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LEADERSHIP

DEVELOPMENT

INITIATIVE

REPORT

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LEADERSHIP DEVELOPMENT INITIATIVE REPORT

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EXECUTIVE SUMMARY I OVERVIEW Recommendations, Background, Leadership Imperative & Rationale II METHODOLOGY Terms, Process, Leadership Sessions & Leadership Survey III LEADERSHIP MODEL Themes, Clusters & Competencies IV LEADERSHIP PROFILES Core & Role Competencies V LEADERSHIP MAP Success Indicators, Skills & Knowledge VI NEXT STEPS Leadership Learning Guides, Curriculum & Strategies

APPENDIX 1. RFR LEADERSHIP QUESTIONNAIRE

2. RFR LEADERSHIP SURVEY SUMMARY

3. RFR LEADERSHIP MAP

Prepared by Dr. Gordon A. McIntosh Canadian Association of Fire Chiefs

[email protected] July, 2010

mailto:[email protected]

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LEADERSHIP DEVELOPMENT INITIATIVE

EXECUTIVE SUMMARY

The effectiveness of Richmond Fire-Rescue (RFR) today and in the future depends on the capabilities and depth of its leadership capacity. In partnership with Human Resources, the RFR Leadership Model is part of RFR‟s Leadership Development Initiative (LDI). The purpose of the LDI is to ensure that RFR has the leadership capacity to deal with the challenges facing the Fire and Rescue industry today and into the future.

Some of the overarching leadership challenges in the fire and rescue services that are facing the Department include:

Resource Challenges

Officer Attrition

Workplace Culture

Changing Technology

Community Expectations

Workplace Dynamics

The development of the RFR Leadership Model is based on the Canadian Association of Fire Chiefs (CAFC) Leadership Framework and the City of Richmond‟s competencies. Throughout the development of the Model it became very evident that a shift towards the people-focused competencies versus the task-focused competencies was required. This initiative is intended to assist the City and RFR to achieve the Vision, Missions and Values and to:

transform the workplace culture to on that is inclusive and values diversity position the city and RFR to provide exemplary services help employees realize their career potential be responsive, resilient and find opportunity in the challenges

The Model was developed with input, through a questionnaire completed by RFR employees and a series of meetings with a voluntary team of employees who are committed to the success of RFR and improving the leadership capacity. The components of the LDI include:

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LEADERSHIP MAP

-application of the model to different leadership roles

LEADERSHIP

PROFILES -details to define, assess & develop individual competence

LEADERSHIP

MODEL -desired leadership competencies

LEADERSHIP PROGRAM

-recommendations for implementation

RFR LEADERSHIP DEVELOPMENT INITIATIVE

In order for the model to be successfully implemented, have impact and achieve the desired results the following next steps are recommended:

1. Leadership Assessment – individual assessments personal leadership capacity through the H.R. program

2. Leadership Learning – individuals develop actions for personal learning aims

3. Leadership Program – deliver a leadership program to operationalize the above guides.

Attention to top ranked leadership training needs would demonstrate the Department‟s commitment to the Leadership Development Initiative

4. Leadership Curriculum – integrated approach for training with Human Resources

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LEADERSHIP MODEL

The RFR Leadership Model was developed with input from members throughout the Department. It has four themes, eight leadership clusters and 24 competencies.

Interpersonal Relationships COMMUNICATES CLEARLY Listens actively to others Articulates ideas and information Develops successful relations LEADS SELF Is credible Takes initiative for emerging issues Has an adaptive leadership style

Dynamic Groups

POWER OF TEAMS Builds group consensus Solves Problems Creates a shared vision

BELIEF IN PEOPLE Delegates responsibility to others Provides feedback (& recognition) Values differences among others

Strategic Direction

PLANNING AND ORGANIZATION Understands core business Sets priorities and goals Simplifies processes to achieve efficiencies

ACHIEVES RESULTS Allocates resources efficiently Works within the team Gets things done in a timely manner

Service Delivery SERVICE EXCELLENCE Builds public relations Assesses client / public needs Ensures sustainability of efforts

CONTINUOUS INNOVATION Acts ethically Coaches others to realize their potential Seeks continuous improvement

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LEADERSHIP PROFILES Every position (role) in RFR has responsibilities for leadership, whether it is a Fire Fighter at a public education event, a Fire Prevention Officer conducting an inspection or more formal leaders positions such as the Captains, Battalion Chiefs, Deputy Chiefs or Fire Chief. Leadership profiles were generated through a Department-wide survey and validated by focus groups and management for the following positions/role:

Chief (C), Battalion Chief (BC) Fire Prevention Officer (FPO) Deputy Chief (DC) Captain (CA) Fire Fighters (FF)

RFR LEADERSHIP PROFILE CHART Ten core competencies were identified as the overall most important competencies for all profiles. “Role‟ competencies emerged for each leadership role (X). The Leadership Profile Chart presents immediate (O) and longer term career pathing „development‟ competencies (<). Some core compet-encies are displaced by positional competencies and are assumed (>) while others were simply not short listed (-). The significance of people-focused (versus task) competencies (underlined) is evident.

LEADERSHIP MAP

RFR Leadership Competencies CORE C DC BC CAP FPO FF

Listens actively to others X X X X X X X

Is Credible (believable and capable) X X X X X X X

Acts ethically (conforms to accepted standards) X > > X X X X

Articulates ideas and information X X X X > X >

Develops successful interpersonal relations X X X > X > X

Allocates resources effectively X O X O X O

Works within the team X O < X O X

Values differences among others - X O X O X

Seeks continuous improvement > X O X O X

Builds public relations X O < < X X

Provides feedback - - X X O <

Solves problems > > X O X O

Coaches others - X O X O <

Gets things done in a timely manner - - - - X X

Assess client needs - X O < X O

Sets priorities and goals - - X O X O

Delegates responsibilities to others - _ X X O < <

Understands core business - X X O < <

Has an adaptive leadership style (situational) - - - X O X

Takes initiative for emerging issues X O < < < <

Ensures sustainability of efforts X O < < < <

Creates a shared vision X O < < < <

Builds group consensus

Simplifies processes to achieve efficiencies

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The RFR Leadership Map (see extract below) describes exemplary performance in every competency along with key training terms for each RFR Leadership Role to:

align the Department‟s leadership capacity with its strategic directions guide personnel in assessing their personal development needs help supervisors provide feedback and coaching facilitate development of organizational succession planning inform the development of training curriculum and courses RFR LEADERSHIP MAP (extract)

LEADERSHIP PROGRAM Some follow-up suggestions for the RFR Leadership Development Initiative include:

develop RFR Leadership Assessment Guides for personnel to conduct a personal leadership review to identify personal strengths and areas for development

develop RFR Leadership Learning Guide for employees with supervisors to develop a personal learning plan as part of the annual performance appraisal process

conduct a Department-wide basic leadership development program whereby individuals conduct a personal assessment and develop a personal learning plan

identify priority leadership development needs based on the outcomes of the leadership program above and develop a 2011 in-service training program

identify existing opportunities for development of each competency to prepare a fire service-specific leadership training calendar in partnership with Human Resources

If you have any questions regarding the RFR Leadership Development Initiative please contact Deputy Chief Kim Howell at [email protected] or (604) 303-2762. For inquires concerning the CAFC Leadership Framework please contact Gordon McIntosh at [email protected] or (250) 655-7455.

COMPETENCY CHIEF CAPTAIN FIRE FIGHTER

1. Influences Others

To persuade, convince or impress others in order to obtain support.

Seeks opportunities to collaborate with others to transmit important messages to the community

Assesses circumstances and tailors method of communication for maximum effectiveness

Hears both what is said and what is not said. Picks up on other side’s perspective quickly

Training Options: Interpersonal relations, Human Psychology, Active listening, Presentations, Public Speaking & Debating Skills



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I. OVERVIEW This report highlights the efforts of the Richmond Fire-Rescue (RFR) to develop a leadership model as part of its Leadership Development Initiative (LDI). RFR retained Gordon A. McIntosh PhD, Leadership Development Coordinator of the Canadian Association of Fire Chiefs (CAFC) to undertake the leadership modeling process. The report includes:

I. OVERVIEW – recommendations, background and rationale II. METHODOLOGY – competency defined, CAFC Framework, process and steps III. LEADERSHIP MODEL – themes, clusters and competencies IV. LEADERSHIP PROFILES – leadership roles and positional competencies V. NEXT STEPS – suggestions for follow-up

SUMMARY OF RECOMMENDATIONS The RFR Leadership Model is simply the foundation for the RFR Leadership Development Initiative. Some follow-up suggestions include:

Develop RFR Leadership Assessment Guides for personnel to conduct a personal leadership review to identify personal strengths and areas for development. This resource will enable everyone to immediately use the RFR Leadership Model.

Develop a RFR Leadership Learning Guide for employees with (or without) supervisors to develop a learning plan as part of their annual performance appraisal. This will focus employee and supervisor attention on leadership development.

Conduct a Department-wide introductory leadership development program for individuals to conduct a personal assessment and develop a learning plan. A one day program would get everyone on the same page with the Leadership Development Initiative. A complementary RFR Mentor program would enhance senior officer support for member leadership development.

Identify priority leadership development needs based on the outcomes of the introductory leadership program and develop a 2011 in-service training program. Attention to top ranked leadership training needs would demonstrate the Department’s commitment to the Leadership Development Initiative.

Identify existing training opportunities for each competency to prepare a fire service-specific leadership training calendar in partnership with Human Resources. This on-line inventory would enable members to take advantage of existing opportunities to pursue their learning aims.

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PROJECT BACKGROUND The future effectiveness of fire and rescue services is dependent on the appropriate leadership abilities of officers to deal with a rapidly changing and complex environment. The identification of the contemporary leadership qualities of outstanding officers is needed to:

Provide strategic directions to guide leader and organizational actions

Develop a system to recruit and retain quality staff

Clarify expectations to effectively coach for performance excellence

Ensure value for money in training and development efforts A leadership model specific to Richmond Fire and Rescue leaders would help to:

identify the changing leadership requirements at all levels of the Department

assess current and future member and Department leadership capacity

assist members and Department determine leadership training priorities

design leadership support to enhance member leadership potential The purpose of the RFR leadership Development Initiative is to: “Ensure that RFR has the leadership capacity to deal with the challenges facing the Fire and Rescue industry today and into the future.” Gordon McIntosh PhD, of the Canadian Association of Fire Chiefs (CAFC) was retained to facilitate a leadership modeling process to produce:

A RFR Leadership Model of the desired competencies of an effective member

RFR Leader Profiles for different leadership roles

RFR Leadership Map of criteria to assess competence in each RFR competency

RFR Leadership Program to implement the Leadership Development Initiative The key considerations for developing the RFR Leadership Model included:

Seeking Department-wide awareness and input to the modelling process

Linking leadership competencies with corporate/department strategic directions

Aligning the outputs with the City of Richmond’s leadership development efforts

Ensuring the practicality of products for implementation by the Department

Contributing to the body of knowledge concerning fire service leadership

Adhering to I.A.F.F.- Local 1286 Collective Agreement and policies The RFR Leadership Development Initiative Committee is comprised of:

Name Position

Chair - Kim Howell Deputy Chief

Jim Wishlove Deputy Chief

Carol Hama Manager, People Development Human Resources

Dianne Malone Manager, Human Resources

Cory Parker I.A.F.F. Local 1286 President

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THE LEADERSHIP IMPERATIVE

Department members at all levels play a pivotal role in achieving the Department‟s strategic and service delivery success. Some of the overarching leadership imperatives in the fire and rescue services that are facing the Department include:

Resource Challenges – the Department must maximize its use of resources and constantly enhance its access to scarce funding. All RFR members need to be contributing to continuous improvement efforts for maximize operational efficiency.

Officer Attrition – the Department must deal with an unprecedented turn-over of senior officers and loss of operational knowledge due to retirements. The Department and members require a road map for career development and eligible officer readiness.

Workplace Culture – the traditions of the service are changing with dynamic societal influences and new member values. The Department requires a leadership capacity to embrace and respond to changing and competing values.

Changing Technology – the way we do business is rapidly changing communications, strategies and operations. The Department and officers require skills and strategies to strategically responding the rapid and complex changes.

Community Expectations – the high regard for fire and rescue services is constantly subject to public scrutiny. All members need to recognize their leadership contribution to and accountability for the reputation and performance of the Department.

Workplace Dynamics – different cultures and generations make for a diversity of interests and needs in the hall and at an incident. Everyone requires skills and tools to work effectively with other people and in teams.

These leadership challenges require attention to equipping all members to:

Know Expectations – clearly articulated criteria which guide member actions and their performance. People want to know, not guess what is expected of them to generate less personal stress and reinforce their value to the Department.

Receive Feedback – shared success indicators to facilitate performance feedback and celebrate achievements. Validated criteria based on role, not subjective, expectations generate more meaningful feedback.

