This dissertation explored Senior Center nonprofit workforce succession planning necessary for meeting demands for the projected expansion and development of programs and services for the purpose of serving a growing population of adults primarily age 55 and older.;A multi-site qualitative case study design used the scientific methods of heuristic inquiry and constant comparison to investigate Senior Center succession planning. Interviews were conducted in February and March, 2007, with 12 selected leaders chosen from urban Senior Centers and from 501(c)3 agencies in the field of aging.;Research questions were developed using the overarching theory of adaptive work which gets people to clarify what matters most, in what balance and with what tradeoffs (Heifetz, 1994). The greatest emerging concern expressed by participant leaders was the fact that the aging population was expected to span an age range of at least 30, and perhaps, 40 years from ages 55-95. Therefore programs and services needed to be developed along the age continuum to accommodate varying degrees of abilities when assessing program and service needs. Providing continued access and affordability to programs and services was also a consideration due to Senior Center facility space limitations.;Identifying qualified paid and volunteer staff to manage program and service growth was of concern due to the uncertainties of the baby boom generation to continue working or to retire. However, seniors in their 60's as well as college students seeking internships were identified as two target populations to recruit.;The capacity of Senior Centers to continue to accommodate program and service growth needs is dependent on taking several action-oriented steps: professionalize the role of the Senior Center executive manager and upgrade compensation in order to attract skilled and knowledgeable applicants who are able to: (1) lead through change; (2) add staff to coordinate volunteers so that recruitment and retention of this huge non-paid workforce is maximized for program and service needs, and (3) form strong community partnerships for the purpose of sharing the work involved in meeting the program and service needs of the growing population of seniors in the 21st century.
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