The document discusses succession planning in the Department of Finance at CSU Channel Islands. It notes that the department is 10 years old and the VPFA will be retiring soon. It outlines components of succession planning like training, organizational charts, and preparing for the future. Specific succession planning strategies for the department include mentoring, cross-training staff, and developing an organizational chart. The department needs to examine future skills needs and develop internal leaders who can embrace change and ambiguity. Steps suggested include making leader development a priority and providing mentoring and learning opportunities.

1. Succession Planning
in the Dept of Finance
at CSU Channel Islands
Scott Petersen
Mgmt 306-71
CSUSB

2. Components of Succession Planning
• Training others, usually subordinates, on fundamentals of
job
• Organizational Chart: Avoid dependencies on one position
• Preparation for the future

3. CSU Facts
• Retirements: CSU will experience increasing retirements in the
next decade
• Decrease funding: Lack of money resulting in positions not
refilled
• Staff acquiring new duties results in lack of training

4. Successful Succession Planning
• Mentoring
• Cross-training
• Organizational chart

5. Mentoring
• Training in specific job duties
• Introduction to professional organizations
• Setting educational, job and professional goals
• Providing support network

6. Cross-Training
• Opportunities to learn other departmental functions.
• Support staff members with time leave from regular duties
• Explain how the departments function as a holistic entity to
accomplish the goals of the University

7. Organizational Chart
• Prepare organizational chart with proper balance
between management and staff
• Decipher functions appropriate for each department
• Avoid creation silos, departmental or job function

8. CSU Channel Islands
Department of Finance
• Ten years old
• VPFA Retirement
• Managerial positions not refilled

9. CSU Channel Island
Department of Finance
• Results of primary research

10. Developing Tomorrows Leaders
• Examining what the future will look like and the skills needed
to be successful
• Develop leaders internally for these skill sets
• Access their progress at pre-determined intervals
• Cross train outside department for broader knowledge base

11. What skills will the leaders
of tomorrow need
• Embrace VUVA (Voracity, Uncertainty, Complexity and
ambiguity)
• Ability to separate technical from adaptive issues
• Be themselves. Leaders emerge from differs backgrounds and
personalities

12. Steps to Focus on
• Make the development of future leaders an institutional priority
• Provide future leaders with everyday tasks challenging
accessible risks
• Mentor future leaders and create an environment were they can
learn from successes and failures.

13. Questions?