Preparedness & Readiness Matrix

Preparedness & Readiness Matrix

By: Cal Clemons & Hugh Mallon

A simple matrix can assist a nonprofit organization in its planning for the unexpected departure of a key individual, and can be used for the interim period during a planned transition. 

The matrix clearly depicts those individuals who may be affected and what their responsibilities are. For example, in the sample matrix, suppose the Senior Vice President (or Deputy – DY) of the organization suffers a medical emergency and is not expected to return for many months. The immediate successor is the Chief Financial Officer (CFO), who would take on the responsibilities and duties of the Senior VP. The important step is that the Senior VP already knows that he or she will assume the position should it become vacant in an emergency situation; this would have been covered in a contingency meeting.

The contingency meeting comprises senior management of the nonprofit organization and the matrix is distributed along with job descriptions that list responsibilities, duties, functions, policies and relationships. Each member of the management team is expected to know and understand not only their current position, but also the one or ones they may have to assume in times of emergencies or vacancies.

The assumption of a position can also be assigned to a team rather than an individual.  There may not be enough staff power to have senior management fill in for the vacant position while persons have to also attend to their own jobs.

An interim person may also be used to fill the vacant position, and that is also shown on the matrix. This person may or may not be part of senior management, but should be identified by name and it would be understood that the interim individual would take over for the person who departed.

The matrix can also be used for planned departures.  It makes for an orderly transition and keeps senior management informed during the process.

Organizations can use the matrix and customize it using their titles and job assignments. A large organization may have to expand the matrix, while a smaller organization may want to downsize it. The key point is to have a matrix, use it, update it and have regular contingency meetings to make senior management aware of what will occur when that unexpected event actually happens.  Will the nonprofit organization be prepared?

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