Succession Plan 2019-2020 - inclusion powell river
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2019-2020
Succession Plan
1
PURPOSE OF THE SUCCESSION PLAN
The purpose of the succession plan is to provide a strategy to ensure inclusion Powell River has
a committed and skilled Board of Directors, Chief Executive Officer and Management Team
who all possess the necessary skills and leadership abilities that inclusion Powell River requires
to meet its strategic goals and remain a vibrant, healthy, and successful organization. This
includes but is not limited to upholding the mission, vision and values of the organization as well
as the need to ensure financial viability, and fiduciary/legal responsibilitiesare maintained and
advanced
A succession plan will support the organization to ensure:
Less time and expense to fill vacancies because talented incumbents will already have
been exposed to training and opportunities which will enable the organization to utilize
them and help them advance in their careers.
Development efforts are aligned with the organization’s Strategic Plan, ensuring that the
right people will be available at the right times and in the right places to meet the right
objectives
The organization is safeguarded against the sudden, catastrophic loss of key people.
Succession planning is also a process for identifying and developing internal personnel with the
potential to fill key or critical organizational positions. Succession planning ensures the
availability of experienced and capable employees that are prepared to assume these roles as they
become vacant.
“Succession planning for staff and managers starts with a clear vision and a strategic plan. It
includes hiring, developing and coaching all employees to meet new competencies. The
implementation of succession planning requires commitment, vigilance and engagement by all
members…” Edna Cadmus, 2006
Succession planning accelerates the transition of qualified employees from individual
contributors to managers and leaders. Succession planning:
Prepares current employees to undertake key roles
Develops talent and supports the long-term growth of it’s employees
Improves workforce capabilities and overall performance
Improves employee commitment and therefore retention
Meets the career development needs of existing employees
Improves support to employees throughout their employment
Counters the increasing difficulty of recruiting employees externally
Focuses on leadership continuity and improved knowledge sharing
Provides more effective monitoring and tracking of employee proficiency levels and skill
gaps
2
Succession planning is a necessary part of an organization's ability to reduce risk, create a proven
leadership model, smooth business continuity and improve staff morale.
There are four stages to developing an effective succession plan:
1. Decide on the key positions that you will focus on
2. Using the attribrutes of inspirational leadership develop a clear understanding of the skills
and attributes required to undertake the key roles;
3. Identify employees/volunteers who are interested and could potentially fill and perform
highly in such roles; and
4. Provide stretch assignments and coaching to employees to help them to be ready for
advancement into each identified role.
Without the implementation of a succession plan, there can be significant impacts on an
organization including;
Loss of expertise and business knowledge
Loss of business continuity
Damaged client relationships, reduced client satisfaction
Time and effort to recruit and train replacement employees
Roles:
Board: Ensure that an effective succession plan and management program exists and is working
effectively. Work with the current Chief Executive Officer to develop an emergency plan as well
as a long-term plan for replacing the CEO. Approve the plan. Develop a strategy for replacing
members of the Board of Directors and ensuring they have the required skills.
Chief Executive Officer: Oversee the entire plan. Ensure that the plan is coordinated with the
overall Strategic Plan for the organization. In addition, coach and provide assignments to
Directors interested in advancement.
Chief Operating Officers: Provide advice with regards to all human resources planning for the
organization and plays a key role in her oversight of recruitment and retention of all employees.
Ensure job descriptions, personal development plans and performance reviews are kept current
and reflect the strategic goals and succession planning goals of the organization. In addition,
coach and provide assignments to Managers and Coordinators interested in advancement as part
of the succession planning process.
Directors, Managers and Coordinators: Responsible for attracting, identifying, developing
and retaining talent for their respective programs. Groom talent to meet the organization’s future
requirements.
3
POLICY FOR SUCCESSION PLANNING
Management ensures that those employees with an interest in and the potential for key positions
and areas are provided with appropriate development opportunities so that they can acquire the
necessary skills and competencies to compete for these roles when they become available.
Succession planning does not entail guaranteed promotions. It is important that inclusion Powell
River carefully manage employee expectations to avoid these kinds of perceptions. Although the
focus of succession planning and management is on key positions and key areas, development
initiatives should occur alongside more broad-based learning initiatives. In other words, all
employees should be encouraged to have learning plans and participate in learning and training
opportunities to further their career development. But the analysis of key positions and target
areas may suggest tailored developmental programs and activities to build competencies for
certain areas.
