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Home My WebLink About*Other - BOCC (007)2o26 Hiring Freeze Exception Form Previousl Funded Positions Only Section 1-- Position Details Item Ctirrent Data Job# -Job Title 170-05-Director New Hope & Kids Hope Department New Hope-128000 A Pay Type/FLSA Exempt (SALRYE) Employee Type Full Time Regular Pay Band 20 Pay Step 1 Rate of Pay $54.70 / $9766.00 Reason for Request Filling Recent Vacancy Section 2 — Documentation From Hiring Manager - Must 'Include business reason -with an explanation of the position's criticality. A "critical position" WE one that is essential to maintaining public safety and the legal, financial, and operational continuity. Please see the attached Children's Advocacy Center Succession Plan. Section 3 - Notes from HR Submitted by: ❑ Gina F-1 Christa 0 Decorah F-I Dan R Laurissa 7 Jonathan Date: 3/2/26 Section 4 - Authorizing Signatures HR Director: Date: ;3-3--ZU- Board Approval/Disapproval and Signatures: Chair: Z"A'ppra-N-tre ❑0 Disapprove ior. /<_,- Vice -Chair: ECApprove ❑ Disapprove Date: 0� Member: Approve 0 Disapprove "P P,% 1; Q Psi it 1 /1 n 0 1; K d H S ope Helpirterft Children become Children again CIUL,DREN'S ADVOCACY CENTER SUCCESSION PLAN Reviewed by BOCC Chair, Rob Jones BOCC Vice Chair, Cindy Carter BOCC Member Kevin Burgess Rationale The Director position in a CAC is a central element in the organization's success. Therefore, ensuring that the functions of the CAC directoir are well understood and, even shared among staff (when applicable) is important for safeguarding against This ding the CAC unplanned and unexpected change. s kind of risk 0 0 1 management is equally helpful in facilitating a smooth leadership transition when it is predictable and planned. This document outlines a strategic succession plan for Kids Hope C.C. This plan reflects our commitment to sustaining a healthy ffinctioning organization. The purpose of this plan is to ensure that the organization's leadership has adequate information and a strateg-y to effectively manacye the CAC in the event the CAC director is unable to fulfill his/her duties. 0 1 [lAak�- t5'ti` -ZC12,,t1 PIM fin. lementation The Board of Grant County Commissioners (BO C). wiJI initiate the terms of this succession plan in the event of a planned or unplanned temporary or short-term absence. 9 It is the responsibility of the CAC Director to inform the BOCC. of a planned temporary or short- term absence, and to plan accordingly, * As soon as feasible following notification of an unplanned temporary or ShOrkenn absence, the BOCC and/or CAC Director shall convene a meeting to aim. the- proce'ditres prescribed in this plan, or to modify them as needed deice -ad ing.on the, Circurnstances of the abs dnce/vacancy, Prior. 1AInctions of the CAC Dk-ector W__h Among the ditties listed in the CAC Dixector's description, the following are.-the.k�y ftmcdoas of the position and have a correspondffig temporary staffing strategy: SHORT-TERMTEN}'ORARY SUCC�;SSION PLAN (In the event of a temporary, plamed or unplanned absence) Detions, * A tqmporary absence is one in which it is expected. that the Director wM retmn once the events precipitating the absence are resolved, @ An unplamed absence is one that arises unexpectedly, in contrast to a planned leave such as a vacation or a sabbatical, e A temporary absence is 30 days or less. e A temporary short-term absence is between 30 and 90 days, Temporuy Staffing Strategy a For temporary planned or Unplanned absences of 30 of fewer days, the Temporary Staffing Strategy described herein (on prior page) may become effecdve. e In the event -of a temporary short-term plarmed or unplanned absence, the BOCC shall dcterniin� if the Temporary Staffing Strategy is sufficient f'or this period -of tune, Appointing an Acting CAC Director The BBC may appoint an Acting Program Director based on the following: anticipated duration of the absence, management needs of the organization during the period of absence, anticipated return date, and accessibility of the current director during the absence. Altematively, the BOCC may continue to implement the Temporary Staffing Strategy. 2 a -Land' Appointees to the Position of Ac6ag CAC Dixector M9 Potential candidates to serve as acting Program director may include: the CAC Coordinator, Forensic Interviewer, or a New Hope Lead Advocate, Cross-Trammg Plan Ongoing efforts wM be maintained to ensure adequate cross-tral inmg pertinent to key Nnctions of the CAC Director position occur a -ad include, all Potential Standing Acting CAC director candidates (listedabove). AllthOrItY and Restrictions of the Acting CAC Director o The Ac&g CAC Dftector shall have full authority for day-to-day decision maldng and independent action as exercised by the regular CAC Ditector, 0 Dec isions that shall be mI ade op . # V n consultation with the BO CC include; staffhinng and terminations, 'Initiation OfneWP*Cts OrPolicies, media communications, state chapter-and NCA communications, one. ens * Current staff members appointed as Acting CAC Director May receive a one-time salaq adjustment or stipend. in addition to theft current salary, pending the approval of the BOCC. 0 The CAC Director on leave MY be eligible for disability insurance (see county personnelpoliclesfor additional disability Leave information) Oversight and Support to the Acting cAC Director o The Acting CAC Director reports to the BOCC. Com umications Plan 9 Current contact