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Cprs Conference Long Beach


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  • 1. The CPRS 2008 Annual Conference Long Beach Richard T. Houston, Ed.D., Peopleassets [email_address] with Barry Weiss, San Carlos and Kevin Miller, Foster City Taking Your Park Staff to the Next Level: The CPRS Park Competency Model
  • 2. Session Goals
    • Understand …
    • What a competency model is.
    • Why competency models make sense.
    • Why implementation methodology is critically important.
    • How it has been used in pilot studies.
    • How to ensure it has a real payoff.
  • 3. A Critical Time for Skilled Leadership
    • The BIG PICTURE is likely to include:
      • Budget reductions and prioritization of public safety needs result in funding cutbacks / challenges
      • Diversity of the “customer base” present new demands for services
      • Urgent need to wield political clout
      • Coalitions and partnerships become increasingly important
  • 4. Are these themes familiar?
    • Pending retirements threaten a significant loss of expertise and “know-how”
    • We know the ‘high flyers’ from the average performers but we don’t know why, …nor how to “reproduce” them
    • We support professional development but we don’t know if it has a tangible payoff
  • 5. Why Competency Models?
    • Competency models add value …
      • As a career development map
      • As a structure to focus results-oriented professional development programming
      • As a framework for succession planning
      • As a guide for making hiring decisions
      • As a structure for making expertise an organizational vs. a personal asset
  • 6. A c ompetency model looks at critical skills & behaviors.
    • Defines how high performing park and recreation professionals are different from average performers
    • Identifies those critical skills and behaviors that are essential for successful performance
    • The medium is the message
  • 7. Your competencies are a complex mix of “built in” attributes as well as acquired skills and knowledge. What is missing is a tool to assess those & to plan for their improvement. Competencies of a Park Professional Personal Attributes Knowledge Skills Experience
  • 8. Competencies: technical / managerial Technical skills & competencies Managerial skills & competencies
    • Building management, maintenance & repair, use of technology, irrigation, urban forestry, playground safety
    • Planning, goal setting, coaching & motivating, influence, public relations, risk management, quality
    Increasing responsibility
  • 9. Peninsula Pilot Study
    • 7 agencies selected 1 – 3 park operations managers / supervisors
    • Participants reviewed competency model, rated their own current proficiencies
    • Supervisors rated the importance of same competencies
    • Discussions between two identified top priority professional development goals based on agency’s needs
  • 10. CPRS Park Competency Model
    • Seven competency domains for park professionals:
      • Planning and organizing work
      • Park operations & stewardship
      • Technical knowledge
      • Coaching and motivating staff
      • Customer service & public relations
      • Performance improvement management
      • Self awareness
  • 11. Planning & Organizing Work
    • Has clear view of the "BIG Picture." Stays current with trends, analyzes relevant factors of the strategic landscape and maintains appropriate strategic priorities.
    • Communicates "the vision" derived from understanding of the BIG picture.
    • Defines and articulates clear goals, measurable outcomes and performance standards.
    5 = Mastery; 3 = Somewhat proficient; 1 = Not proficient © CPRS & Peopleassets.
  • 12. Customer Service; Public Relations
    • Demonstrates political savvy
    • Builds support for agency through coalitions, alliances and partnerships
    • Negotiates and facilitates solutions to conflicts, …internally and externally
    • Collects feedback continuously
  • 13. Assessment, then action.
    • Individuals defined three specific development goals
      • that included observable outcomes, and…
      • were clearly aligned with organizational priorities
    • Discussed / consulted with supervisors; Peopleassets provided support
    • Activities and critical incidents were documented
      • best practices researched, documented and shared
  • 14. 100% of Participants Agreed or Strongly Agreed that…
    • The project
    • helped them identify current skills sets and strengths.
    • helped them identify specific development goals to improve leadership effectiveness.
    • was worth the investment of time and energy.
  • 15. Outcomes of a well run competency model project
    • Sends a clear message that the agency is willing to invest in the individual’s career and professional success
    • Creates a structure to define specific leadership / professional development goals
    • Promotes meaningful conversations between individual and supervisor about professional development
    • Builds “bench strength” for the future