The Board of Directors is responsible to ensure its continuation as the governance body for the
association. Directors are to ensure that they recruit individuals with the critical and diverse
skills needed to govern the association and will identify leadership attributes necessary for this
task. Directors will identify any gaps in skills required to achieve its strategic goals and
systematically identify and plan to ensure there are qualified Board members to take leadership.
Formal Board training will be provided periodically to ensure the skills are developed and
maintained.
Strategies and Priorities
Strategies identify the types of response that will be created by inclusion Powell River to
address its succession management risks and opportunities. Program priorities identify specific
areas of focus that will require more attention either within a particular timeframe or within the
context of resolving a particular business issue. Determine the key positions to focus on.
Communication Plan
Succession management becomes most effective when it is embedded in the culture of the
organization. In order to do this, the succession management program and the plan for the
program must be communicated throughout the organization. In this way, managers and
employees are aware of the requirements and opportunities of the program and can, therefore,
support the programs as required.
Communication Strategy and Engagement Process
Develop Communication Plan that includes how to communicate with employees
interested in promotion and development of skills, in order to be in a position to
effectively compete for promotion.
4
ACTION TO IMPLEMENT SUCCCESION PLANNING
The Chief Executive Officer together with the Board of Directors, will pro-actively create or task
an existing committee with the development of a long-term plan for agency-wide succession.
The CEO will hire expertise in succession planning to work with senior staff and the Board of
Directors to ensure the organization is proactively planning for succession.
Challenges:
Developing and implementing a comprehensive Succession Plan takes time and energy –
two things that are at a premium in most non-profit organizations. inclusion Powell River
is no exception.
Demographic – inclusion Powell River’s labour pool, or lack there of, particularly at the
Executive and Program Director level especially as the association is looking toward
possible multiple retirements within this group in a 1 to 5 year time span. It is the role of
the Board of Directors to replace the CEO as needed.
Possible solutions include:
Long term: experienced CEO and Directors to coach younger leaders and provide them
with stretch assignments that will prepare them for promotion. By assigning
responsibilities to senior staff to develop/demonstrate leadership in creative, motivational
and even inspirational ways.
Continue to train current Directors so that there are at least 2 individuals who can step
into the CEO or COO roles if needed (not necessarily candidates or interims, or even
individuals being specifically groomed for the position). Encourage Managers to take
lateral transfers in order to expand their expertise and knowledge of the agency.
Expect Directors and Managers to grow broader leadership abilities: ie: financial
management, fund raising and board relationships. Create opportunities for key staff to
interact with the Board on committees or by attending select Board meetings.
Regular leadership opportunities for younger staff members
SHORT TERM STRATEGY - If Urgent and Immediate Need to Replace Chief Executive
Officer
Upon receipt of notice that the Chief Executive Officer is resigning or is unable to work, due to
illness or accident for a period of more than 8 weeks, the Board will convene a recruitment and
succession planning committee.
Locate and appoint an interim Chief Executive Officer.
5Length of Absence Action Plan
1-3 months with expected return Board President or designate to appoint the COO or a qualify alternate to
the CEO role. COO to determine if additional expertise is required.
4 months to 1 year with expected The interim CEO and the Board to consider their options. There may be a
return suitable internal candidate who has been groomed that could step in the
interim.
over 6 months with no known Appoint interim CEO in the interim and start recruitment process as soon as
return date or retirement it is known the Chief Executive Officer will not be returning. See CEO
Competencies in Appendix B
o This approach reflects a growing trend – slows down the process by facilitating smooth
transitions and avoids the pitfalls of a “rush to hire”.
o This individual is typically not a candidate for permanent hire, so remains free from
conflict of interest that might prevent frank and open assessments and dialogue.
o Cost-effective even if more expensive in hourly rates since typically this individual works
fewer hours per week and would not accrue benefits.
LONG TERM STRATEGY for Replacing the Chief Executive Officer
In preparation for the resignation of the Chief Executive Officer or the event that she/he is
unable to work due to illness or accident for a period of more than 8 weeks, the Board will create
a Recruitment and Succession planning committee.
