Improve employees’ ability to respond to changes in the workplace 

Create a variety of learning opportunities for the timely transfer of knowledge 

Minimize costs associated with recruiting new talent 

Incorporate an effective attraction and retention strategy 

Mitigate loss of knowledge 

Avoid critical errors 

Minimize interruption of business continuity and customer service 

This Succession Planning Reserve Account (1784) was established by way of Council Motion M34-2012 from the January 23, 2012 meeting of City Council which authorized Administration to create the fund as a result of the consolidation of Capital funds from the Service Delivery Review Succession Planning project and the Operating Funds approved during the 2011 budget process.

Administered by Human Resources, funding is accessible through the preparation and submission of a Delegation of Authority to the Chief Administrative Officer (CAO) outlining the departmental situation where an impending vacating position has been identified. Each Delegation of Authority requires CAO approval before two incumbents can overlap any specific position for up to three months to ensure historical and knowledge transfer is achieved through a job – shadowing experience.

Recognizing the need for a succession planning strategy, City Council further authorized the creation of the Talent Management Program by way of Council Resolution 84-2014 from the April 7, 2014 meeting:

THAT the report of the Executive Director of Human Resources dated February 25, 2014 providing Council with an update on program initiatives and expenses that flowed through the Succession Planning Reserve Account (1784) in 2013 BE RECEIVED for information; and

Additionally that City Council APPROVE a maximum amount of $15,000 from the Succession Planning Reserve Account in 2014 towards the development of a Talent Management Program (Career Counselling) to build on existing succession planning strategies.

Carried.

This program has been designed for internal candidates to be considered for key positions that are at risk of being vacated (due to eligible retirement, transfers, departures) or are considered difficult to fill (due to technical expertise or labour shortage).