Succession plan identifies young leaders
This criterion assesses whether the organization has developed a formal succession plan that specifically identifies individuals under 35 years of age for future leadership roles. It evaluates the organization's commitment to generational renewal, leadership continuity, and intentional development of young talent. The under‑35 focus is implemented as Equality Act 2010 positive action to address age under‑representation; it does not confer automatic preference at appointment. All appointments remain merit‑based (qawiyy & amīn) and within the charity’s governing document and trustee recruitment rules. Covers trustees (including chair), CEO/senior leadership, and heads of key functions.
| Metric | Young leaders in succession plan & Readiness |
|---|---|
| Target | ≥2 named; ≥50% role coverage |
| Frequency | Annual |
| Method | Count of individuals under 35 named in plan. Supplementary: Role coverage (%), IDP completion (%), Readiness movement (#). |
| Unit | Composite |
Level 1: Initial/Ad-hoc
Discussions about future leadership occur, but there is no formal process or plan to identify or develop young talent.
Level 2: Developing
An informal process exists to identify high-potential young individuals. Development is ad-hoc and depends on individual manager initiative rather than an organizational strategy.
Level 3: Established
A formal, documented succession plan exists naming at least two under-35s. Baseline readiness assessment is completed, but development is limited.
Level 4: Advanced
The succession plan is actively managed. IDPs are tracked with milestones, privacy notices are issued to candidates, and the plan is reviewed annually by the board.
Level 5: Optimizing
Youth succession is fully integrated. A quarterly dashboard tracks readiness movement and EDI. Emergency succession is tested annually. Evidence of positive action widening exists alongside merit-based selection.
Organisation Types
By Organisation Size
| Size | Applicability | Notes |
|---|---|---|
| Micro | exempt | Formal readiness matrices, key role registers, and IDPs are entirely disproportionate for volunteer-run micro charities. |
| Small | exempt | Highly bureaucratic for small teams; informal mentoring and basic handover notes are sufficient. |
| Medium | partial | Should identify young leaders and have a basic succession plan, but complex readiness matrices and formal IDPs can be scaled down. |
| Large | full | |
| Major | full |
Applicable When
- Organization has a governing board or equivalent leadership structure
Not Applicable When
- The organization is a temporary or project-based entity with a legally defined end date, making long-term succession planning irrelevant.
- The organization's governing charter mandates that all leadership positions are filled ex-officio or by appointment from specific external entities, precluding internal succession pathways.
- The organization's membership and leadership eligibility criteria, as defined in its charter, are based on senior professional qualifications or experience that structurally preclude individuals under 35 from holding leadership roles.
Related Criteria
Discussion (1)
📋 **Version updated: 1.0.0 → 2.9.7** **Changes:** Updated islamic_references from mizan-297.json
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