Below are some questions for the the Board to ponder when developing a strategy for her
replacement. Can the succession need be met by the following:
Hiring from internal candidates
Hiring from outside the organization
Reorganizing
Outsourcing the work
Hiring a temporary replacement on contract
Bringing in a consultant to help
Transferring someone from another part of the organization, temporarily or permanently
to meet the succession need
6 Acquiring or combining with another organization that possesses the needed talent
Delegating the work
Trading needed talent, temporarily or permanently with other organizations
Recruiting more widely
Hiring back needed managers or other talent after they have departed from the
organization either temporarily or permanently
Other alternative approaches as brainstormed by the group
Challenges:
Powell River’s location, size and demographic may make it difficult to find suitable candidates
for short term tenure.
General Considerations for Board and existing CEO:
Regularly review compensation and benefits to market standard
Continue to ensure CEO workload and expectations of role are manageable.
7SHORT TERM STRATEGY in the event of the unplanned loss of members of the Board of
Directors
1. Appoint an ad-hoc committee of the Board with members of the management team to
support as needed, to develop a plan for replacement of Board members.
2. The committee to develop a list of skills required of Board members.
3. The committee to brainstorm a list of potential Board members
4. The plan should include an interview of potential Board members:
a. To ensure their values are aligned with the mission, vision and values of the
organization.
b. To ensure they understand and are supportive and aligned with the strategic goals
of the organization.
c. Evaluation of skills needed on the Board that align with the achievement of the
strategic goals of the organization.
d. Communication of commitment required to be on the Board of Directors.
e. Schedule orientation for new Board members.
LONG TERM STRATEGY for replacing members of the Board of Directors
1. Appoint a nominating committee to recruit as necessary.
2. Use potential Board members as committee members in order to develop their skills and
to determine their suitability for the Board.
3. The committee should maintain an inventory of the skills of the members of the Board
and any gaps in skills.
4. All members of the Board should bring forward names to the committee for interview by
the committee
5. The plan should include an interview of potential Board members:
a. To ensure their values are aligned with the mission, vision and values of the
organization.
b. To ensure they understand and are supportive and aligned with the strategic goals
of the organization.
8c. Evaluation of skills needed on the Board that align with the achievement of the
strategic goals of the organization.
d. Communication of commitment required to be on the Board of Directors.
e. Schedule orientation for new Board members.
Succession Plan for Program Directors, Program Coordinators and Program Managers
Our organizational structure is designed to develop the skills of our Coordinators and Managers
to move into Program Directors positions and Acting Managers to move into permanent Program
Managers positions.
Some other approaches to developing leadership competencies include the provision of
opportunities for:
Job rotation and shadowing
Mentoring and coaching
E-learning and conferences
Key assignments
9Potential Replacement Strategies for periods of up to 1 year
Length of Absence Position Plan
Up to 8 weeks Chief Operating Officer CEO will reassign
responsibilities between
Director Residential and Adult Program
Services Managers/Coordinators/
Director Children’s Services Directors/Chief Executive
Office.
9 weeks to 6 months Chief Operating Officer Responsibilities will be
reviewed and remain as
Director Residential and Adult assigned for the first 8 weeks
Services if possible. If not the CEO
Director Children’s Services will make a decision to either
recruit or appoint someone
on a temporary basis.
6 months to 1 year Chief Operating Officer Responsibilities will be
reviewed and remain as
Director Residential and Adult assigned for the first 8 weeks
Services if possible. If not the CEO
Director Children’s Services will make a decision to either
recruit or appoint someone
on a temporary basis.
10Action Plan to further Develop Succession Plan
Activity Who is Goal Measure
Responsible
Identify Current and Future Chief Data gathered from personal Update Appendix A
Needs of the Organization Operating development plans will annually to show the
Analyze inclusion Powell Officer identify employees’ personal projected retirement
River demographics and and professional development dates of employees
projected retirements. Directors goals. aged 50-75. Although
some people will not
retire when projected,
this allows for a
generalized risk-
assessment.
Assess potential for future 1. Invite employees to let Documented
candidates for leadership Program us know if they are evidence of
positions– ie: how do we know Managers interested in positions completion of each
someone can succeed at higher identified for the step.
levels of responsibility if we Chief succession planning
have never seen them perform Operating process.
it? Officer 2. Assign to coaches
3. Complete Personal
Program Development Plans
Directors 4. Review through People
Committee
Accounting 5. Notify employees who
Manager will be coached for
advancement.
6. Continue to meet
regularly with group.