information shall. be maintained in the organization's database with the following designatibns: * Key Contacts — including vendors contractors, etc. * Partner Agencies on the Multidisciplinary Teams * Donors/Granting Agencies * Other key collaborative organizationsIagencies * The chart below identifies key stakeholders and appropriate individuals responsible for facilitafl commtmications with each. M9 * Within 30 days, the Acting CAC Director will notify key stakeholders with general information appropriate to the transition and situation if appropriate. Key Stakeh()Iders Commitmeations Res MDT Partnet Ageuc �Representafives Acting CAC Director .1 m2jor Donors/ Gxa*ndng Agencies Ac CAC Director NCB., CAC' and Chapter Acting CAC Director �;qy Vendors Acting CAC Director LONGwTE:TEMPORARY SUCCESSION PLAN (lathe event of a temporuy, implamed absence) Demotion * A long-term absence is 90 days or more. Procedures Proceduxes and conditions to be followed shall be the same as for a temporary short-term absence with the following additions: o The BOCC shalt give immediate consideration, M" consultation with Human Resources, to (1) cmplo.'y" an facrim CAC Director (see next section); or (2) tempotailly Mt. the position left vacant by the permanent or Act ipg CAC Director or reas-sign priority responsibilities where help is needed to other -staff or volunteers. This is it recognition that, for a term of 90 days or More, it may not be reasonable to expect an Acting CAC Director to caxry the duties of multiple positions a o The Bo CC 'is responsible for reviewing the performance of the Acting and/or .ter im CAC Director (ff applicable), A review shaU be completed between. 30 and 45 days. F'ERMAMNT SUCCESSION PLAN - (In the event of a PERMANENT planned oi implanned absence) Definition A permanent absence is one in which it is fly determined that the CAC Director will not be returning to the position. Procedures Procedures and conditions to be followed shall be the same as fox a temporuy shoat -term absence with the following additions: o The BOCC shall consider the need to hire an Interim CAC Director *om outside the organization instead of appointing an Acting CAC Director ftom iEn. This decision shall be guided ', M" part, by internal candidates for the AC Director position, the expected time fratne for hiring, and the management needs of the organization at the time of the transition, "r-:,new an Interim CAC Director XILL5 is If an Interim CAC Di-tector is hired, the BOCC shall nego'date an employment offer with a defined scope of wo'&6 0 The rate of compensa*tion shall be based on availability of fmancial resources. Responsibifities of the Interim CAC Director An Interim CAC Director shall have full authority for day-to-day decision making and independent action as exercised by the xegtAar CAC Director. Decisions that shall be made in consultation with the BOCC and Human Resources M"cludes, staff h ifing a n d term Mations, in 1dation ofnew projects orpolides, m edia commun ications, state ch apter and NCA communications. 4 Oversight and Support to the Interim CAC Director The Interim CAC Director reports to the BOCC. Search for Petiniment New CAC Director It is the practice of the County to assess the permanent leadership needs of the department to hetp ensure the selection of*a qualified and capable team member who is compatible with the Mission, A 16 vision, values, goals and objectives of the CAC and who has the necessary sUls to guide the CAC. o It is also the practice of the county, when faced with a p ertnane'ut change, to develop a diverse p o ol of candidates and, if possible and prudent, to consider at least three finalist candidates for its per-. CAC director position. The BOCC and Human Resources should lust explore the eligibility and interest of any'p t o ential internal candidates for the position. The BOCC and Human Resources wile also consider the merits of conducting a comprehensive external recruitment and selection process, The BOCC and Human Resoutces wffl also consider whether -the current/ irnmediate past CAC dixector's paxdcipadon as a resource in developing the ensuing search process is possible, appropriate and./or would be deemed beneficial to the process and the outcome. If so, Human L% + Resources is responsible for outffim'g the scope of that M*Volvement and negotiating an agreement that reflects the agreed -upon scope of involvement. Assuming a comprehensive, external search is to be conducted, potential sites for posftg the new CAC Director position opportunity include, but ue not necessarily limited to: • Grant Countebsite • Chapter website • WRCAC website or Listsetv • NCA General Listsery • OnIffie employment listing (e.g. Indeed, Career Builder, Glassdoor, Idealist) The BOCC and Human Resouxces shall develop a plan for conducting interviews with potential candidates, detetmining what representation fkom the CAC or MDT should be included in the -interview Prodess With input from Human Resources, the B 0 CC is authorized to negotiate appropriate terms of hire (salary, benefits, etc.) with fmalist candidates. The BOCC shall make a recommendation regarding the hiring of the permanent new CAC director, The BOCC and Human Resources shali develop and implement an appropriate orientation process for the new CAC director that may include participation by the cwTent/i-mmediate -past vrogram director, the Interim CAC Director (if applicable), other key staff and/or MDT members. 5