The purpose of this study was to explore and describe succession plans and components of importance as perceived by the organizational leadership within the Southern Region of the Cooperative Extension System. Cooperative Extension Systems across the United States, continue to be faced with a reduction in force, primarily due to retirement, budget cuts and organizational restructuring. The system is faced with the loss of a tremendous wealth of leadership and knowledge as well as the overwhelming challenge of replacing the leadership and other positions as they become open for filling. These changes have reinforced the need for effective succession planning for Cooperative Extension Systems nationwide. This study identified and described the formal or informal succession plans and critical components within the Southern Region States of the Cooperative Extension System. Descriptive data have been collected from the responding state organizations within the Southern Region. Based on the feedback from State Extension Directors in the Southern Region, the majority of the states do have some form of succession plan, the greater majority of the plans are informal. This indicates succession planning is valued as a tool by these state Cooperative Extension Systems. However, State Extension Directors in the Southern Region reported that they are not prepared to fill leadership positions. Most reported they value training to develop potential leaders. In the Southern Region there appears to be low communication of succession plans to the organization's employees. Most of the State Extension Directors are responsible for leading the organization in succession planning, and the same are responsible for approving and allocating resources for the plan. There is little consistency in the development, implementation, and evaluation of the succession plans in Cooperative Extension Systems in states in the Southern Region. Nearly all of the State Extension Directors agreed succession planning should identify potential vacancies and personnel gaps in the organization, as well as identify gaps in employee competencies and readiness levels. Most agreed a succession plan is linked to the organization's professional development process and should be integrated in the organization's strategic planning process. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://www.proquest.com/en-US/products/dissertations/individuals.shtml.]