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Cprs Conference Long Beach

Cprs Conference Long Beach






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    Cprs Conference Long Beach Cprs Conference Long Beach Presentation Transcript

    • 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
    • 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.
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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.
    • 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
    • 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
    • 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.
    • 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