Have a road map – defined requirements for different leader roles to guide individual career pathing and Department succession planning. Members require tools to assess their personal strengths and areas for improvement in current and future leader roles.

Have a tool bag – skills combined with experience effectively respond to different leadership situations. Members need to be able to adapt their leadership approach to different situations just as they would adjust their tactics for various incidents.

The leadership imperative is not unique to RFR and its members, but an effective response by the Department requires a defined approach specific to RFR needs.

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RATIONALE for RFR LEADERSHIP DEVELOPMENT

Leadership and professional competencies are different. A leadership competency model establishes a shared understanding of the qualities critical for leadership performance. It complements tactical or technical skills required of members and officers. The RFR Leadership Development Initiative (LDI) Committee established the following rationale for conducting a leadership modelling process as the foundation for the Leadership Development Initiative:

Providing strategic directions to guide exemplary service

Promoting a positive work environment for employee retention and recruitment

Developing criteria to promote performance excellence

Ensuring consistent attention to leadership development

The LDI Committee was guided by the following statements:

The purpose of the Leadership Development Initiative is to ensure that RFR has the leadership capacity to deal with the challenges facing the Fire and Rescue industry today and into the future.

The Leadership Development Initiative was established: To address the leadership and diversity components of the cultural transformation plan (previously objectives defined in RFR’s 2007-2008 Strategic plan)

RFR LEADERSHIP MODEL RATIONALE

1. EXEMPLARY SERVICE

Link leadership requirements to strategic goals Embrace global best practices Align personal and Department needs Increase self and Department confidence Maximize effectiveness & efficiency

2. RECRUITMENT & RETENTION Clarify position expectations

Criteria to recognize exemplary leadership Identify suitable candidates

Steps for succession planning Requirements to be leader in Fire Services‟

3. PERFORMANCE EXCELLENCE

Establish indicators of competence Basis for providing meaningful feedback Set benchmarks for comparative analysis Identify member strengths & weaknesses Systemic requirements for good leadership

4. LEADERSHIP DEVELOPMENT

Develop an overall leadership curriculum Tools for self-assessment Guides for coaching others Priorities for in-service training Assessing the relevance of existing programs

ELEMENTS of the LEADERSHIP MODELING PROCESS

The RFR Leadership modelling process produced the following outputs:

Leadership Model – desired qualities of any RFR member – see III

Leadership Profiles – application of the model to different leader roles – see IV

Leadership Map – details to define, assess and develop competence – see V

Leadership Program – suggestions for the Leadership Development Initiative – see VI

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KNOWLEDGE

KNOWS IT

Has understanding

Depth of awareness

COMPETENCY

CHARACTERISTICS

SKILL

CAN DO IT

Acts proficiently

Quality of outcomes

BEHAVIOUR

LIVES IT

Modeling the way

Consistency of actions

ABILITY

DOES IT

Adapts to situations

Willingness to act

II. METHODOLOGY

This section defines the terms, process steps and survey methods employed to develop and validate the RFR Leadership Model, Profiles and Map during 2009 and 2010.

TERMS - COMPETENCY DEFINED

Competency-based models can be used to determine leadership requirements and development opportunities. The term „competency‟ is used to capture a particular combination of - knowledge, skills, abilities and behaviours of exemplary leaders:

Knowledge – understands key concepts (for example – a problem solving model)

Skill – uses techniques to apply the concept – (convergent thinking strategies)

Ability – adapts techniques to a variety of situations – (group dynamics)

Behaviour – displays competence and mentors others – (teaches facilitation)

Display 1 COMPETENCY DEFINED

Other terms used in the RFR leadership modelling process include:

Success Indicators – exemplary performance in observable or measurable terms

Competence – degree to which a person is assessed to achieve the success

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CAFC

LEADERSHIP

LONG LIST

RFR

LEADERSHIP SHORT LIST

RFR LEADERSHIP

MODEL

PROCESS STEPS

A „reductionist‟ approach was used to develop a customized leadership model RFR using the CAFC Leadership Framework. The steps include:

Competency Long List – identifying relevant knowledge, skills, abilities and behaviours of outstanding fire and rescue leaders

Competency Short List – determining the key (24) leadership competencies of an effective RFR leader

Competency Model – determining key leadership clusters to generate the general structure of the RFR Leadership Model and organize the short listed competencies

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RFR LEADERSHIP MODEL DEVELOPMENT

1. CAFC Competency Long List to RFR Short List

A fire service leadership competency menu developed by the Canadian Association of Fire Chiefs (CAFC) based on nation-wide input contains a list of 240 competencies categorized into 8 clusters. It was used as the starting point to generate the RFR Leadership Model

Twenty-two people from different levels throughout RFR attended a May 28/29, 2009 Leadership Modeling Workshop. Participants selected 10 items from each cluster to describe ideal RFR leaders and produced a long list of 80 competencies (8 clusters X 10 competencies). Participants agreed to 3 items for each cluster to produce a short list of 24 leadership competencies to describe desired RFR leadership qualities.

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2. RFR Leadership Model

Workshop participants ranked their highest preferences from the short list of 24 competencies. The top 8 items established the „leadership cluster‟ titles of a draft leadership model. Each leadership cluster was discussed and three competencies were selected from the short list for each (3 competencies X 8 clusters). The resulting 24 competencies and 8 themes represented the „draft‟ RFR Leadership Model.

The „draft‟ RFR Leadership Model was compared to the leadership framework used by the City. With the help of Human Resources, some RFR terminology was adjusted for competency areas that were similar. It was acknowledged that some competencies were the same as other leaders throughout the City while others were distinct to fire services. This observation reinforced the value of developing the RFR-specific leadership model.

The „draft‟ RFR Leadership Model was also compared to the national fire service leadership model created by the Canadian Association of Fire Chiefs. Some wording was adjusted, where appropriate, for similar competencies. 75% of the competencies were similar. This observation validates the fire service nature of the Leadership Modelling Workshop output while supporting the merits of customizing a leadership model specific to the needs of RFR.

Most importantly, the RFR Leadership Model must be relevant to the RFR context. Validation by members was viewed as critical to its potential application.

LEADERSHIP SESSIONS

The Leadership Development Committee and Management Team felt it was important to inform members of the Leadership Development Initiative to hear any concerns, gain their support and solicit member involvement in the leadership modeling process. Several sessions were conducted with over 80 members in attendance during June 2009 that included:

An overview of leadership imperatives in fire services to substantiate the importance and relevance of the Leadership Development Initiative

An exercise for people to appreciate the value of having a variety of leadership skills to deal with different leadership situations

A summary of the CAFC leadership modeling process and products as an illustration of the process to be undertaken by RFR

Generally there was an interest among participants in the Leadership Development Initiative as a life-learning opportunity, means to deal with current challenges and a road map for career development.

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LEADERSHIP SURVEY

A „RFR Leadership Questionnaire’ (see Appendix 1) solicited perceptions of members towards the content of the RFR Leadership Model by asking them to rate the importance of each competency on a scale of 1-5 (5 = high) and to select 8 critical competency choices for their current leader role. The cumulative importance ranking of items is used to validate the content of the leadership model. The critical choice frequencies provide a consensus view of the „core‟ RFR leadership competencies and establish profiles for various leader roles.

Importance Ratings - „cumulative importance means‟ range from 3.65 to 4.60 indicating all competencies are relevant and should be retained in the RFR Leadership Model.

Critical Choices – „cumulative frequencies‟ range from 23 to 137 indicating all competencies are significant and should be kept in the RFR Leadership Model.

The RFR Leadership Survey generated 242 complete questionnaires (see display below). 95 respondents completed a questionnaire for their own position. 147 people filled it out for another position to obtain various vantage points – subordinates and supervisors for each position.

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RFR LEADERSHIP SURVEY RESPONSE

TARGETED ROLE RESPONDENTS

Incumbents Other TOTAL

CHIEF 1 2 3

DEPUTY CHIEF 2 7 9

BATTALION CHIEF 3 28 31

CAPTAIN 27 79 106

FIRE FIGHTER 53 25 78

FIRE PREV. OFFICER 9 6 15

TOTAL 95 147 242

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III. LEADERSHIP MODEL

LEADERSHIP THEMES

The RFR Leadership Model (see next page) revolves around 4 key leadership themes:

Interpersonal Relationships – dealing effectively with others

Dynamic Groups – facilitating team effectiveness and harmony

Service Delivery – maximizing effectiveness and efficiency

Strategic Direction – balancing competing demands and expectations

Display 4 RFR LEADERSHIP MODEL

The „Interpersonal Relationships‟ and „Dynamic Groups‟ themes highlight the importance of people-approach to leadership in fire services while Service Delivery and Strategic Direction indicate more of a task approach. Together, the task and people approach reflect the duality of effective situational leadership. The effective leader must have a variety of leadership approaches to deal with diverse conditions and human dynamics.

INTERPERSONAL RELATIONS SERVICE DELIVERY

COMMUNICATES CLEARLY

Listens actively to others Articulates ideas and information Develops successful relations

SERVICE EXCELLENCE

Builds public relations Assesses client / public needs Ensures sustainability of efforts

LEADS SELF

Is credible Takes initiative for emerging

issues Has an adaptive leadership style

CONTINUOUS INNOVATION

Acts ethically Coaches others to realize their

potential Seeks continuous improvement

DYNAMIC GROUPS STRATEGIC DIRECTION

POWER OF TEAMS

Builds group consensus Solves problems Creates a shared vision

PLANNING AND ORGANIZATION Understands core business Sets priorities and goals Simplifies processes to achieve

efficiencies

BELIEF IN PEOPLE

Delegates responsibility to others Provides feedback (&

recognition) Values differences among others

ACHIEVES RESULTS

Allocates resources efficiently Works within the team Gets things done in a timely manner

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IV. LEADERSHIP PROFILES

This section describes the leadership competencies for 6 leader roles within RFR. It describes the competencies for each leadership role based on the input of:

the RFR Leadership Survey – the importance ranking and critical choice results of incumbent and others created the base profiles

Focus Group Reviews conducted in May 2010 with a cross section of members confirmed the content of the base profile

Management reviewed the base profiles in June, 2010 to finalize the RFR Leader Profiles.

LEADERSHIP ROLES

A single leadership model cannot reflect the distinct leadership functions of different RFR positions. Six leader roles were established by the Leadership Development Committee to reflect the common RFR leadership responsibilities. These leader roles can be captured for comparative purposes to the four CAFC Fire Service Leader Roles:

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CAFC/RFR LEADER ROLES

RFR DUTIES LEADERSHIP ROLE

CHIEF

Budget Overall Oversight Strategic Plan Political Liaison Public Relations Spokesperson

STRATEGIC PERSPECTIVE DEPARTMENT/CORPORATE CONTEXT EFFECTIVENESS (Priority) FOCUS

DEPUTY CHIEF BATTALION CHIEF

Information Flow Incident Command Personnel Matters Resource Allocation Strategic Priorities Work Programs

OPERATIONAL PERSPECTIVE MULTI-TEAMS (District) CONTEXT EFFICIENCY (Resource) FOCUS

CAPTAIN

Work Plans Supervision Customer Service Staff Safety Staff Training Resource Deployment

TACTICAL PERSPECTIVE TEAM (Station) CONTEXT SERVICE (Delivery) FOCUS

FIRE PREVENTION OFFICER & FIRE FIGHTER

Daily Schedules Team Work Service Delivery Peer Support Personal Relations Customer Service

SERVICE PERSPECTIVE SERVICE (Team) CONTEXT TECHNICAL (Response) FOCUS

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LEADERSHIP COMPETENCIES

Leader profiles enable a leadership model to be translated into more meaningful expectations for different positions. The survey frequency of top ranked competencies among incumbents, subordinates and supervisors created a short list of competencies for each leader role. The Management Group‟s review of survey data and its expectations for leadership in each role resulted in the final RFR Leader Profiles containing core and positional competencies.

Core Competencies

The leadership competencies that have a frequency greater than four among the six emerging leader profiles are deemed to be the core competencies. The five resulting core leadership competencies reinforce the notion that some leadership qualities are significant across all or numerous leader roles. They also indicate common areas for training among all members albeit with different applications. For example, a Fire Fighter needs to be aware of personal accountability while a Chief must develop systems to ensure everyone Is Credible.

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RFR CORE LEADERSHIP COMPETENCIES

Assumed Competencies

Positional competencies can displace core competencies. The displaced competencies are labelled „assumed‟ competencies and are noted because it should not be assumed that incumbents or candidates for a leader role have these leadership foundations.

Positional Competencies

The positional competencies are non-core competencies that provide insights to the distinct leadership requirements of the six RFR leader roles. In some cases the positional competencies are unique to a role such as the Chief. In other instances, they may be shared with another adjacent position such as the Deputy Chief with the Battalion Chief because they have a similar operational oversight focus. Some positional competencies are shared with several other leader roles but from a different organizational (Chief), operational (Deputy & Battalion Chiefs), tactical (Captain) or service (Fire Fighter) context.