Board Members Chief Board nominations Nominating
Determine gaps in skills of Executive committee to assess current Committee structure
current Board members Officer & Board requirements and to include CEO and
Determine ways to recruit Board onglingly recruit to meet at least one person
potential board members. President those needs. Individuals from the Board of
Provide orientation and may be added to current Directors.
development opportunities committees in order to
for Board members. contribute their skills and Board composition
to determine their to include a mix of
suitability for the Board. members who are
employed and
retired, as well as
self advocates,
family members and
11Activity Who is Goal Measure
Responsible
individuals who are
involved in the
community.
Chief Executive Officer-Short CEO Chief Operating Officer Chief Operating
Term Strategy trained and prepared to Officer is ready as
Determine interest and take on CEO role. determined by the
evaluate gaps in CEO to step into
competencies and skills this role.
and training needed to
develop
Chief Executive Officer-Long CEO, Board Follow steps above. CEO
Term Strategy President & to coach and mentor direct Evaluate and meet
Review competencies COO reports once removed with employee
regularly. about their interest in every 2 months and
Consider expected timeline taking on her role. document meeting.
for replacement
Determine employee
interest and evaluate gaps
in competencies and skills
and training needed to
develop
Develop strategies for
replacement
Directors/Program COO and Follow steps above. Assignments are
Coordinators and Managers CEO Directors/ Program completed.
Review competencies and Managers to implement Evaluation of
skills required for this mentorship/coaching for assignments is done
position internal employees who by coach by March
Determine employee have expressed interest in 31, 2020.
interest and evaluate gaps the role of CEO.
in competencies and skills
and training needed to
develop those.
Consider timeline for
replacement
Develop strategies for
replacement
Technology Manager COO Job description has been Complete list of
List competencies and updated. potential companies
skills required for this that could take on
position this role and provide
12Activity Who is Goal Measure
Responsible
Determine employee the skills.
interest and evaluate gaps
in competencies and skills
and training needed to
develop those.
Consider timeline for
replacement
Develop strategies for
replacement
Evaluate the Succession Plan CEO & COO Review succession plan Report updated
considering the following annually with CEO, COO, annually.
areas: Directors and Program
Managers.
Identify all areas of the
program to be evaluated Review action items in
succession plan annually
Establish the measures of and update as required.
success or standards for
evaluation
Identify an appropriate
method for evaluating data
Collect data for evaluation
purposes
Identify the gaps in the
program between intended
results and actual results
Implement changes as
required
Personal Development Plans See Appendix B Complete in 2018-
are in place documents 19 year
Continued coaching on See ongoing calendar –
succession planning process Appendix C
with Avail Leadership
See Appendix D Complete Phase 1 in
Coaching training documents 2018-19 year
Career Coaching List CEO See Appendix E document ongoing
Accountability Training CEO See Appendix F Training Training completed
developed to increase July 2018
accountability in the
13Activity Who is Goal Measure
Responsible
organization
Menu of Development CEO See Appendix G ongoing
Activities
Communication with Staff CEO Appendix H - To ensure Use PDP process to
staff understand the get feedback from
agencies practices with staff.
regards to providing them
with leadership
opportunities. These
processes are in place and
supporting staff to learn
and grow.
Attributes of Inspirational COO Appendix I - For insert in June 2019
Leadership all job descriptions
CEO compentencies Executive of Appendix J -To use Completed in 2018-
the Board of competencies to rewrite job 19 year.
Directors description for succession
purposes.
Appendix A
Projected Retirement dates of Key positons
Position Date
CEO Dec. 2021
COO July 2023
Finance Manager Sept. 2023
Physiotherapist March 2024
Health and Safety & Assets Manager December 2021
Technology Manager 2020
14Current staff age distribution
Position Type Age Age Age Age Age Total
group group group group group
50-54 55-59 60-64 65-70 71-75
Senior Staff 1 1 2
Program 1 5 6
Manager/Coordinators
Adult Services
Coordinator 2 2 1 5
Child & Family Services
Support Worker 20 15 15 15 5 70
Adult Services
Support Worker 1 2 3
Child & Family Services
Administration 3 1 4 1 9
Total 27 23 23 17 5 95
Sources:
http://www.aecf.org/upload/PublicationFiles/LD2928K641.pdf
Edna Cadmus Phd. RN CNAA. 2002. Succession Planning: Multilevel Organizational Strategies for the
New Workforce, JONA, Volume 36, number 6, pp. 298-306
Wolfred, T. 2005. Interim Executive Directors, the Power in the Middle. San Francisco, C.A.; Evelyn and
Walter Haas Jr. Fund. Subject File 602
Byham, W. C.; Smith, A. B.; Paese, M. J. 2002. Grow Your Own Leaders: Acceleration Pools – A New
Method of Succession Management. Upper Saddle River, N.J. Prentice-Hall Inc.
