This presentation addresses the “leadership handoff gap” created as Baby Boomers retire, taking with them decades of critical knowledge. Both public and private sectors face the risk of losing institutional expertise: in public works, experienced employees hold essential insights into agency processes and community nuances that AI cannot replace, while private sector employees possess unique client and procedural knowledge. Using the City of Watsonville as a case study, we examine how it managed knowledge gaps amid high turnover, ensuring service continuity through consultant collaboration. Its proactive approach preserved critical knowledge, facilitating seamless integration for new staff. Participants will gain a framework for identifying and safeguarding key information, effective documentation techniques, and strategies for transferring knowledge to incoming leaders. Key takeaways include recognizing risks tied to knowledge loss, creating actionable documentation steps, and stabilizing client services during generational transitions. This session equips organizations to maintain continuity, service quality, and resilience as they navigate these workforce shifts.

After this session, participants will be better able to:
• Identify and mitigate knowledge loss risks during leadership transitions by creating a framework to protect critical information held by departing employees, ensuring operational continuity and service quality.
• Develop clear steps to document and transfer key knowledge through comprehensive process documentation, mentorship programs, and training sessions, ensuring effective knowledge sharing with new staff and leaders.
• Ensure service stability during staff transitions by maintaining a shared knowledge repository, allowing access to critical information and minimizing client disruptions.

Contributor/Source

Courtney Lindberg-Director of Public Works and Utilities, Marcus Fuller-Vice President, Engineering, Mark Nassar-Vice President, Program Management

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