Listens actively to others

Is Credible (believable and capable)

Acts ethically (conforms to accepted standards)

Articulates ideas and information

Develops successful interpersonal relations

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LEADER PROFILES

Chief

The Chief is responsible for strategic planning, political liaison, operational oversight, and budgeting of the entire Department. The survey data for this position came from the incumbent and 5 subordinates. All top incumbent ranked competencies were the same (*) as subordinates indicating a high degree of agreement regarding the Chief leadership role.

This profile has the most (3) positional competencies - Ensures sustainability of efforts, Takes initiative for emerging issues and Creates a shared vision that parallel the essence of the CAFC Strategic Leader Profile. Builds Public Relations are shared with Captain and Fire Firefighter from a community rather than client context. Works within the team and Allocates Resources Effectively are shared with others from an organizational versus operational viewpoint.

The Chief Profile contains four of the five core competencies and the assumed competencies Acts Ethically should not be ignored in mastering Chief leadership readiness and success. 70% of the profile reflects a people leadership bias reflecting the importance of the Chief‟s interaction with others within and outside the Department.

Display 7 CHIEF LEADER PROFILE

Creates a shared vision among different interest *

Is Credible (believable and capable) *

Listens actively to others *

Builds Public Relations *

Takes initiative for emerging issues or opportunities *

Allocates resources efficiently *

Works within the team *

Articulates ideas and information *

Develops successful interpersonal relations *

Ensures sustainability of efforts *

Note: This Profile could benefit form obtaining more input from other vantage points such as members and other people that the Chief interacts with such as Department Heads, City Manager and Council members.

People-focused competency & _____ = Core Competency

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Deputy Chief

The Deputy Chief is responsible for the coordination of resources, business planning and oversight of assigned functions of the Department. The survey data for this position came from 2 incumbents, 6 subordinates and 1 supervisor. Eight top incumbent ranked competencies were the same as subordinates (*) indicating a high degree of agreement regarding the Deputy Chief leadership role. The Management Group replaced Builds group consensus, Creates a shared vision and Has an adaptive leadership from the survey-based profile with (+) Understands core business, Seeks continuous improvement and Assess client/public needs to reflect more of its Departmental oversight leadership expectations.

Positional competencies– Understands Core Business and Delegates responsibility are shared with Battalion Chief and overall the Deputy Chief Leader Profile parallels the systems operation nature of the CAFC Operational Leader Profile, similar to the Battalion Chief. Several other positional competencies - Assess client needs, Coaches Others, Seeks continuous improvement and Values differences among others are shared with others from an operational versus service context.

The Deputy Chief Leader Profile contains four core competencies and the assumed competencies Acts Ethically should not be ignored in mastering Deputy Chief Leadership readiness and success. 80% of the Deputy Chief profile reflects a people-focused leadership approach indicating the importance of this position‟s internal and external relationships.

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DEPUTY CHIEF LEADER PROFILE

Is Credible (believable and capable)

Delegates responsibility to others *

Values differences among others *

Coaches others to realize their potential *

Seeks continuous improvement + *

Listens actively to others *

Articulates ideas and information + *

Develops successful interpersonal relations *

Understands core business +

Assesses client/public needs + *

Battalion Chief


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The Battalion Chief (Chief Fire Prevention Officer and Chief Training Officer) is responsible coordinating resources to and overseeing the operation of a number of halls in one area to achieve strategic directions. The survey data for this position came from 4 incumbents, 26 subordinates and 2 supervisors. Eight of the top incumbent ranked competencies were the same as subordinates (*) indicating a high degree of agreement. Six competencies were the same as supervisor perceptions (^) indicating less alignment. Four competencies were added (+) – Listens actively to others, Articulates ideas and information, Understands core business, Provides feedback and Acts Ethically in place of the survey-based competencies - Takes initiative for emerging issues, Values Differences Among Others, Works within the team and Develops successful interpersonal relations during the Management Group review to better reflect its operational leadership expectations.

Positional competencies – Understands Core Business and Delegates responsibility are shared with Deputy Chief. The Battalion Chief Leader Profile parallels the systems focus of the CAFC Operational Leader Profile, similar to the Deputy Chief. Other positional competencies – Allocates Resources efficiently, Solves problems, Sets priorities and goals and Provides feedback are shared with others from an operational versus service context.

The Battalion Chief Leader Profile contains four of the five core competencies and the assumed competency - Develops Interpersonal relations should not be ignored in mastering Battalion Chief Leadership readiness and success. 70% of the Battalion Chief Leader Profile reflects a people-focused leadership approach indicating the importance of this position‟s interaction with senior officers and members or “acting in the middle!”

Display 9 BATTALION CHIEF LEADER PROFILE

Listens actively to others + *

Is Credible (believable and capable) * ^

Articulates ideas and information + *

Understands core business + *

Solves problems ^

Delegates responsibility to others * ^

Provides feedback (& recognition) + * ^

Allocates resources efficiently * ^

Acts ethically (conforms to accepted standards) + *

Sets priorities and goals + ^


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Captain

The Captain is responsible for the supervisor of staff, service delivery and resources of a station. The survey data for this position came from 27 incumbents, 70 subordinates and 9 supervisors. Seven of the top incumbent ranked competencies were the same as subordinates (*) and 8 were the same as supervisor perceptions (^) indicating a high degree of agreement regarding the Captain Leadership role. The Management Group inserted (+) Values differences among others in place of Solves problems to better reflect the team building expectations for this position.

The positional competency – Provides feedback is shared with the Battalion Chief, Six other positional competencies are shared with others from a tactical versus organizational (supervisor) or service (subordinate). Overall the Captain Profile parallels the coordinating nature of the CAFC Tactical Leader Profile.

The Captain Leader Profile contains four of the five core competencies and the assumed competency - Articulates ideas of Information should not be ignored in mastering Captain leadership readiness and success. 90% of the Captain Leader Profile reflects a people-focused leadership approach reflecting the team building nature of this position in motivating fire fighters to provide effective and efficient services.

Display 10 CAPTAIN LEADER PROFILE

Is Credible (believable and capable) * ^

Acts ethically (conforms to accepted standards) * ^ Has an adaptive leadership style (situational) * ^

Coaches others to realize their potential * ^

Provides feedback (& recognition) * Seeks continuous improvement ^

Listens actively to others * ^

Works within the team * ^

Values differences among others + ^ Develops successful interpersonal relations ^


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Fire Prevention Officer (FPO)

The Fire Prevention Officer is responsible for the delivery of services and program to prevent fires. The survey data for these positions was obtained through the input of 5 incumbents and 1 supervisor. Nine of the top incumbent ranked competencies were the same as the supervisor (^) indicating a high degree of agreement regarding the Fire Prevention Officer leadership role. Two competencies were added (+) – Builds public relations, and Sets priorities and goals in place of Seeks continuous improvement, and Coaches Others during the Management Group review to better reflect its service delivery leadership expectations.

The positional competencies – Gets things done and Builds public relations are shared with Fire Fighters. Four other positional competencies are shared with others from a service versus organizational (supervisor) context. Overall this profile parallels the front line program and service delivery focus of the CAFC Service Leader Profile, similar to the Fire Fighter.

The Fire Prevention Officer Leader Profile contains four of the five core competencies and the assumed competency - Develops Interpersonal relations should not be ignored in mastering FPO leadership readiness and success. The FPO Leader Profile reflects a balanced task/people-focused leadership approach. Consequently, its leadership expectations appear more task-oriented than any other RFR position

Display 11 FIRE PREVENTION OFFICER LEADER PROFILE

Is Credible (believable and capable) ^

Acts ethically (conforms to accepted standards) ^

Articulates ideas and information

Listens actively to others ^

Allocates resources efficiently ^

Gets things done in a timely manner ^

Solves problems ^

Sets priorities and goals + ^

Assesses client/public needs ^

Builds Public Relations + ^


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Fire Fighter

A Fire Fighter is responsible for ensuring they are ready along with peers and operational equipment to respond to emergency situations. The fire fighter is also responsible to provide other services that contribute to harm prevention such as public education initiatives and conduct inspections. The survey data for this position came from 53 incumbents and 77 supervisors. Nine of the top incumbent ranked competencies were the same as the supervisor (^) indicating a high degree of agreement regarding the Fire Fighter leadership role. One competency – Values differences among others was inserted (+) by the Management Group in place of Solves problems to better reflect the team player expectations of this position.

The positional competency – Gets things done is shared with Fire Prevention Officers to parallel the front line program and service delivery focus of the CAFC Service Leader Profiles, similar to the FPO. Five other positional competencies are shared with others from a service delivery versus tactical (supervisor) context.

The Fire Fighter Leader Profile contains four of the five core competencies and the assumed competency – Articulates ideas and information should not be ignored in mastering FPO leadership readiness and success. 70% of the Fire Fighter Profile reflects a people-focused leadership approach reflecting the interpersonal relations as team player to deliver services with others.

Display 12 FIRE FIGHTER LEADER PROFILE

\

Works within the team ^

Is Credible (believable and capable) ^

Gets things done in a timely manner ^

Acts ethically (conforms to accepted standards) ^

Listens actively to others ^

Develops successful interpersonal relations ^

Seeks continuous improvement ^

Builds Public Relations ^

Has an adaptive leadership style (situational)

Values differences among others + ^


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LEADERSHIP INSIGHTS

It is important to note that all leadership competencies are relevant to each leadership role. The RFR Leader Profiles merely attempt to get at the critical competencies for success. The RFR Leadership Profile Chart also reveals „positional‟ competencies that are distinct to a leader role.

Display 13 RFR LEADERSHIP PROFILE CHART

People-focused competency Core Competency

CODES: X = Top ten leadership competency; O= area for succession development; > assumed core competency; < development competency for longer term career

enhancement; & - non-core competency that is not short listed

RFR Leadership Competencies CORE C DC BC CAP FPO FF

Listens actively to others X X X X X X X

Is Credible (believable and capable) X X X X X X X

Acts ethically (conforms to accepted standards) X

> > X X X X

Articulates ideas and information X X X X > X >

Develops successful interpersonal relations X X X > X > X

Allocates resources effectively X O X O X O

Works within the team X O < X O X

Values differences among others - X O X O X

Seeks continuous improvement > X O X O X

Builds public relations X O < < X X

Provides feedback - - X X O <

Solves problems > > X O X O

Coaches others - X O X O <

Gets things done in a timely manner - - - - X X

Assess client needs - X O < X O

Sets priorities and goals - - X O X O

Delegates responsibilities to others - _ X X O < <

Understands core business - X X O < <

Has an adaptive leadership style (situational) - - - X O X

Takes initiative for emerging issues X O < < < <

Ensures sustainability of efforts X O < < < <

Creates a shared vision X O < < < <

Builds group consensus

Simplifies processes to achieve efficiencies

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Some RFR Leader Profile comparison highlights include:

The Chief Leader Profile has the most (six) positional competencies primarily related to the overall strategic nature of the position.

The Deputy Chief Leader Profile reflects both some strategic elements of the Chief Profile and operational oversight of the Battalion Chief Profile. The Deputy Chief Profile comparison to the Chief profile reveals six development competencies that would require attention to achieve the competence required to be a successful Chief.

The Battalion Chief Profile has leader qualities that are shared both with the Deputy Chief and the Captain. This observation highlights the „managing in the middle‟ challenge revealed in the CAFC study of fire service leadership. The Battalion Chief Profile analysis highlights four development competencies required to advance to the Battalion Chief position.

The Captain Leader Profile shares four positional leadership competencies with Fire Fighter suggesting a closer alignment of leader expectations with front line service providers than more senior officer positions. This observation is consistent with the CAFC leadership study finding that the shift from Fire Fighter to Captain can be a difficult transition – in particular to be less hands on. The Captain Profile analysis highlights four development competencies required to advance to the Captain position.

The Fire Prevention Officer Leader Profile has leader qualities that are shared with the Fire Fighter. All these positions deliver programs and services directly to the public.

The Fire Fighter Leader Profile reflects both some strategic elements of the Chief Profile and operational oversight of the Battalion Chief Profile. The Fire Fighter Profile comparison to the Captain profile reveals two development competencies that would require attention to achieve the competence required to be a successful Captain.

All RFR leadership competencies are required to be a well rounded RFR leader and competencies that were not short listed (-) for a profile should still be considered within individual personal and Department leadership development efforts.

A significant overall observation is the dominance of people-leadership competencies within all the profiles. There is an equal number of people and task-focused RFR competencies and it is evident that both incumbents and others perceive a high degree of relevance for a people over a task-leadership approach. That is not to say that task aspect of current fire service training should be reduced, but rather that skills and tools to deal with the human element should be enhanced. Just as there is a checklist for tactical training, a road map is required for effective leadership development.

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V. LEADERSHIP COMPETENCY MAP

The RFR Leadership Competency Map (see appendix 5) is a comprehensive chart of the expectations for each RFR leadership competency in each of the RFR leadership roles. Specific, observable behaviours were developed at a September 2009 workshop with a cross-section of RFR staff with some Human Resource people. The success indicators describe exemplary performance along with requisite knowledge and skills.

