Introduction

About this guidance 

This guidance is written on the understanding that no two co‑operatives are the same, even if they exist in the same sector. Acknowledging the breadth of the co‑operative sector and the unique characteristics that make co‑ops what they are, the guidance is written with this in mind so that it can be used broadly across most sectors. 

The extent to which it can be used will depend on the specific nature, characteristics and governance structure of the co‑operative and bearing in mind that permissions under the governing document of the co‑operative must take precedence when considering any course of action. When using the term ‘board’ in this guidance, this refers to the governing body or management committee of the co-operative.  

What is succession planning?

Succession planning is the process to identify key roles within an organisation and put in place plans to fill those roles when they become vacant. This often involves identifying individuals and preparing them ahead of time. In some organisations this could resemble a pipeline of individuals that are being prepared to be equipped to step into key positions. In others this could mean external recruitment to replace a leaver, particularly when staff teams are small. 

In co‑operatives, these positions are likely to be board directors, in particular chair and committee chair level or senior leadership and officer roles. Done well, succession planning can also help organisations mitigate against the risks that arise in circumstances where individuals leave their boards or senior roles at short notice.