There are a number of stakeholders to consider talking to when getting Ready4Change.
The secret to change is to focus all of your energy not on fighting the old, but on building the new.
This includes: Board of Directors (BOD), Community Advisory Board (CAB), Participant Advisory Board (PAB), Worker Co-op Boards, etc.
Many, especially more experienced, stakeholders discussed the need to get the organizational boards “on-board” with succession planning, ideally spearheading the process themselves.
Culture isn’t just one aspect of the game. It is the game.
Several noted that succession planning is, in many ways, the clear purview of Boards of Directors (BODs). After all, they employ the director and are technically tasked with ensuring the continuing success of the organization’s mission.
Yet, for a variety of reasons, BODs in harm reduction organizations are often insufficiently active, motivated, or may even be designed to be rubber stamp Boards, causing succession planning to fall to leadership. In those cases, leadership can work on Board development to cultivate a more active Board capable of supporting or spearheading such efforts.
Harm reduction organizations may have other reasons for having inactive or even non-existent BODs. They may have other committees or boards with the authority usually reserved for Boards of Directors in traditional non-profit organizations. Or they may be cooperatively or collectively run and have alternative decision-making organs entirely. In those cases, many of the skills and concerns needed by traditional non-profit BODs for succession planning may be useful to those other decision-making bodies.