• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
Cprs Conference Long Beach
 

Cprs Conference Long Beach

on

  • 731 views

 

Statistics

Views

Total Views
731
Views on SlideShare
731
Embed Views
0

Actions

Likes
0
Downloads
3
Comments
0

0 Embeds 0

No embeds

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    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