with one year (after a vote in the assembly) to finalise the succession (find a person or run an induction period with a new person if they find it useful)
  • Introduction of flexibility in the structure to arrange terms in function of possible needs of new candidates
  • “Resource Persons” – those are functions for people who want to get involved but without taking on a full term. They have to be elected for a specific mission. This enables to devote some tasks to people who want a limited commitment and lightens the workload for official functions. It also gives the possibility to gradually involve people who are afraid to start straight away with a “heavy job”, and afterwards they can candidate for more.

 

Responsibility for succession planning

 

  • Each person in a key position is responsible for her own succession
  • The whole team is involved to identify potential candidates – as are the previous persons who exerted the function (for example, a new candidate or potential international commissioner will meet 1 or 2 previous international commissioners to discuss about the function).

 

Challenges and the results obtained?

 

Making sure that people keep succession planning in mind before it is too late! – Not everybody is as structured to do it really well.

 

The association is currently inducing a new candidate International Commissioner – she has met 3 former IC, has been informed through the job description and accepted the task. She accepted under the condition she could contact the association for sensible matters (and might join the training for new national board members).

 

The same process has been run for the President of the association and for the previous one. The process made it possible to find a new candidate within a short term. The relatively new associations – both WOSM and WAGGGS associations – in the Eastern Europe have co-operated through a project “Leadership Capacity” on developing tools and events for developing and increasing leadership capacity in the participating countries – with the purpose of strengthening the associations. One of these tools is ‘Long Term Human Resources Planning’ with contents and programme for a weekend seminar on Succession Planning.

 

EUROPE Region

Ukraine, Slovakia, Macedonia, and Latvia

 

The relatively new associations – both WOSM and WAGGGS associations – in the Eastern Europe have co-operated through a project “Leadership Capacity” on developing tools and events for developing and increasing leadership capacity in the participating countries – with the purpose of strengthening the associations. One of these tools is ‘Long Term Human Resources Planning’ with contents and programme for a weekend seminar on Succession Planning.

 

Western Hemisphere Region

The Girl Guides Association of Dominica

 

An example of a Succession Plan Strategy and the revision of this:

 

Succession Plan Strategy (2008-2010)

 

In order that the Girl Guide Association of Dominica is able to function meaningfully and that our young members are ready to accept responsibilities in various roles / offices in the Association, the following actions would be taken:

 

  • Invite resource people to become members of the Association.
  • Identify members who could fill in the vacant posts.
  • Identify officers/persons who should be nominated to fill existing posts of the Association at the next triennium 2010 – 2013
  • Encourage more participation among the patrols of all units in decision making (Use quarterly evaluation) – increase more youth representative on the Executive (increase to four)
  • Nominate one young person to understudy each existing post and inform them of their responsibilities. Job Description). Provide training in the various roles, and Self Development skills
  • Introduce a mentoring and monitoring process in the Association
  • Provide a series of training sessions to prepare prospective Trainers for assessment as Local Trainers.

 

The important key positions in the association were understudied and evaluated, as were some proposals for action for ensuring the future of the position.

 

A training plan for each key position was described and

implemented.

 

Those variables affected above. Some of the young people

 

  • went to study
  • Migrated
  • Worked odd hours

 

The system was good but did not work out to GGAD’s expectation. The association therefore had to begin recruitment of skilled persons to fill in vacant positions.

 

The association also had to amend the training plan to reflect the various levels of the training scheme in order to ensure that every member in the association experience growth and development.

 

A study of rotation of executive positions was carried out.

 

Strategy Used for Succession Planning

2010-2013

 

In order that the Girl Guide Association of Dominica is able to function successfully that officers commit themselves to their responsibilities, and contribute meaningfully to the movement, the following actions were taken:

 

  • Invite resource people to become members of the Association.
  • Identify members who could fill in the vacant posts.
  • Identify officers/persons who should be nominated to fill existing posts of the Association at the next triennium 2011 – 2013
  • Involve more young women in decision making (Use quarterly evaluation) – increase more youth representative on the Executive (increase to four)
  • Continue the mentoring and monitoring process in the Association.
  • Continue the training sessions of prospective Trainers for assessment as Local Trainers.