Managing Activities
Managing Staff & Volunteers
Running The Organisation
Getting Young People Involved
Succession Planning
Planning before the Event or Activity
Managing The Activities
Evaluation and Review
Finding New Staff
Orientating and Inducting New Staff
Training Staff
Recognising and Awarding Volunteers
Managing Behaviour
Managing Bullying
Access and Equity
Child Protection
Clubs, Associations and Businesses
Running Meetings
Money Management
Getting Control of the Paperwork
Work Health and Safety
Planning For The Future
Understanding Youth Involvement
Taking Action: 10 Steps to Engaging Youth in Club Decision-Making
Helpful Links and Resources
Section 1: Introduction to Succession Planning
Section 2: The Succession Planning Process
Section 3: Crucial Ingredients for Steps 1-5
Step 1. Stop and Think
Step 2. Identify Barriers to Participation for Young People
Step 3. Decide How Your Club will Involve Young People in Decision-Making
Step 4. Form Community Partnerships
Step 5. Recruit Young People
Step 6. Induct Young People in to your Club General Induction Information
Step 7. Effectively Communicate with Young People
Step 8. Invest in Young People
Step 9. Mentor your Young Volunteers
Step 10. Recognise Volunteers and Thank Them for Their Work
Step 1: Examine your club’s position
Step 2: Identify skills required to fill critical roles in your club
Step 3: Assess the skills gap in your club and identify potential successors
Step 4: Develop and prepare potential successors
Step 5: Evaluate your succession plan


Step 2: Identify skills required to fill critical roles in your club

The second step in succession planning is to break down the roles, responsibilities and required knowledge for the critical roles you identified in Step 1. It might be a good idea to begin with the roles you marked as ‘immediate’ expected vacancy, then move on to ‘short term’ and finally ‘long term’.  

For each position, ask the person who is currently in the role to answer the following questions and discuss it with the board. The board should also make adjustments or additions to these as they see fit to ensure the responses reflect the feelings of the board as a whole and not just the individual who is currently in the role. For the positions that do not currently exist or are vacant, the board or relevant committee should answer the questions collectively.

  • Why is this position so important?
  • What are the three main objectives of this position?
  • Which skills are required to carry out this position?
  • Is there any previous experience that would help to carry out this role?
  • What knowledge is required?
  • Is there any other expertise/personal quality or characteristic that would help someone to carry out this role successfully?

Now devise a position description for each critical role using the Position Description Template. By completing a position description you are achieving two things. Firstly, you are clearly recording what skills and experience are required for key positions which will help the club board in the future. Often the person in the role is the only person who knows exactly what is required of them so when they leave that information goes with them and their replacement has to ‘learn as they go’. If a position description exists, it provides a level of continuity in that position as the new volunteer continues in the role knowing exactly what is required of them and what the position is all about. Secondly, a position description outlines exactly what you are looking for when you start to recruit volunteers to fill the position. It is very important that you revisit these position descriptions regularly and make appropriate updates.

You should now be able to complete the Skills and Knowledge Required to Fill Critical Roles section of the Succession Plan template.