Success indicators were developed for some leader roles:

Chief - for this position and is relevant to the Deputy Chief

Battalion Chief for this position and is relevant to the Deputy Chief

Captain for this position with some relevance to Battalion Chief

Fire Fighter which is split into Junior and Senior levels

Display 14 RFR LEADERSHIP MAP (Extract)

PROVIDES FEEDBACK

Sr. Fire Fighter Captain Battalion Chief Chief

Provides feedback that they understand

Seeks feedback to ensure understanding

Provides two-way constructive feedback on performance that is delivered to promote success

Provides two-way constructive feedback on performance that is delivered to promote success

Provides two-way constructive feedback on performance to promote success

The Draft RFR Leadership Map has potential to be an important development and performance management tool. It can be used to:

define competence for different leadership roles

guide performance objectives to enhance personal performance plans

help supervisors provide feedback and coaching

facilitate development of an organizational succession plan

assist people to develop personal learning plans

The RFR Leadership Map requires more work to reflect the six RFR Leader Profiles

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VI. NEXT STEPS

Implementation tools are required for individuals and supervisors use the RFR leadership Model in the workplace. The following briefly describes how the RFR Leadership Model, Profiles and Map can be further developed and/or implemented as part of the Leadership Development Initiative.

1. RFR Leadership Model and Profiles should be reviewed with competencies of this model be reviewed for compatibility with the I.A.F.F. - Local 1286 Collective Agreement. Afterwards, it should be widely promoted as the hall mark of the leadership Development Initiative. It should be reviewed every five years or when the government agenda changes.

2. RFR Leadership Map - Provides success indicators each RFR leader role based on the input of the Leadership Development Committee, leadership Modeling Workshop participants and cross referencing to the CAFC Leadership Competency Map and the City‟s leadership criteria. It requires further work to ensure all RFR leader roles are represented.

The TPS Leadership Profiles combined with the TPS Leadership Map enable individuals and supervisors to clarify job expectations, assess leadership performance, develop career paths, establish coaching relationships and target personal leadership learning opportunities. Some tools for development consideration include:

3. A Leadership Assessment Guide would facilitate the identification and assessment of leadership expectations for each leadership roles. For example, a Fire Fighter would review their profiles to understand the essential leadership competencies for their position. These could be reviewed with a supervisor to ensure a shared view of leadership success. The incumbent can assess their performance with or without input from subordinates, supervisors and peers to determine:

improvement areas for attention to increase current leadership performance

development areas for performance enhancement and future leadership roles

Display 15 LEADERSHIP ASSESSMENT GUIDE

COMPETENCY/ Success Indicators

ASSESSMENT - Develop or Improve

YOU OTHER

1. LISTENS ACTIVELY Seeks to understand others‟ frame

of reference Creates a work environment that

supports the open exchange of ideas

Takes proactive efforts to hear the ideas of staff and clients

IMPROVE Ability to ask questions to better understand others DEVELOP Make an effort to ask subordinates to restate instructions

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This self-evaluation tool can be used by individuals to:

clarify leadership expectations with their supervisor or subordinates

complement the performance planning and appraisal process

identify leadership learning and career advancement objectives

The Leadership Assessment Guide is a personal leadership tool that requires department support for its successful use by integrating it with the performance management system and training supervisors to be effective coaches for its use.

3. A RFR Leadership Learning Guide would enable individuals with or without input from others to develop learning objectives for development or improvement areas identified in their personal leadership assessment. The learning plan facilitates the development of more specific positional leadership expectations. It also serves as a follow-up action plan with target dates and requirements for action.

This self-directed tool can be used by individuals to:

identify leadership learning and career advancement objectives

seek formal and informal leadership development opportunities

initiate coaching arrangements for managers with supervisors or mentors

The leadership Learning Guide is a personal leadership tool that requires Departmental support for its successful use by integrating it with the performance management system and training supervisors to be effective coaches for its use

Display 16

LEADERSHIP LEARNING PLAN (Example)

4. A RFR Leadership Development Curriculum would provide an integrated framework to guide the training efforts of the Department while taking advantage of the City‟s Human Resource services and programs as well as other institutions. A curriculum would enable RFR to:

Link training to „real time‟ workplace challenges and the government‟s strategies

Assess current programs to identify areas for adjustment

Determine program gaps that should be addressed

Identify program gaps that could be provided by other providers

TARGET COMPETENCIES SUCCESS INDICATORS ACTION PLAN

Articulates ideas

- Writes clearly, accurately and understandably

- Presents oral communications with confidence and clarity

- Is comfortable with communication

/information technology

Clear staff reports Peer understanding Chief satisfaction Less time to complete

1. Find & use editor – Sept. to Dec. 2. Chief Review Sessions – Nov. to May 3. Report Writing Course – Feb.

Impact presentations Audience reception Multiple mediums Stronger voice

1. Attend voice coaching sessions – Dec. 2. Work with IT on material – June

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RFR requires the resources and capacity to give attention to the implementation of the RFR Leadership Development Initiative. There is a need for a strategic business plan to identify and align resources with measurable leadership development targets:

Identify short to long term leadership program development

Define the target leadership competencies for priority attention

Develop partnership strategies for program design and delivery

Establish a business model for sustainable program delivery

Enhancing RFR is dependent on more than just access to courses. The organizational systems and environment need to support leadership learning and recognize leadership excellence by:

Establishing recruitment practices that seek personnel with base leadership attributes

Creating systems to recognize exemplary leadership

Developing every supervisor to be an effective coach

Ensuring that the work environment supports

LEADERSHIP DEVELOPMENT INITIATIVE REPORT 31 of 63

APPENDIX 1 RFR LEADERSHIP QUESTIONNAIRE

It is widely acknowledged that the context and strategic issues facing fire and rescue officers are rapidly changing and complex. The future effectiveness of RFR is dependent on the leadership bench strength of all its members to:

Enjoy personal success in relationships with others Adapt to different leadership situations Have a road map for self development Enhance his or her career potential

RFR LEADERSHIP DEVELOPMENT INITIATIVE The City‟s Human Resource Department and the RFR management share an interest in „leadership development‟ as a priority for attention. We believe a successful leadership initiative must start with Department-wide input using the attached draft RFR Leadership Questionnaire. A Leadership Committee has been established to solicit input and develop an RFR leadership model to:

Ensure the relevance of future training opportunities Enhance leadership capacity at all levels Sustain service excellence while dealing with change Encourage members to think about leadership styles

QUESTIONNAIRE INSTRUCTIONS Please fill out the attached questionnaire by November 30, 2010. Rate the importance of all items, select 8 critical items for your position and indicate three competencies you would like to work on – improve, learn more and practice. Please provide your perspectives – this is not an evaluation. The Leadership Committee will use these confidential responses to develop (and report to everyone) the RFR Leadership Model and Profiles. The results will be used to guide our support for current leaders and training for future leaders to ensure we continue our tradition of providing responsive and quality service to citizens. If you have any questions regarding the RFR leadership Development Initiative please contact Deputy Kim Howell at (604) 303-2762 or the following members of the RFR Leadership Committee.

Chief John McGowan


RFR LEADERSHIP QUESTIONNAIRE

1. Rate the importance of all competencies to your role by circling a number 1 to 5 2. Underline 8 competencies most critical to success in this position 3. List the three competencies you would like improve

POSITION ___________________

This information will be used to enhance current and future RFR leadership capacity. Please fill out the attached questionnaire and forward it to Deputy Chief K. Howell at [email protected] by November 30, 2010. THANK YOU.

LEADERSHIP COMPETENCIES IMPORTANCE RATING Low Medium High

POWER OF TEAMS 1. Builds group consensus 2. Solves problems 3. Creates a shared vision among different interests

1 1 1

2 2 2

3 3 3

4 4 4

5 5 5

LEADS SELF 4. Is credible 5. Takes initiative for emerging issues or opportunities 6. Has an adaptive leadership style

1 1 1

2 2 2

3 3 3

4 4 4

5 5 5

BELIEF IN PEOPLE 7. Delegates responsibility to others 8. Provides feedback (& recognition) 9. Values differences among others

1 1 1

2 2 2

3 3 3

4 4 4

5 5 5

ACHIEVES RESULTS 10. Allocates resources efficiently 11. Works within the team 12. Gets things done in a timely manner

1 1 1

2 2 2

3 3 3

4 4 4

5 5 5

INNOVATION 13. Acts ethically 14. Coaches others to realize their potential 15. Seeks continuous improvement

1 1 1

2 2 2

3 3 3

4 4 4

5 5 5

COMMUNICATES CLEARLY 16. Listens actively to others 17. Articulates ideas and information 18. Develops successful interpersonal relations

1 1 1

2 2 2

3 3 3

4 4 4

5 5 5

PLANNING AND ORGANIZATION 19. Understands core business 20. Sets priorities and goals 21. Simplifies processes to achieve efficiencies

1 1 1

2 2 2

3 3 3

4 4 4

5 5 5

SERVICE EXCELLENCE 22. Builds public relations 23. Assesses client / public needs 24. Ensures sustainability of efforts

1 1 1

2 2 2

3 3 3

4 4 4

5 5 5

COMPETENCIES YOU WOULD LIKE TO WORK ON: _______________________________________________________ _______________________________________________________ _______________________________________________________



APPENDIX 2

RFR LEADERSHIP DATA

1. Chief

2. Deputy Chief

3. Battalion Chief

4. Captain

5. Fire Prevention Officer

6. Fire Fighter


CHIEF

Chief (1) Lower (5)

Rank Mean Rank Count Rank Mean Rank Count

3. Creates a shared vision among different interest 1 5.00 1 1 1 5.00 7 2

4. Is Credible (believable and capable) 2 5.00 2 1 2 5.00 2 4

6. Has an adaptive leadership style (situational) 3 5.00 12 0 21 4.50 21 0

7. Delegates responsibility to others 4 5.00 13 0 14 4.67 13 1

8. Provides feedback (& recognition) 5 5.00 14 0 15 4.67 14 1

9. Values differences among others 6 5.00 3 1 16 4.67 22 0

12. Gets things done in a timely manner 7 5.00 16 0 7 4.83 23 0

15. Seeks continuous improvement 8 5.00 5 1 18 4.67 9 2

16. Listens actively to others 9 5.00 6 1 4 5.00 5 3

19. Understands core business 10 5.00 7 1 23 4.50 10 2

22. Builds Public Relations 11 5.00 8 1 10 4.83 11 2

5.Takes initiative for emerging issues or opportunities 12 4.00 11 0 5 4.83 8 2

10. Allocates resources efficiently 13 4.00 4 1 3 5.00 3 3

11. Works within the team 14 4.00 15 0 6 4.83 15 1

13. Acts ethically (conforms to accepted standards) 15 4.00 17 0 22 4.50 24 0

14. Coaches others to realize their potential 16 4.00 18 0 17 4.67 4 3

17. Articulates ideas and information 17 4.00 19 0 8 4.83 16 1

18. Develops successful interpersonal relations 18 4.00 20 0 9 4.83 17 1

20. Sets priorities and goals 19 4.00 21 0 19 4.67 1 5

21. Simplifies processes to achieve efficiencies 20 4.00 22 0 24 4.00 18 1

23. Assesses client/public needs 21 4.00 23 0 11 4.83 19 1

24. Ensures sustainability of efforts 22 4.00 24 0 12 4.83 20 1

1. Builds group consensus 23 Missing 9 0 20 4.50 6 2

2. Solves problems 24 Missing 10 0 13 4.67 12 1


DEPUTY CHIEF

Deputy Chief (2) Lower (6) Higher (1)

Rank Mean Rank CC Rank CC Rank Mean Rank Mean

1. Builds group consensus 1 5.00 13 0 7 1 23 2.50 4 4.00

2. Solves problems 2 5.00 5 1 8 1 24 2.50 5 4.00

3. Creates a shared vision among different interest 3

5.00 14

0 2

2 22

2.83 6

4.00

4. Is Credible (believable and capable) 4 5.00 6 1 1 3 12 3.33 1 5.00

5.Takes initiative for emerging issues or opportunities 5

5.00 7

1 9

1 21

3.00 7

4.00

6. Has an adaptive leadership style (situational) 6 5.00 1 2 10 1 17 3.17 8 4.00

7. Delegates responsibility to others 7 5.00 2 2 11 1 3 3.67 2 5.00

8. Provides feedback (& recognition) 8 5.00 15 0 12 1 13 3.33 9 4.00

9. Values differences among others 9 5.00 8 1 19 0 4 3.67 10 4.00

10. Allocates resources efficiently 10 5.00 9 1 13 1 14 3.33 11 4.00

11. Works within the team 11 5.00 16 0 20 0 15 3.33 12 4.00

12. Gets things done in a timely manner 12 5.00 17 0 21 0 18 3.17 13 4.00

13. Acts ethically (conforms to accepted standards) 13

5.00 10

1 3

2 19

3.17 14

4.00

14. Coaches others to realize their potential 14 5.00 3 2 22 0 8 3.50 15 4.00

15. Seeks continuous improvement 15 5.00 18 0 14 1 5 3.67 16 4.00

16. Listens actively to others 16 5.00 11 1 15 1 6 3.67 17 4.00

17. Articulates ideas and information 17 5.00 19 0 4 2 9 3.50 18 4.00

18. Develops successful interpersonal relations 18 5.00 20 0 16 1 7 3.67 19 4.00

19. Understands core business 19 5.00 21 0 5 2 20 3.17 3 5.00

20. Sets priorities and goals 20 5.00 4 2 17 1 16 3.33 20 4.00

21. Simplifies processes to achieve efficiencies 21 5.00 22 0 23 0 10 3.50 21 4.00

22. Builds Public Relations 22 5.00 23 0 6 2 1 4.00 24 3.00

23. Assesses client/public needs 23 5.00 12 1 24 0 2 3.83 22 4.00

24. Ensures sustainability of efforts 24 5.00 24 0 18 1 11 3.50 23 4.00


BATTALION CHIEF

Battalion Chief (4) Lower (26) Higher (2)