Rothwell, W. J. 2010. Effective Succession Planning: Ensuring Leadership Continuity and Building
Talent from Within. Fourth Edition. New York, N.Y. American Management Association.
15Appendix B- Personal Development Guide and Template 16
Appendix C- Calendar of Meetings 17
Appendix D- Coaching Training
Personal Development Plan
Guide for Managers
Instructions
Start the conversation with the employee by explaining the importance your organization places on
career development, and explain (or review) the career development program and schedule.
Then say something like: “I have some specific questions I’d like to ask you so that I can better
support you and help you achieve your career goals. Do you have any questions before we begin?”
Ask the bolded question and/or three questions from each category (or modified question).
Record the answers in the employee’s Personal Development Plan (PDP). The employee should
record, the manager should review.
It will likely take several career development discussions to complete the PDP the first time.
Subsequent career development discussions will likely take less time, updating areas that have
changed.
CAREER PLANNING
What are your interests, hobbies and passions? What are your strengths (skills and talents)?
How do you like to spend your free time? Of all the things you do well, what two do you do
best?
What are your hobbies?
What do you enjoy most about your work?
What do you read in your spare time?
Which of your strengths do you believe adds the
What subjects do you research? most value to the team?
What are you passionate about? If you won $10 Which of your strengths is being underutilized?
million dollars, what work would you do and what How can I help you use your strengths more in
causes would you support? your role? Are there activities or other parts of
your role that you want to do more frequently?
18What are your career aspirations and long-term What position(s) are you targeting?
career goals?
What is the most important position for you to
What are your dreams? obtain? Why?
What do you want the pinnacle of your career to What alternative positions can you see that you
look like? may be interested in?
Which goal do you want the most? Why? If your alternative position became available before
Where do you see yourself in five years? your first choice position, would you take it or
would you wait for your first choice position?
What do you want to accomplish in the next 18
months?
What are some potential obstacles (competency What do you want to learn?
deficits)?
What do you need to learn to move in the direction
What is it going to take for you to achieve your of your dreams?
career ambitions? What projects, committees, or other responsibilities
What skills don’t you have that you think you’ll would you like to be part of to help develop your
need in your ideal position? career?
What can people who are in that position do that Can you think of how the two of us might create a
you can’t do yet? new experience or project that would help you
Which development activities do you feel would be build on your strengths and achieve your career
most beneficial to achieving your career goals? goals?
What can I do to help you achieve your Who are people that I know who could be helpful to
development goals? you? (Follow up by asking if they’d like an
introduction.)
AREA TO BE DEVELOPED ACTIONS I WILL TAKE
The general area to be developed, such as Actions the employee will take to achieve their objective.
Business Development
Client Facing Experience
Should include sufficient detail so that the employee can be
Proposal writing held accountable. For example, instead of “Find ways to get in
Negotiating front of clients more often.” write something like:
Delegation
Accompany VP of sales on 2 sales calls.
Make sure that at least one development Ask the PM director if I can prepare a project brief and
area is focused on building an existing
present it to the client.
strength. Make them a guru in some area.
Accompany QA manager on next client site visit.
19SUPPORT REQUIRED SUCCESS CRITERIA
How will you, their manager, support them? Specific measures to quantify development.
Attend and contribute to 6 client meetings
Regular coaching meetings on this specific
development area Shift 10 hours of low ROI work to delegates
Introductions to key contacts Write 3 proposals. Participate in 2 negotiation
meetings and lead 1.
Making arrangements with other dept. heads
TARGET DATE
Date by which the success criteria is expected to be
met.
Note: The PDP form is in a Microsoft Word document and the columns and rows can be adjusted depending on your
needs.
Personal Development Plan
Guide for Career Coaches
Instructions
Start the conversation with the employee by explaining the importance your organization places on
career development, and explain (or review) the career development program and schedule.
Then say something like: “I have some specific questions I’d like to ask you so that I can better
support you and help you achieve your career goals. Do you have any questions before we begin?”
Ask the bolded question and/or three questions from each category (or modified question).
Record the answers in the employee’s Personal Development Plan (PDP). The employee should
record, the manager should review.
