| This dissertation sought to evaluate the experiences of graduates of the City of Sacramento's succession planning program. As an applied project, 80 graduates of the City Management Institute (CMI) were invited to provide feedback regarding their perceptions of the program. Action research was employed as an evaluation tool. The qualitative data were collected through open-ended focus group questions as well as a simple survey. The results of qualitative and quantitative feedback from 18% of the participants in the study concluded that the city had taken a proactive step in developing a succession program; however, specific strategies were needed to create a stronger, more effective plan. These strategies included maintaining an evaluation method to continuously improve the program, confirming the purpose of the program and communicating it throughout the organization, and determining executive level commitment to the program and its participants. In addition, targeting the right generational audience would help to ensure that replacements kept pace with trends. The organization needs to be aware of the competencies needed for the future and the generational issues associated with such a large and diverse organization.;The implications inherent in this study suggested that the City of Sacramento, in building a succession planning program and processes to support its graduates, has an opportunity to be prepared for the future in both foreseen and unforeseen circumstances. A cyclical model is recommended in the study that allows the program to continue to evolve, self-monitor, and evaluate itself as recommendations are integrated. It is conceivable that the continuation of future research studies investigating the effects of succession planning programs will assist 21st-century organizations in meeting their leadership needs for the future. |