Rank Mean Rank CC Rank Mean Rank CC Rank Mean Rank CC

15. Seeks continuous improvement 1 5.00 9 2 15 4.24 15 4 18 4.00 18 0

16. Listens actively to others 2 5.00 16 1 7 4.72 5 11 19 4.00 19 0

18. Develops successful interpersonal relations 3 5.00 2 3 16 4.18 12 5 21 4.00 20 0

4. Is Credible (believable and capable) 4 4.75 1 3 2 4.98 1 13 7 4.50 11 0

9. Values differences among others 5 4.75 6 2 12 4.22 11 5 10 4.50 14 0

11. Works within the team 6 4.75 14 1 21 3.60 14 4 2 5.00 16 0

17. Articulates ideas and information 7 4.75 17 1 8 4.84 9 7 20 4.00 6 1

19. Understands core business 8 4.75 18 1 9 4.68 17 3 4 5.00 21 0

22. Builds Public Relations 9 4.75 24 0 23 3.58 22 1 23 3.00 23 0

2. Solves problems 10 4.50 3 2 1 4.78 7 7 12 4.00 1 1

3. Creates a shared vision among different interest 11 4.50 11 1 20 3.70 18 2 13 4.00 10 0


4.50 12

1 11

4.24 19

2 14

4.00 12

0

7. Delegates responsibility to others 13 4.50 4 2 4 4.78 2 11 8 4.50 13 0

8. Provides feedback (& recognition) 14 4.50 5 2 5 4.88 3 11 9 4.50 3 1

10. Allocates resources efficiently 15 4.50 7 2 6 4.82 4 11 1 5.00 15 0

12. Gets things done in a timely manner 16 4.50 22 0 22 3.64 20 1 3 5.00 4 1


4.50 15

1 13

4.40 6

9 16

4.00 5

1

14. Coaches others to realize their potential 18 4.50 8 2 14 4.20 10 6 17 4.00 17 0

20. Sets priorities and goals 19 4.50 10 2 17 4.24 16 4 5 5.00 22 0

21. Simplifies processes to achieve efficiencies 20 4.50 23 0 18 4.10 21 1 6 5.00 7 1

24. Ensures sustainability of efforts 21 4.50 20 1 19 4.12 23 1 24 3.00 24 0

6. Has an adaptive leadership style (situational) 22 4.25 13 1 3 4.82 8 7 15 4.00 2 1

23. Assesses client/public needs 23 4.25 19 1 24 3.58 24 0 22 4.00 8 1

1. Builds group consensus 24 4.00 21 0 10 4.20 13 4 11 4.00 9 0


CAPTAIN

Captain (27) Fire Fighter (70) Other (9)

Rank Mean Rank CC Rank Mean Rank CC Rank Mean Rank CC

4. Is Credible (believable and capable) 1 4.70 1 14 1 4.70 1 36 1 4.92 1 6


4.63 4

10 7

4.41 6

22 3

4.75 4

5

6. Has an adaptive leadership style (situational) 3 4.56 13 5 3 4.52 8 20 13 4.38 6 3

14. Coaches others to realize their potential 4 4.56 2 13 6 4.41 4 24 7 4.54 2 6

2. Solves problems 5 4.52 5 9 11 4.34 11 17 18 4.17 16 1

8. Provides feedback (& recognition) 6 4.48 3 10 8 4.40 3 24 19 4.13 12 2

15. Seeks continuous improvement 7 4.44 11 6 12 4.33 20 8 4 4.63 8 3

16. Listens actively to others 8 4.44 8 8 10 4.37 7 22 2 4.83 9 3

11. Works within the team 9 4.37 7 9 2 4.57 5 23 15 4.38 19 1

10. Allocates resources efficiently 10 4.30 10 7 5 4.42 12 16 23 3.96 18 1

9. Values differences among others 11 4.30 9 7 22 4.04 16 12 9 4.42 17 1

7. Delegates responsibility to others 12 4.26 6 9 4 4.49 2 24 14 4.38 7 3

17. Articulates ideas and information 13 4.22 12 6 9 4.37 9 20 6 4.58 3 6

18. Develops successful interpersonal relations 14 4.22 15 4 15 4.21 21 6 5 4.63 23 0


4.19 20

2 14

4.25 15

14 16

4.33 11

2

22. Builds Public Relations 16 4.15 22 1 17 4.21 13 16 10 4.42 13 2

12. Gets things done in a timely manner 17 4.15 18 3 13 4.29 19 10 8 4.46 22 0

23. Assesses client/public needs 18 4.11 21 2 20 4.10 22 6 11 4.42 21 1

1. Builds group consensus 19 4.11 19 2 19 4.14 10 18 22 4.04 15 1

24. Ensures sustainability of efforts 20 4.07 23 1 24 3.86 24 3 24 3.71 14 2

21. Simplifies processes to achieve efficiencies 21 3.96 17 4 18 4.17 17 12 21 4.08 24 0

3. Creates a shared vision among different interest 22

3.93 14

4 21

4.06 18

10 12

4.38 10

2

20. Sets priorities and goals 23 3.89 16 4 16 4.21 14 15 17 4.25 5 4

19. Understands core business 24 3.37 24 0 23 3.86 23 3 20 4.13 20 1


FIRE PREVENTION OFFICER

Fire Prevention Officer (5) Captain (1)

Rank Mean Rank Count Rank Mean Rank Count







2. Solves problems 7 4.46 8 3 6 4.00 1 1

















1. Builds group consensus 24 2.85 17 1 13 3.00 9 0


APPENDIX 3

FIRE FIGHTER

Fire Fighter Other

Rank Mean Rank CC Rank Mean Rank CC






2. Solves problems 6 4.21 3 26 14 3.54 7 8











1. Builds group consensus 17 3.65 16 7 21 3.00 19 1









RICHMOND FIRE-RESCUE SERVICES

LEADERSHIP COMPETENCY MAP

LEADS SELF ACHIEVES RESULTS

1. Is credible 2. Takes initiative 3. Has adaptive leadership style

13. Allocates resources efficiently 14. Works within the team 15. Gets right things done in a timely manner

COMMUNICATES CLEARLY CONTINUOUS INNOVATION

4. Listens actively to others 5. Articulates ideas and information 6. Develops successful interpersonal relations

16. Acts ethically 17. Coaches others to realize his/her potential 18. Seeks continuous improvement

BELIEF IN PEOPLE PLANNING & ORGANIZATION

7. Delegates responsibility to others 8. Provides feedback (recognition) 9. Values differences among others

19. Understands core business 20. Sets priorities and goals 21. Simplifies processes to achieve efficiencies

POWER OF TEAMS SERVICE EXCELLENCE

10. Builds group consensus 11. Solves problems 12. Creates a shared vision

22. Builds public relations 23. Assess client/public needs 24. Ensures sustainability of efforts


RFR LEADERSHIP COMPETENCY MAP

Junior Fire Fighter Senior Fire Fighter Captain Battalion Chief Chief

DELEGATES RESPONSIBILITY

-- Helps others to develop by giving detailed instructions or training

Shares the workload with others and contributes by being prepared and completing assigned tasks

Shares information and resources with others

Helps others to develop by giving detailed instructions or training

Gives employees appropriate independence and freedom to do their work

Delegates effectively, expanding decision making authority according to ability and readiness, allowing for flexibility in the method of achieving desired results

Builds consensus and agreement by involving others and openly sharing information

Builds capacity of staff and delegates responsibility and authority based on skills, abilities and performance

Helps others identify professional goals, strengths, and areas for improvement

Ensures that training, job shadowing and „acting capacity‟ opportunities are available to facilitate delegation of responsibility

Creates a culture that supports the delegation of significant responsibility and authority

Ensures that appropriate training and professional opportunities are available to support enhanced performance throughout the organization (Department)

Establishes systems and processes that ensure expectations are achieved




PROVIDES FEEDBACK

Provides feedback that

they understand

Speaks up, shares, and

coach‟s up willingly

Seeks feedback to

ensure understanding

Provides two-way

constructive feedback

on performance that is

delivered to promote

success

Works with team

members to monitor

performance targets

Takes personal

responsibility for

providing excellent

service

Modifies plans based on

level of success in

achieving results

Provides two-way constructive

feedback on performance that

is delivered to promote

success

Shows confidence in others

and commends their success

Credits others publicly who

have performed well

Audits performance measures

and works with others to

address problem areas and

seek improved productivity and

service quality

Initiates actions to improve

member performance or

improve unacceptable

performance, until the issue is

resolved or sent on to the next

level

Conducts post implementation

reviews and documents results

for future reference

Provides two-way

constructive feedback on

performance that is

delivered to promote

success

Shows confidence in

others and commends

their success

Credits others publicly who

have performed well

Sets and communicates

key performance

indicators to measure

organizational results and

success

Ensures organizational

systems and resources

are in place to provide a

high degree of

performance accountability

Develops performance

feedback systems to

support continuous service

improvements

Provides two-way constructive

feedback on performance to

promote success

Reviews and enhances the service

delivery models at all levels, both

internally and externally

Establishes organization-wide

accountability structures

Ensures that the organization has

a performance and service quality

strategy that meets short and long-

term organizational needs

Solicits contrary opinions to

enhance understanding of

situations or change

Establishes policies that

encourage open communication

and ensure that new ideas are

taken into consideration

Establishes processes to seek and

reflect the views of individuals and

agencies through two-way

dialogue

Develops and implements policies

and structures that encourage and

reward achievement of results




VALUES DIFFERENCES AMONG OTHERS

(seniority, background, work experience, gender, ethnicity, age)

Understands their and

others‟ own differences

Accepts / values differences

Positively participate on

diverse teams

Recognize differences

Provides opportunities to all

team members to contribute

Lead positively and

participates in diverse

teams

Takes advantage of what

different people bring to the

organization

Takes appropriate actions to

ensure inclusion

Assembles diverse work

teams / special project

teams

Leads cross-functional

and/or multi-functional

teams. Exploits synergies

Fosters an environment

where people truly value

differences

Eliminates barriers that

prevent valuing differences

Ensures and supports

diverse representation with

team and decisions

Assembles the right people

to get the job done




COACHES OTHERS

Shares (expertise /

experience) at peer level

Demonstrates belief in own

abilities and ideas

Helps others to develop by

giving detailed instructions

or training


and commends their

success

Assists co-workers in

identifying opportunities for

training and professional

development

Demonstrates belief in own

abilities and ideas

Customizes personal

approaches with team

members based on knowing

what each person requires

to be successful


identifying opportunities for


development


and commends their

success

Positions the team to be

committed to their goals

while contributing to

organizational success

Helps others identify

professional goals,

strengths, and areas for

improvement

Uses innovative methods to

create a climate that

encourages innovation,

receptivity to change, and

learning from experience

Supports employees in

pursuing promotional and/or

challenging assignments

Creates a climate that




Be able to challenges and

develops individuals to

pursue activities that

broaden their leadership,

decision-making capability

and overall experience

Provides resources to

remove barriers to task

accomplishment (e.g.,

volunteers, additional

resources, tools,

information, expert advice)


where people feel

personally committed to

achieve results

Establishes challenging and

relevant targets for the

organization

Mentors future leaders

Establishes or improves

programs or materials to

respond to training or

developmental needs

Provides resources to

remove barriers to task

accomplishment (e.g.,


resources, tools,

information, expert advice)