It will likely take several career development discussions to complete the PDP the first time.
Subsequent career development discussions will likely take less time, updating areas that have
changed.
20CAREER PLANNING
What are your interests, hobbies and passions? What are your strengths (skills and talents)?
How do you like to spend your free time? Of all the things you do well, what two do you do
best?
What are your hobbies?
What work brings you the most satisfaction?
What do you read in your spare time?
Which of your strengths do you believe adds the
What subjects do you research? most value to the team?
What are you passionate about? If you won $10 Which of your strengths is being underutilized?
million dollars, what work would you do and what How can I help you use your strengths more in
causes would you support? your role? Are there activities or other parts of
your role that you want to do more frequently?
What are your career aspirations and long-term What position(s) are you targeting?
career goals?
What is the most important position for you to
What are your dreams? obtain? Why?
What do you want the pinnacle of your career to What alternative positions might you be interested
look like? in?
Which goal do you want the most? Why? If your alternative position became available before
Where do you see yourself in five years? your first choice position, would you take it or
would you wait for your first choice position?
What do you want to accomplish in the next 18
months?
What are some potential obstacles (competency What do you want to learn?
deficits)?
What do you need to learn to move in the direction
What is it going to take for you to achieve your of your dreams?
career ambitions? What projects, committees, or other responsibilities
What skills don’t you have that you think you’ll would you like to be part of to help develop your
need in your ideal position? career?
What can people who are in that position do that Can you think of how the two of us might create a
you can’t do yet? new experience or project that would help you
Which development activities do you feel would be build on your strengths and achieve your career
most beneficial to achieving your career goals? goals?
What can I do to help you achieve your Who are people that I know who could be helpful to
development goals? you? (Follow up by asking if they’d like an
introduction.)
AREA TO BE DEVELOPED ACTIONS I WILL TAKE
21The general area to be developed, such as Actions the employee will take to achieve their objective.
Business Development
Client Facing Experience
Should include sufficient detail so that the employee can be
Proposal writing held accountable. For example, instead of “Find ways to get in
Negotiating front of clients more often.” write something like:
Delegation
Accompany VP of sales on 2 sales calls.
Make sure that at least one development
Ask the PM director if I can prepare a project brief and
area is focused on building an existing
present it to the client.
strength. Make them a guru in some area.
Accompany QA manager on next client site visit.
SUPPORT REQUIRED SUCCESS CRITERIA
How will you, their manager, support them? Specific measures to quantify development.
Attend and contribute to 6 client meetings
Regular coaching meetings on this specific
development area Shift 10 hours of low ROI work to delegates
Introductions to key contacts Write 3 proposals. Participate in 2 negotiation
meetings and lead 1.
Making arrangements with other dept. heads
TARGET DATE
Date by which the success criteria is expected to be
met.
Note: The PDP form is in a Microsoft Word document and the columns and rows can be adjusted depending on your
needs.
22Appendix E - Career Coaching List - 23
Appendix F- Accountability Training 24
25
26
Appendix G- Menu of Development Activities
Menu of Development Activities
Attend industry association training, Serve on a committee or task force charged
conferences and workshops. with addressing a pressing business problem.
Provide vacation relief for the incumbent of the Lead a committee or task force charged with
desired role. addressing a pressing business problem.
Arrange for one-on-one mentoring by the Handle a negotiation with a customer.
manager of the desired role. Present a proposal to top management.
Attend meetings related to the desired role. Go off-site to troubleshoot problems (for
Take on additional responsibilities of the desired example, deal with a dissatisfied customer).
role. Be part of a recruiting committee.
Teach lunch-and-learns about their area of Serve at a tradeshow booth.
expertise. Do a project with another function.
Attend client meetings. Take on an “undoable project” (in other
Take on more strategic projects, such as words, the last person who tried failed).
decreasing waste or improving the performance Take on a cost-cutting initiative.
management process, to provide them with a Resolve a conflict between warring peers or
broader skill set and experience. subordinates.
Take on a software implementation in the area Write a proposal for a new system, product,
they want to move into. etc.
In a project-based company, move associates (or Spend a week with customers and write a
project coordinators) to projects where they will report.
learn different disciplines. Do a competitive analysis.
Ask associates (or project coordinators) to Study the innovation of
create a brief for the client, and have them customers/competitors.
present that brief to the client. Evaluate the impact of training.
Attend senior management meetings. Join a board.
