Cprs Conference Long Beach

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Cprs Conference Long Beach

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

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