UNDERSTANDS CORE BUSINESS

Knows what is

needed to do the job

Holds self, peers and

subordinates

accountable to the

core values

Understands

organizational goals

and strategies

Possesses a strong

sense of urgency in

getting things done

Displays a „can do‟

attitude

Tries multiple ways

to get something

done

Knows what is needed to do

the job


subordinates accountable to

the core values

Understands organizational

goals and strategies

Possesses a strong sense of

urgency in getting things

done

Displays a „can do‟ attitude

Tries multiple ways to get

something done

Understands the roles of

others and how they impact

own work

Creates a strategy for own

area that supports the

organization‟s core values

Contributes to the

development of priorities and

strategies to meet


Takes independent actions

and calculated risks

Uses resources effectively

Understands the

roles of others

and how they

impact own work

Creates a

strategy for own

area that

supports the

organization‟s

core values

Contributes to the

development of

priorities and

strategies to meet

organizational

goals

Takes

independent

actions and

calculated risks

Uses resources

effectively

Draws effectively upon

knowledge of the organization

when taking action

Makes decisions, sets priorities

or develops plans for the

organization in accordance with

core values

Understands the projected

direction of the organization and

how changes might impact the

department or unit

Develops short and long-range

plans and balances them with

available resources

Demonstrates the ability to adapt

plans and thinking to the needs of

the City and staff depending on

corporate and divisional priorities

Provides regular updates on

project status, budget, and

timelines

Ensures others have the tools

and resources necessary to fulfill

their roles and responsibilities

Understands the reasons behind

ongoing issues and takes these into

account when deciding on a course of

action

Ensures that operations accurately

reflect core values

Considers and plans for how

organizational strategies might be

affected by trends

Accommodates political realities in

actions and decisions

Obtains support of senior staff and City

Council for departmental initiatives and

positions

Identifies future workload demands,

secures resources to achieve long-term

goals

Measures organizational performance

to identified goals and targets

Defines strategic results while

balancing competing demands

Works around political impediments to

achieve results

Develops informal and formal networks

to drive results

Manages multiple projects




ACTS ETHICALLY

Treats people with

respect

Keeps promises to

others

Observes respectful

workplace values

Adheres to conflict of

interest policies

Follows standard

operating procedures

Models ethical

behaviours

Provides feedback and

coach‟s on ethical

behaviour

Observes respectful

workplace and conflict of

interest policies

Matches words with

behaviours

Models ethical behaviour and

corporate values

Educates employees on ethical

behaviours and corporate values

Promotes and recognizes ethical

behaviour

Observes respectful workplace and

conflict of interest policies

Holds employees accountable for

behaviours

Models ethical behaviour and corporate values

Educates employees on ethical behaviours and corporate values

Promotes and recognizes ethical behaviour

Observes respectful workplace and conflict of interest policies

Holds officers and employees accountable for behaviours

Ensures policies and practices

exist and are followed that

guide ethical behaviour and

corporate values

Ensures resources are

provided to ensure ethical

behaviours

Observes respectful

workplace and conflict of

interest policies

Ensures own actions

exemplifies ethical behaviours




ARTICULATES IDEAS & INFORMATION Uses consistently direct,

open, and effective two-way

communication in order to

provide clear, concise, and

accurate information. Also

produces routine written

communication consistent

with job requirements.

Writes clearly, accurately

and understandably

Presents oral

communications with

confidence and clarity

Demonstrates comfort with

the use of required

communications and

information technology

Eliminates unproductive

dialogue

Hears both what is said and

what is not said. Picks up

on other side‟s perspective

quickly

Handles on the spot

questioning comfortably

Speaks with conviction and

enthusiasm

Conveys messages in the

most respectful way

Uses consistently direct, open, and effective two-way communication in order to provide clear, concise, and accurate information. Also produces routine written communication consistent with job requirements.

Writes clearly, accurately and understandably

Presents oral communications with confidence and clarity

Demonstrates comfort with the use of required communications and information technology

Eliminates unproductive dialogue Hears both what is said and what is

not said. Picks up on other side‟s perspective quickly

Handles on the spot questioning comfortably

Speaks with conviction and enthusiasm

Conveys messages in the most respectful way

Assesses circumstances and tailors method of communication for maximum effectiveness

Seeks feedback to ensure message is received and understood

Shares proactively information in a timely manner, invites responses, and probes for new ideas

Brings participants into discussions; encourages input

Does not impose personal needs or agenda onto discussions

Listens and responds honestly Expresses opinions, ideas and

issues clearly and concisely in language appropriate to the audience

Solicits contrary opinions to enhance understanding of situations, events, or change

Assesses circumstances

and tailors method of

communication for

maximum effectiveness

Seeks feedback to ensure

message is received and

understood

Ensures communications

and information

technology resources are

appropriate and useful

Shares proactively

information in a timely

manner, invites responses,

and probes for new ideas

Facilitates the

communication process to

draw out a range of views

Brings participants into

discussions; encourages

input

Does not impose personal

needs or agenda onto

discussions

Listens and responds

honestly

Expresses opinions, ideas

and issues clearly and

concisely in language

appropriate to the

audience

Solicits contrary opinions

to enhance understanding

of situations, events, or

change

Provides opportunities for

learning and practicing a

range of communication

skills

Prepares multi-

dimensional

communication plans to

ensure a comprehensive

understanding of

messages by all segments

of the community

Seeks opportunities to use

communication and

information technology in

innovative ways to ensure

effective communication

Uses consistently direct,

open, and effective two-

way communication

Listens carefully in order to

understand the

perspective of the speaker

Uses open questions and

paraphrasing during

discussions

Recognizes and respects

diversity of perspectives

and personal styles, and

shows sensitivity in

responding to an

individual‟s needs

Listens to and considers

the opinions, ideas of

others before reacting and

responding, seeks

clarification when needed

Asks for and values input

given

Uses understanding of

ongoing underlying

issues to identify the

most effective method

of conveying

information

Seeks opportunities to

collaborate with

partners and other

stakeholders in order to

transmit important

messages to the

community

Supports opportunities

to develop and improve

communication

processes

Speaks clearly,

concisely, persuasively

Actively listens to

understand others

Asks questions to

clarify understanding of

issues / situations

Respects others‟ need

to speak during

discussions

Uses plain language

Integrates key points of

information into

discussion

Responds well to

questions




DEVELOPS INTERPERSONAL RELATIONS Reacts to peers and

customers

appropriately given

their needs

Reads the politics of

people

Helps others to

develop by giving

detailed instructions

or training

Shows confidence in

others and

commends their

success


identifying

opportunities for

training and

professional

development

Demonstrates belief

in own abilities and

ideas

Customizes personal

approaches with

team members

based on knowing

what each person

requires to be

successful

Shows confidence

and trust in others

Demonstrates tact

and consideration in

managing

interpersonal

relationships

Performs duties in a

professional,

consistent and timely

way

Reacts to peers and customers

appropriately given their needs

Reads the politics of people

Helps others to develop by giving

detailed instructions or training

Shows confidence in others and

commends their success

Assists co-workers in identifying

opportunities for training and

professional development

Demonstrates belief in own abilities and

ideas

Customizes personal approaches with

team members based on knowing what

each person requires to be successful

Shows confidence and trust in others

Demonstrates tact and consideration in

managing interpersonal relationships

Performs duties in a professional,

consistent and timely way

Helps others identify professional goals,

strengths, and areas for improvement

Expresses personal satisfaction from

seeing others succeed and grow

Delegates to build skills

Positions the team to be committed to

their goals while contributing to


Helps others identify professional goals,

strengths, and areas for improvement

Instils confidence and trust by modeling

appropriate behaviours

Manages difficult and complex

interpersonal relationships effectively

Gives clear, understandable and

consistent direction

Adapts influence

strategy to person or

group whose co-

operation and support

is sought


professional goals,

strengths, and areas

for improvement

Expresses personal

satisfaction from

seeing others succeed

and grow

Delegates to build

skills

Shows confidence in

others and commends

their success

Positions the team to

be committed to their

goals while

contributing to


Instils confidence and

trust by modeling

appropriate behaviours

Manages difficult and

complex interpersonal

relationships

effectively

Gives clear,

understandable and

consistent direction

Deals effectively with a broad

range of people using

interpersonal skills

Obtains the co-operation and

support of direct reports to

accomplish work assignments

Provides resources to remove

barriers to task

accomplishment (e.g.


resources, tools, information,

expert advice)

Supports employees in

pursuing promotional and/or


Creates a climate that




Designs and develops

opportunities to challenge,

motivate and empower the

team and individual

employees


create a climate that encour-

ages innovation, receptivity to

change, and learning from

experience

Builds confidence and trust

within the organization by

nurturing existing and potential

relationships

Makes decisions about tough

interpersonal issues with

sensitivity, care and diplomacy

Develops systems and opera-

tional policies that are consis-

tent, understandable and fair

Obtains the co-operation

and support needed to

accomplish work tasks

Develops mutual respect

and understanding with

others and productive

working relationships

Establishes or improves

programs or materials to

respond to training or

developmental needs

Creates opportunities for

personnel to interact with

senior officers and

external resources

Establishes challenging

and relevant targets for

the organization


where people feel

personally committed to

achieve results

Establishes challenging

and relevant targets for

the organization

Mentors future leaders

Creates a culture that

fosters high standards of

ethics

Shows willingness to

become directly and

personally involved in

difficult interpersonal

situations where

appropriate

Ensures that human

resource and personnel

policies and systems are

fair and inclusive




LISTENS ACTIVELY Listens attentively to

accurately

understand the views

of others

Uses responsive

body language, takes

notes, and

summarizes key

items to ensure

understanding with

others

Acts as a

communication link

Determines and applies a

variety of communication

approaches and techniques

that are effective with different

audiences

Listens attentively and actively

and probes to understand

unexpressed or subtle thoughts

and concerns

Participates in, and

encourages others to

participate in, the open

exchange of ideas

Seeks the views of others and

ensures that their views are


Understands information in the

context of the person who

provides it

Listens attentively to accurately

understand the views of others

Uses responsive body

language, takes notes, and

summarizes key items to

ensure understanding with

others




exchange of ideas

Acts as a communication link

Ability to determine and

apply a variety of

communication

approaches and

techniques that are

effective with different

audiences

Listens attentively and

actively and probes to

understand unexpressed

or subtle thoughts and

concerns




exchange of ideas

Seeks the views of others

and ensures that their

views are taken into

consideration

Gives straightforward

views, considers the best

way to deliver difficult

news

Understands information in

the context of the person

who provides it

Acts as a communication

link

Promotes a culture of two-

way communication

throughout the City. Acts as

a role model in effective

communications either one-

to-one or with groups

Seeks methods to develop

and improve communication

processes

Seeks to understand others‟

frame of reference

Creates a work environment

that supports and

encourages the open

exchange of ideas

Demonstrates understanding

of others and takes proactive

efforts to hear the ideas and

concerns of staff and clients

Uses a range of

communication channels

Maximizes the impact of

communications for one-to-

one to large group scenarios

with a high degree of

conviction, organizational

promotion and sensitivity

Uses understanding of

ongoing underlying issues to

identify the most effective

method of conveying

information

Establishes processes to

seek and reflect the views of

individuals and agencies

through two-way dialogue

Communications have maximum

impact, driving actions and

enhancing the image of the

organization. Presents with

credibility and impact in varied

forums, adapts content and

delivery to different audiences

Demonstrates a good

understanding of stakeholder

interests. Promotes

communication to improve

organizational effectiveness

Solicits contrary opinions to

enhance understanding of

situations, events or change


encourage open communication

and ensure that new ideas are


Establishes processes to seek

and reflect the views of

individuals and agencies through

two-way dialogue

Ensures communication of the

vision and purpose of the

organization to all staff

Communicates key standards to

achieve City goals

Takes political realities into

account when communicating a

vision

Seeks opportunities to

collaborate with partners and

other stakeholders in order to

transmit important messages to

the community

Aligns the communication

process to support long-term

goals and influence future

decisions




BUILDS CONSENSUS

Builds and maintains

positive and productive

working relationships with

others

Develops mutual respect

and understanding with

others and productive

working relationships

Makes or sustains informal

contacts with community

groups

Engages others in

developing a common

understanding of

organizational issues

Takes advantage of

opportunities to speak to

community groups about

organizational activities


and support needed to

accomplish work tasks

Instils confidence and trust

by modeling appropriate

behaviours

Manages difficult and

complex interpersonal

relationships effectively

Gives clear, understandable

and consistent direction

Appeals to reason, uses

data or concrete examples,

visual aids, demonstrations

Thinks before speaking

and/or acting using

thoughtful, measured

arguments

Gains support and

commitment from others

Models professional

behaviour to co-workers

Assesses own strengths

and development needs;