Take online courses (could be pre-recorded in- job shadowing between
house webinars). IDP/SCD/FS/FASD/PT/OT based on unique family
Receive executive coaching. needs
Act as a mentor. Sharing coverage between child and teen
27 Skill-building lunchtime mini presentations/ programs to learn each other’s' jobs
workshops (open to staff only for introverts and
"Treasure hunts" to find a document on
to staff/families/teens for the extroverts)
Sharevision first, and then give feedback to
Rotate staff chairing the Inter service meetings, Ocean/Carley about how to make the pathways
and typing minutes (have a Rock Star teach how more intuitive
to chair a meeting, how to take good minutes) Nominating people on Trello to be the "go to"
Ask others who want to improve their person if you want to learn a skill (because they
presentation skills to do some of your prep-work are a Rock Star at that task), and people can also
for a presentation so they see the process post if they have a "life hack" for that task that
New program or process development in they are willing to share
Children's Services (a committee?) Vacation Relief
SCD staff do some skill building with youth Senior RSW-Lateral Job Rotation
Staff from other programs sometimes running Change Key Workers based on their strengths
Playgroup Facilitate Council Meetings
More reporting on trainings immediately Join committees
following return from a funded course or Learn Reporting Processes (Performance
conference Outcomes)
Running ISP's Tracking/Data basing
Senior RSW to Join Finance Check-Ins Asking people to do prep work
Strengths alignment Task Masters Trello Board (for mentorship)
New process committee Attend director meetings
New program level committee
Report back on training
28Appenidix H - Communications with Staff
General Staff Meeting Minutes
March 14, 2018
Attendance: Lilla Tipton, Pat Townsley, Lynn Roberts, Tarra Tipton, Dale Noseworthy, Mark Kerr,
Jennifer Gomez, Yvonne Russell, Jenn Morris, Laura Kew, Maureen Ross, Lindsay Obermeyer, Sheri
Konkin, Dawne Budgell, Chantel Edmunds, Nancy Mitchell, Lisa Budgell, Wayne Lockyer, Lisa Daniels,
Jeanne Raworth, Connie Polman Tuin, Staci Van Hees, Laura Cocksedge, Linda Dupuis, Sara Young, Alan
McCallum, Lisa Beaulieu, Shelley Burge, Bernie Vecsey, Regina Vecsey, Anneke Gutter, Cheryl Langdale,
Jeanie Fuller, Rose Cleator, Roberta Hartery, Jeanne Raworth, Carley Shelton (recorder).
8:15am and 4:15pm
1. Welcome
a. Staff & Volunteer Appreciation Dinner is June 8, 2018 @ Doors open at 5:30pm located
at the ARC.
b. Events coming up:
Lip Sync Battle Fundraiser April 28, 2018 at the ARC.
Ongoing Fundraising – Clothing Bin, Grocery Cards, Wish Fund.
Self-Advocates Group are doing the Purdy Chocolates and Yard Cart for
fundraising so the can attend the inclusion BC Conference which is in Kelowna
this year
HIP Committee is doing the Vesey’s Bulbs – Deadline March 23rd.
The Annual Summer Picnic is scheduled for July 26th at Willingdon Beach
c. Accountability – See PowerPoint.
d. Collective Agreement wage increases of 3.5% on April 1, 2018.
https://www.cssea.bc.ca/index.php?option=com_content&view=article&id=544
&Itemid=466 for full wage grids.
e. Strategic Planning
Strategic planning is intended to help us focus on the most important things we should
be working on. I know that some staff have had some concern that too many resources
are going into expansion and diversification of our services and income. An example of
that is the seniors’ facility etc. The concern expressed by one of our staff was that they
were worried that we have lost our focus on the work we originally set out to do and
that on top of all the additional requirements that CARF brought to the organization not
enough attention is being given to our primary work. There is concern that we are
getting bogged down in systems and that senior management are out of touch with the
“real” work of the organization. I want to tell you that these are all real and legitimate
29concerns. They are concerns that I worry about and that the Board of Directors worries
about and I thank you for keeping it in the forefront of my mind.
The strategic plan belongs to the Board of Directors. After all of the input is gathered
and digested, the Board decides on the direction and focus of the organization for the
next 3-5 years. I am the only employee of the Board of Directors and everyone else
either directly or indirectly reports to me. The Strategic Plan is my work plan. It is how
my performance is measured. If the goals of the Strategic Plan are not achieved then
I’m not doing my job. I report out on the Strategic Plan through a document called the
Business Improvement Plan on a quarterly basis.
