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1) She has identified the two most key people in the organization: herself, Rose Padilla- Johnson, and the Director of Alternative Payment Program, Alice Bedinger. Ms. Bedinger was identified as a key person because as Director of APP, she manages the department that receives greatest majority of DSFRC's funding, and is the most senior staff person at DSFRC with the most varied Center experience. 2) Ms. Padilla-Johnson's temporary successor, should she become unavailable to work, would be Ms. Bedinger with assistance from Lisa McClure, Ms. Padilla-Johnson's Executive Assistant, who is also capable of temporarily running the agency. Ms. Bedinger, who does not want the position permanently, has been with DSFRC for more than 30 years and is well known in the community and by funding organizations. It is worth notuig that this strategy was recently tested when Ms. Padilla-Johnson took a short leave of absence (3 weeks) and Ms. Bedinger stepped in to assume the responsibilities of Executive Director in her absence. The program directors supported Ms. Bedinger very well. The funding organizations were informed and the temporary situation worked smoothly. One of DSFRC's funding organizations uses this scenario as an example of how to take a team approach to management during periods of key personnel shifts. 3) At one time, there existed an Associate Executive Director position, which was dissolved but is now being reinstated. The AED, when properly trained, would step into the Executive Director's position if needed, perhaps permanently, and affect a seamless transition. DSFRC is ready to post the position and begin interviewing candidates. 4) Ms. Bedinger has recently hired a departmental supervisor with whom she has worked and known for 20 years, Rowena Gilmore. Ms. Gilmore is experienced in APP and is being specifically trained by Ms. Bedinger to take over as APP Director should Ms. Bedinger be called on to step into the Executive Director's position or become otherwise unavailable. 5) The Board of Directors is aware of and approves of this succession plan. Succession Plans for Program Directors, and Support Structures We consider program directors to be the next level of key personnel (after the Executive Director and APP Director). We interviewed each program director and asked about issues pertaining to support structures and succession issues. Support structures are items such as departmental manuals that outline procedures, policies, and job descriptions, which can be easily used far training purposes, or by replacement personnel to temporarily and adequately manage the job at hand. Agency operational manuals can serve as a map to the organization's infrastructure. An additional "structure" is training/cross-training -efforts within DSFRC and individual programs to ensure that staff is able to do their jobs well and fill in for colleagues during normal or extended absences. In an attempt to summarize this level of succession planning, we've created a chart that uses a ranking from 1-5 (1=poor or non-existent and 5=excellent or complete and up-to- date) that reflects each department's level of operational documentation (manuals with Sustainability Study: Davis Street Family Resource Center - 4/08 Page 39 of 96