focuses development

activities on more important

developmental needs first

Identifies and seeks out role

models to support and

enhance own development

Welcomes constructive

feedback

Shows initiative

Asserts self in appropriate

proportion to role in the

organization

Uses effectively a variety of

dispute resolution

approaches as required

Deals effectively with a

broad range of people using

interpersonal skills

Facilitates consensus

among individuals and

groups – seeks to obtain

agreement among diverse

interests

Creates and builds

sustainable and strong

teams with complimentary

strengths. Assumes

responsibility for the well-

being and success of a

group of people. Promotes

goals and co-operation of

work teams

Seeks to understand others‟

frame of reference

Creates a work environment

that supports and

encourages the open

exchange of ideas

Demonstrates

understanding of others and

takes proactive efforts to

hear the ideas and concerns

of staff and clients

Champions initiatives that

build community support

Maintains networks of

strategic partners in a wide

range of public and private

sector organizations

Models the importance of

relationship-building to the

success of initiatives

Inspires action; creates an

environment where all

members of the team have

a sense of ownership and

mission aligned to

organizational vision

Identifies shared objectives

and seeks out potential

partnership opportunities

Keeps superiors informed of

potential new alliances and

progress on current

partnerships

Targets operational

resources to support

partnership initiatives


encourage open-

communication and ensure

new ideas are taken into

consideration




CREATES A SHARED VISION Looks for ways to do own

job better and follows

through

Views new information and

ideas positively

Adapts existing processes

or products to new

situations

Knows and understands

relevant goals for own role

Engages others to develop

activities to achieve required

results

Assesses various options

before, and in the course of,

making decisions

Generates suggestions for

improving work

Involves team members in

making decisions

Stays focused on shared

objectives

Understands and articulates


Suggests ways to improve

the effectiveness of current

practices

Accepts change and

actively implements new

initiatives

Shares new information and

resources with others

Appeals to reason, uses

data or concrete examples,

visual aids, demonstrations

Thinks before speaking

and/or acting using

thoughtful, measured

arguments

Gains support and

commitment from others

Shows personal sense of

direction and engages team

members in developing a

common view of success

Engages others to remain

focused on shared

objectives

Contributes to the

development of priorities

and strategies to meet


Assesses and adapts plans

and programs based on

changing environments

Identifies the practical steps

and time frames for the

implementation of change

Identifies opportunities and

roadblocks and deals with

them so that goals can be

accomplished

Tailors a presentation or

discussion to appeal to the

interest and perspectives of

others

Is able to present otherwise

unpopular ideas or concepts

in a manner that outlines

and emphasizes the benefit

to the audience

Achieves agreement with

others on how people can

best work together to

achieve mutually beneficial

results where no direct

authority exists

Establishes structures that

support the identification

and achievement of shared

goals

Develops and implements

policies and structures that

encourage and reward

achievement of shared

objectives

Makes decisions, sets

priorities or develops plans

for the organization in

accordance with


Assesses the impact of the

external environment on the

organization when making

decisions

Identifies necessary

changes to operational

requirements in response to

internal and external

conditions

Sets performance

standards, monitors

progress and intervenes at

an early stage to ensure

progress

Fosters a climate in which

members of the public feel

safe to contribute their ideas

Engages external

stakeholders to support the

organization‟s (Depart-

ment‟s) strategic direction

Applies an understanding of

power, influence and

relationships inside and

outside the organization to

accomplish goals

Seeks out and develops

opportunities to share goals

and achievements through

partnerships

Establishes direction and

commitment to achieve

results

Ensures that the structure

and operations of the

organization (Department)

accurately reflect its vision

Assesses the organization‟s

(Department‟s) capacity and

readiness for change

Creates conditions and

processes to support

change through strategic

planning allowing the

organization to respond

Engages in succession

planning so that the

organization is well

positioned to meet future

needs

Encourages innovation and

creativity in others, supports

news ideas. Probes for

deeper understanding and

challenges team members

for input to see processes in

new ways




SOLVES PROBLEMS Understands

organizational

(Department) goals and

strategies

Clarifies roles to ensure

individual actions align

with organizational

goals

Communicates the

organization‟s values

and vision to the wider

community

Avoids disruptive

conflicts and

contributes to their

resolutions when they

occur

Plans, prioritizes, and

organizes own work to

accomplish assigned

tasks and personal

work activities

Aligns departmental

objectives with

organizational goals and

strategies

Uses organizational

goals as a framework for

decisions and actions

Seeks and takes

advantage of

opportunities to

communicate the

organization‟s values

and vision to the wider

community

Recognizes areas of

potential conflict

Defuses tense situations

Explores compromises

to overcome conflicting

situations

Deals effectively with a

broad range of people

using interpersonal skills


and support of direct

reports to accomplish

work assignments

Establishes personnel

assignments to maximize

efficiency, given the

knowledge, experience

and training of the

members

Informs employees of the

performance of the work

unit against established

goals

Analyzes all options and

initiates actions to optimize

resources for the

achievement of results

Understands the client‟s

issues and seeks

information about their

current and future

requirements

Adapts plans based on

client feedback

Balances multiple and

competing interests for

time, resources and

attention

Uses innovative methods

to create a climate that

encourages innovation

and learning from

experience

Publicly credits others who

have performed well




achievement of results

Develops a work atmosphere that

promotes harmony, collaboration, and

consensus

Uses various strategies to build and

sustain team morale and productivity

amidst negative internal or external

factors

Facilitates processes to achieve

group success and maximize team

effectiveness

Encourages the power of the team to

continuously improve corporate

results

Acknowledges, communicates and

celebrates team accomplishments

and achievements

Praises individual contributions to a

collective effort

Facilitates consensus among

individuals and groups – seeks to

obtain agreement among diverse

interests

Addresses differences tactfully to

prevent conflict

Deals impartially with conflicts and

problems

Addresses emerging conflict

expediently

Effectively uses a variety of dispute

resolution approaches as required

Ensures that operational structure is

consistent with organizational goals

and strategies

Ensures that all units are aware of,

and operating in alignment with,

operational goals

Develops and promotes use of

communication strategies that provide

clear and consistent messages with

respect to the organization‟s values

and vision

Resolves conflicts that

threaten team survival

Arbitrates disputes fairly and

sensitively

Confronts conflicts in a non-

judgmental fashion

Understands positions and

interests of all parties

Leverages conflict by

building common interests

Demonstrates the ability to

adapt plans and thinking to

the needs of the City and

staff depending on

corporate and divisional

priorities

Creates regular

opportunities for developing,

sharing and clarifying


Monitors and responds to

external factors to ensure

that the organization‟s vision

and values remain

responsive to the public

interest

Models the vision and

values of the organization in

external and client

interactions




SEEKS CONTINUOUS IMPROVEMENT Suggests ways to

improve the

effectiveness of current

practices

Accepts change and

actively implements

new initiatives

Shares new information

and resources with

others

Looks for ways to do

own job better and

follows through

Views new information

and ideas positively

Adapts existing

processes or products

to new situations

Suggests ways to

improve the

effectiveness of current

practices

Accepts change and

actively implements new

initiatives

Shares new information

and resources with

others

Looks for ways to do

own job better and

follows through

Views new information

and ideas positively

Adapts existing

processes or products to

new situations

Acts fairly, orderly and

motivates direct reports

Informs and involves the

work group in unit‟s

assignments

Assesses employee‟s

performance of unit‟s

work tasks

Looks for ways to

improve activities and

results beyond the work

unit

Encourages and

rewards innovation in

others

Chooses processes

which invite diverse

points of view

Act fairly, orderly and

motivates with direct

reports

Informs and involves the

work group in unit‟s

assignments

Assesses employee‟s

performance of unit‟s work

tasks

Assesses and adapts

plans and programs based

on changing environments

Identifies the practical

steps and time frames for

the implementation of

change


roadblocks and deals with

them so that goals can be

accomplished

Looks for ways to improve

activities and results

beyond the work unit

Encourages and rewards

innovation in others

Chooses processes which

invite diverse points of

view

Sets realistic goals and performance

standards to achieve desired results

Motivates others to take on new and


Addresses disagreements while

attempting to motivate

Provides reliable advice and

information

Provides direction and defines

responsibilities while allocating the

needed skills and resources

Encourages others to achieve high

standards, meet challenges, be

innovative and support changes to

improve business practices / methods

and services

Assesses the impact of the external

environment on the organization when

making decisions

Identifies necessary changes to

operational requirements in response

to internal and external conditions

Sets performance standards, monitors

progress and intervenes at an early

stage to ensure progress

Improves performance by doing

things that may be unique, leading

edge, or new to the organization

Creates innovative solutions after

analyzing key trends and complex or

divergent issues

Shares information and resources

across areas to better leverage the

capabilities of the organization

Assesses the organization‟s

(Department‟s) capacity and

readiness for change

Creates conditions and

processes to support

change through strategic

planning allowing the

organization to respond

Engages in succession

planning so that the

organization is well

positioned to meet future

needs






Highlights the benefits of

innovation and change on

the overall performance of

the organization

(Department)

Acts in a way which helps

others to generate

breakthrough ideas, fresh

perspectives and new

opportunities




ASSESSES CLIENT / PUBLIC NEEDS Considers customer

perspective, engages in

dialogue to deliver results

Uses multiple sources of

information (i.e.

conferences, formal training,

journals, reference guides)

to remain up-to-date

Shows a personal interest in

the issues and activities of

others

Understands who the clients

are in their area

Maintains stakeholder focus

and looks for opportunities

to resolve any concerns

Balances competing

interests for time and

attention

Knows what is needed to do

the job


subordinates accountable to

the core values

Understands organizational

goals and strategies

Listens attentively to

accurately understand the

views of others

Participates in the open

exchange of ideas

Uses responsive body

language, takes notes, and

summarizes key items to

ensure understanding with

others

Understands the client‟s

issues and seeks

information about their

current and future

requirements

Adapts plans based on

client feedback

Balances multiple and

competing interests for time,

resources and attention

Understands the roles of

others and how they impact

own work

Creates a strategy for own

area that supports the

organization‟s core values

Contributes to the




Listens to and considers the

opinions, ideas of others

before reacting and

responding, seeks

clarification when needed.

Asks for and values input

given

Ensures client-feedback is

incorporated in order to

continuously improve

service delivery

Engages in client-driven

decision making and

business approaches

Ensures that organizational

resources are flexible

enough to be able to

adequately respond to

competing client needs

Draws effectively upon

knowledge of the

organization when taking

action

Makes decisions, sets

priorities or develops plans

for the organization in

accordance with core values

Understands the projected

direction of the organization

and how changes might

impact the department or

unit

Attends, participates in and

leads community events in

order to meet community

needs and enhance the

image of the organization

Manages community

consultations, both at the

individual and unit levels

Defines a client service

vision and how it

strategically fits within the

organization

Champions the principles

and practice of client-

centered service

Restructures organization to

maximize flexibility of

response

Understands the reasons

behind ongoing issues and

takes these into account

when deciding on a course

of action




accurately reflect core

values

Considers and plans for

how organizational

strategies might be affected

by trends

Ensures client-feedback is

incorporated in order to

continuously improve

service delivery

Engages in client-driven

decision making and

business approaches

Ensures that organizational

resources are flexible

enough to be able to

adequately respond to

competing client needs




BUILDS PUBLIC RELATIONS Listens and responds

appropriately to customer

requests

Volunteers readily

Recognizes team and

individual achievements and

sacrifices recognition of „me‟

for recognition of the „team‟

Displays understanding of

how own job relates to

others

Works collaboratively with

others, both within and

across functions, toward

achievement of common

team goals

Offers proactively to assist

others

Develops understanding

and knowledge of the

customers‟ needs and

responds sensitively to

individual needs

Responds to public

enquiries courteously and

accurately

Views the relationship with

the community as ongoing

Involves stakeholders in the

process of identifying and

assessing alternatives


contacts with community

groups

Engages others in

developing a common

understanding of

organizational issues

Takes advantage of

opportunities to speak to

community groups about

organizational activities

Demonstrates a superior

customer service focused

attitude both internally and

externally and routinely

strives to exceed

expectations

Initiates action on

community needs

Attends, participates in and

leads community events in

order to meet community

needs and enhance the

image of the organization

Manages community

consultations, both at the

individual and unit levels

Invites community feedback

for improved performance

Matches staff to appropriate

stakeholder contacts and

coordinates contacts

Goes out of the way to

gather first hand information

about the community‟s

current and future

requirements

Goes above and beyond to

provide superior service by

focusing on the service

problem, accurately

gathering information, and

creatively developing

solutions to ensure a high

degree of satisfaction with

our service

Creates opportunities for the

organization to better serve

the interests and needs of

the community

Conducts business as a

community participant

linking the mission with

other societal and economic

priorities

Develops and manages

additional community

resources and enhances

service delivery by

encouraging community

involvement

Establishes advisory and

public consultation

strategies and processes

Anticipates the need for and

presents issues and

strategies to individuals and

groups effectively

Assesses the impact of the

external environment on the


Works effectively with

external partners in support

of shared objectives

Builds informal relationships

within the community that

could lead to shared

projects

Incorporates external

relationships and partners

into work plans

Champions initiatives that

build community support

Maintains networks of

strategic partners in a wide

range of public and private

sector organizations


relationship-building to the

success of initiatives

Fosters a climate in which

members of the public feel

safe to contribute their ideas

Engages external

stakeholders to support the

organization‟s

(Department‟s) strategic

direction

Applies an understanding of

power, influence and

relationships inside and

outside the organization to

accomplish goals


providing excellent service

to the success of corporate

initiatives. Nurtures

community relationships.