I want to tell you briefly about what goes into the process of strategic planning. It is a
little different each time but generally we gather information which is reviewed and
discussed and we use it to come up with a plan. This time round we are gathering
information from the following sources:
1. Human Resources Data and reports
a. Succession Planning focus groups
b. WorkSafe
c. Employee Engagement Survey
d. Recruitment
2. Client Satisfaction Survey & Program Council Meeting summary
3. Program Performance Outcomes Reports
4. Client Incident report summary
5. Report from client and stakeholder focus groups
6. Financial -Audit Report
7. SCAN of the external work environment – what is happening with government and government
contracts, in the community, and on the provincial and national scene that might impact us.
What’s new in best practices.
These reports will be reviewed in advance of a day long planning session scheduled for
Saturday, April 21. The planning session this year will include the Board of Directors and
senior leaders.
f. Succession Planning
Many of our staff are nearing retirement
We have some unique recruiting challenges
See PowerPoint for details of
g. Organization Structure – See PowerPoint
h. Updates on seniors housing and affordable housing project
We are selling off our shares on the rest of the seniors land to JV30 and just
keeping the one piece of land we need to build the Seniors Facility.
302. Job Descriptions for Leaders
a. CEO – Posted on Sharevision.
b. COO – Posted on Sharevision.
c. Director of Adult Services – Posted on Sharevision.
d. Director of Employment Services, Advocacy & Innovations – has been merged into the
CEO.
e. Director of Child & Family Services – Same as before.
3. Scotia Place Update
BC housing has built a new house on Scotia Place to replace McGuffie.
It is in the final stages, need to finish some client specific customization before
moving in.
Possible move in date is end of April 2018.
4. Human Resources
a. Lean – See PowerPoint
b. Roll out of incentive plan for recruitment – See PowerPoint
c. Staff Engagement Survey Results – See PowerPoint
5. Discussion
We are selling our shares in the property on Joyce Ave., next to the hospital, in order to
purchase the land for the for the seniors development, which is 3.92 acres of the larger
parcel and is where we want to build the seniors independent living home. This will be
75 units. The property is currently being serviced by the civil engineers. This includes
lights, sidewalks, sewer, water, storm sewer, water catchment, roads, etc. Our next
step is to get the architectural/engineered drawings completed for the building and get
them approved by the City. Can we get info out to the Community yet? No, we don’t
have the final specs yet. Once the civil engineering is done we can take ownership of
the parcel in order to move forward.
Affordable housing project- The city is selling the land, where the housing is to be built
on Ontario St. to BC Housing and then BC Housing will build the apartment building
which will be between 32-40 suites. We will have a contract to operate the building.
Because our original proposal was to use our property on Duncan, the City is purchasing
our Duncan property and we are waiting on the land transfer paperwork with the
lawyers. We don’t have details of timelines or eligibility worked out yet.
31Appenidix I – Attributes of Inspirational Leadership 32
Appendix J – CEO Competencies
What are the most important results the CEO of IPRS must produce?
Employees are focused on IPRS’s purpose, goals and priorities.
A competent and empowered workforce.
Employees and the local and provincial community understand, value, and support our vision
and mission.
IPRS is financially sound and sustainable.
Innovative solutions to changes in the internal and external environment.
All legal and contractual requirements are met.
IPRS is protected from unnecessary risk.
IPRS is recognized as a centre of excellence in the provision of services/supports.
What skills and behaviours will it take to produce those results?
Develop key positive relationships in the sector.
Draw out the intelligence within the organization.
Establish a system to focus the CEO’s communication and behaviour on the priorities.
Understand financial statements and identify potential issues.
Negotiation skills.
Identify grant opportunities, write persuasive grant applications, and influence funders to
approve the grant.
Propose innovative solutions to problems after soliciting advice and input from others.
Admit mistakes.
Influence others, including the board, to take calculated risks.
Identify the strengths in others and make the best use of them. Knows when to outsource as
needed.
Sell the organization / presentation skills.
General knowledge of relevant legislation and policies.
Set clear expectations and provide a structure and process to ensure operational excellence.
This includes:
o Hold regular meetings with the COO to review goals, progress towards goals, and action
plans to accomplish goals.
o Set the standard of collegial respect and support for the COO and other subordinates.
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