ENSURES SUSTAINABILITY OF EFFORTS Looks for ways to do own


through


ideas positively


or products to new

situations

Excels at learning from the

new and different

Demonstrates reliability,

commitment, and

acceptance of personal

responsibility for meeting

job expectations and

achieving results defined for

individual role

Confirms directions and

focuses to achieve desired

results while adhering to set

objectives and standards

Works with others to

integrate change smoothly


contacts with others

Looks for and takes

advantage of opportunities

for improvement


activities and results beyond

the work unit




invite diverse points of view

Acts as a champion for

change by effectively

planning and managing

change as it relates to self

Establishes an environment

that builds effective teams

within a business unit and

supports and encourages

direct reports. Builds and

maintains positive

relationships with others

Improves performance by

doing things that may be

unique, leading edge, or

new to the organization

Creates innovative solutions

after analyzing key trends

and complex or divergent

issues

Shares information and

resources across areas to

better leverage the

capabilities of the

organization

Builds capacity of staff and

delegates responsibility and

authority based on skills,

abilities and performance


professional goals,

strengths, and areas for

improvement

Ensures that training, job

shadowing and „acting

capacity‟ opportunities are

available to facilitate

delegation of responsibility

Applies appropriate

resources to implement

change







innovation and change on

the overall performance of

the organization

(Department)

Acts in a way which helps

others to generate

breakthrough ideas, fresh

perspectives and new

opportunities

Creates a culture that

supports the delegation of

significant responsibility and

authority

Ensures that appropriate


opportunities are available

to support enhanced

performance throughout the

Department

Understands clearly the

financial management of the

organization, how we make

our money, where our profit

margin comes from, and

how monies are allocated to

the operations of the

organization




SETS PRIORITIES AND GOALS Plans out work in advance

Sets challenging goals and

objectives for self and

strives to achieve them

Manages time flexibility;

changes schedules on short

notice

Completes work

assignments on time

Knows what they have to do

Takes appropriate action

without being asked; takes

initiative

Keeps supervisor informed

of work progress and alerts

supervisor to potential

difficulties

Works with minimal

supervision

Takes charge when in

charge

Plans out work in advance

Sets challenging goals and

objectives for self and

strives to achieve them

Manages time flexibility;

changes schedules on short

notice

Completes work

assignments on time

Knows what they have to do

Takes appropriate action

without being asked; takes

initiative

Keeps supervisor informed

of work progress and alerts

supervisor to potential

difficulties

Works with minimal

supervision

Sets objectives, in

consultation with employees

and/or stakeholders, as

appropriate

Engages others in

developing a common

understanding of future

direction

Translates organizational

strategies into coordinated

action plans

Monitors work progress to

ensure efficient

accomplishment of work

group and department

objectives against plans

Sets objectives, in

consultation with

employees and/or

stakeholders, as

appropriate

Engages others in

developing a common

understanding of future

direction

Translates

organizational

strategies into

coordinated action

plans

Works on the highest

priority work of the

group, capable of

adjusting priorities

Sets realistic

measures, goals, and

performance standards

to achieve results

Balances priorities

Monitors work

progress to ensure

efficient

accomplishment of

work group and

department objectives

against plans

Meets deadlines and

other commitments

Sets and communicates key

performance indicators to

measure organizational

results and success




Sets broad strategic goals

and clear accountabilities

Integrates department /

division plans and activities

with those of other divisions /

departments

Meets timelines and

manages to budget


plan and execute a project

from concept to completion

Aligns own area to achieve

corporate goals

Takes action and follows

through to produce results

Sets priorities and

establishes realistic

objectives given available

resources

Sets individual and team

goals, objectives, and

performance measures to

meet departmental and / or

division goals

Defines expected outcomes;

engages staff to create a

self-management system to

achieve goals, inspires to

reach higher levels of

performance

Communicates key standards to

achieve organizational goals



organization

Inspires future thinking and

focuses resources and attention

to achieve that future

Ensures corporate vision and

values are incorporated into

plans and projects

Stays abreast of environmental

factors to ensure plans and work

programs are adapted to meet

changing needs as appropriate

Ability to shift organizational

focus amongst changing

priorities. Recognizes projects

or initiatives that require special

attention and assigns resources

Demonstrates ability to think

strategically and holistically

ensuring impact on others is well

thought through, communicated

and brought into by other

stakeholders before plans are

executed

Works effectively with City

Council; translates Council

directions into work plans

Acts decisively to translate

organizational strategies into

concrete action plans



organization

Holds people accountable and

focused on goals and priorities

Plans and allocates resources

necessary to achieve results




SIMPLIFIES PROCESSES Looks for ways to do own


through


ideas positively


or products to new

situations

Plans, prioritizes, and


accomplish assigned tasks

and personal work activities

Works in an organized

manner

Integrates work activities

with those of unit co-

workers

Looks for ways to do own job

better and follows through

Views new information and ideas

positively

Adapts existing processes or

products to new situations

Plans, prioritizes, and organizes

own work to accomplish assigned

tasks and personal work activities

Works in an organized manner

Integrates work activities with

those of unit co-workers



Seeks and utilizes input of others

into the design and development

of work processes and plans


activities and results

beyond the work unit




invite diverse points of

view

Seeks and utilizes input of

others into the design and

development of work

processes and plans

Develops effective and

efficient work processes

that align to the division /

department goals

Delegates responsibility


create a climate that encourages

innovation, receptivity to change,

and learning from experience


innovation and change on the

overall performance of the


Acts in a way which helps others

to generate breakthrough ideas,

fresh perspectives and new

opportunities


strategies to overcome obstacles

Integrates section activities with

those of other managers in own

department

Builds partnerships within the

organization to enhance cross

functional projects and results

Improves

performance by

doing things that

may be unique,

leading edge, or

new to the

organization

Creates innovative

solutions after

analyzing key

trends and

complex or

divergent issues

Shares information

and resources

across areas to

better leverage the

capabilities of the

organization



IS CREDIBLE Views new information and

ideas positively

Is an active learner

Values constructive

feedback on performance

Shows confidence and trust

in others

Demonstrates tact and

consideration in managing

interpersonal relationships

Performs duties in a

professional, consistent and

timely way

Presents oral

communications with

confidence and clarity

Demonstrates comfort in

interpersonal relations

Instils confidence and trust

by modeling appropriate

behaviours

Demonstrates positional

competency

Values feedback on

personal performance

Seeks opportunities for

professional development

Has a strong professional

presence

Shares knowledge and with

others

Shares leadership role with

others

Seeks feedback on personal

performance

Seeks and supports

opportunities to develop and

improve professional skills


competency

Ensures internal

communications and

information technology

resources are appropriate

and useful

Provides opportunities for

learning and practicing a

range of communication

skills

Makes decisions about

tough interpersonal issues

with sensitivity, care and

diplomacy


competency

Seeks 360 feedback on


Manages the Department‟s

external reputation

Manages the Department‟s

internal reputation

Ensures A high degree of

professionalism throughout

the Department

Shares leadership with

others

Conveys issues to others in

a transparent manner


competency

Seeks 360 feedback on





TAKES INITIATIVE

Strives to meet or exceed goals

or standards

Takes action before being forced

to by events

Takes initiative in identifying and

solving problems proactively

Sets challenging goals that have

an impact beyond own personal

goals

Seizes opportunities created by

good fortune and timing

Looks for ways to do own job

better and follows through

Recommends new

policy / program

directions focused on

the enhancement of

outcomes

Adapts existing

processes or products

to new situations


professional goals,

strengths, and areas

for improvement

Sets priorities and takes calculated

risks in order to improve the

delivery of services and operations

Makes specific changes in the

system to improve performance

beyond the expectations of the role

Initiates and completes processes

that achieve new, unique or

challenging goals

Detects emerging opportunities or

challenges that the organization

(Department) will be facing

Initiates and implements

processes to improve

overall performance across

the organization

Ensures that appropriate


opportunities are available

to support enhanced

performance throughout the





HAS AN ADAPTIVE LEADERSHIP STYLE

Listens attentively to

accurately

understand the views

of others

Participates in the

open exchange of

ideas

Uses responsive

body language, takes

notes, and

summarizes key

items to ensure

understanding with

others

Seeks to understand

others‟ frame of

reference

Listens attentively and actively

and probes to understand

unexpressed or subtle thoughts

and concerns

Participates in, and encourages

others to participate in, the open

exchange of ideas

Seeks the views of others and

ensures that their views are taken

into consideration

Inspires individuals and teams to

assume responsibility for work

and products

Customizes personal approaches

with team members based on

knowing what each person

requires to be successful

Does the right thing at the right

time

Demonstrates openness to new

direction (ideas, opportunities)

Involves team members in making

decisions

Empowers people by sharing power and

authority

Gives employees appropriate

independence and freedom to do their

work

Develops and shares best practices with

staff

Creates a work environment that

encourages the open exchange of ideas

Demonstrates understanding of others

and takes proactive efforts to hear the

concerns of staff and clients

Solicits contrary opinions to enhance

understanding of situations or change

Chooses processes which invite diverse

points of view

Designs and develops opportunities to

challenge, motivate and empower the

team and individual employees

Fosters an environment where people

feel personally committed to achieve

results

Establishes processes

to seek and reflect the

views of individuals and

agencies through two-

way dialogue

Improves performance

by doing things that may

be unique, leading edge,

or new to the

organization

Uses innovative

methods to create a

climate that encourages

innovation, receptivity to

change, and learning

from experience

Acts in a way which

helps others to generate

breakthrough ideas,

fresh perspectives and

new opportunities

Establishes policies

that encourage open-

communication and

ensure that new

ideas are taken into

consideration




ALLOCATES RESOURCES EFFICIENTLY

Organizes time to

maximize productivity

within assigned

resources

Contributes to the

development of

priorities and

strategies to meet


Prioritizes resources

based on organizational

need

Plans, prioritizes and


accomplish assigned

tasks and personal work

activities

Contributes to the




Helps others to prioritize

work by monitoring

progress and accessing

required resources

Uses performance

management, budget

tracking and other

resource management

systems

Balances distribution of

tasks and resources to

support effective work

programs

Plans, prioritizes and


accomplish assigned

tasks and personal work

activities

Sets performance standards,

monitors progress and

intervenes at an early stage to

ensure progress

Identifies appropriate fiscal and

human resources based on

organizational strengths and

weaknesses

Establishes and implements

processes to set priorities and

identify required resources

Develops short and long-range

plans and balances them with

available resources

Uses performance

management, budget tracking

and other resource

management systems

Provides leadership in effective

management of resources and setting

of priorities

Designs and develops strategies for

mobilizing leveraging and maximizing

resources

Balances the short-term of priorities of

the organization (Department) with the

achievement of long-term goals

Sets performance standards, monitors

progress and intervenes at an early

stage to ensure progress

Identifies appropriate fiscal and human

resources based on organizational

strengths and weaknesses

Establishes and implements processes

to set priorities and identify required

resources




WORKS WITHIN TEAMS

Involves team

members in making

decisions

Stays focused on

shared objectives

Knows and

understands relevant

goals for own role

Shows personal

sense of direction

and engages team

members in

developing a

common view of

success

Understands and articulates organizational

vision

Engages others to develop activities to

achieve required results

Assesses various options before, and in

the course of, making decisions

Contributes to the development of

priorities and strategies to meet


Engages others to remain focused and

productive during challenging and

demanding situations

Seeks and utilizes input of others into the

design and development of work

processes and plans

Rethinks processes and eliminates

duplications

Rethinks

processes and

eliminates

duplications

Makes decisions, sets priorities

or develops plans for the

organization in accordance with


Ensures that the necessary

structures, processes and

systems are in place to achieve

results

Assesses and adapts plans and

programs based on changing

environments

Rethinks processes and

eliminates duplications

Establishes structures that

support the identification

and achievement of shared

goals




achievement of shared

objectives




accurately reflect its vision


roadblocks at the

organizational level and

deals with them so that

goals can be accomplished




GETS THINGS DONE

Knows and understands

relevant goals for own role

Engages others to develop

activities to achieve required

results

Assesses various options

before, and in the course of,

making decisions

Sets and accomplishes

goals and priorities in order

to deliver results consistent

with organizational

objectives

Engages others to remain

focused and productive

during challenging and

demanding situations

Rethinks processes and

eliminates duplications




Integrated department /

division plans and activities

with those of other divisions

/ departments


roadblocks at the

organizational level and

deals with them so that

goals can be accomplished

Ensures that the necessary

structures, processes and

systems are in place to

achieve results


adapt plans and thinking to

the needs of the City and

staff depending on

corporate and divisional

priorities


relevant goals for the

organization

Balances short-term needs

of the organization with the

achievement of long-term

goals

Initiates and implements

processes to improve

overall performance across

the organization

LEADERSHIP DEVELOPMENT INITIATIVE REPORT · 4 of 63 LEADERSHIP DEVELOPMENT INITIATIVE REPORT...

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