LEADERSHIP DEVELOPMENT INITIATIVE REPORT

Transcription

1 LEADERSHIP DEVELOPMENT INITIATIVE REPORT

2 LEADERSHIP DEVELOPMENT INITIATIVE REPORT 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 ga.mcintosh@shaw.ca July, of 63 LEADERSHIP DEVELOPMENT INITIATIVE REPORT of 63

3 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: 3 of 63 LEADERSHIP DEVELOPMENT INITIATIVE REPORT of 63

4 RFR LEADERSHIP DEVELOPMENT INITIATIVE LEADERSHIP MODEL -desired leadership competencies LEADERSHIP PROFILES -details to define, assess & develop individual competence LEADERSHIP MAP -application of the model to different leadership roles LEADERSHIP PROGRAM -recommendations for implementation 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 4 of 63 LEADERSHIP DEVELOPMENT INITIATIVE REPORT of 63

5 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 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 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 5 of 63 LEADERSHIP DEVELOPMENT INITIATIVE REPORT of 63

6 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 competencies 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 Is Credible (believable and capable) Acts ethically (conforms to accepted standards) Articulates ideas and information Develops successful interpersonal relations X X X X X X X X X X X X X X X X X > > X X X X X X X > 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 6 of 63 LEADERSHIP DEVELOPMENT INITIATIVE REPORT of 63

7 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: 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 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 servicespecific 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 khowell@richmond.ca or (604) For inquires concerning the CAFC Leadership Framework please contact Gordon McIntosh at ga.mcintohs@shaw.ca or (250) of 63 LEADERSHIP DEVELOPMENT INITIATIVE REPORT of 63

8 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. 8 of 63 LEADERSHIP DEVELOPMENT INITIATIVE REPORT of 63

9 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 Chair - Kim Howell Jim Wishlove Carol Hama Dianne Malone Cory Parker Position Deputy Chief Deputy Chief Manager, People Development Human Resources Manager, Human Resources I.A.F.F. Local 1286 President 9 of 63 LEADERSHIP DEVELOPMENT INITIATIVE REPORT of 63

10 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. 10 of 63 LEADERSHIP DEVELOPMENT INITIATIVE REPORT of 63

11 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 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 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 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 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 11 of 63 LEADERSHIP DEVELOPMENT INITIATIVE REPORT of 63

12 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 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 KNOWLEDGE KNOWS IT Has understanding Depth of awareness SKILL CAN DO IT Acts proficiently Quality of outcomes COMPETENCY CHARACTERISTICS BEHAVIOUR LIVES IT Modeling the way Consistency of actions ABILITY DOES IT Adapts to situations Willingness to act 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 12 of 63 LEADERSHIP DEVELOPMENT INITIATIVE REPORT of 63

13 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 Display 2 RFR LEADERSHIP MODEL DEVELOPMENT RFR LEADERSHIP MODEL CAFC LEADERSHIP LONG LIST RFR LEADERSHIP SHORT LIST 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. 13 of 63 LEADERSHIP DEVELOPMENT INITIATIVE REPORT of 63

14 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. 14 of 63 LEADERSHIP DEVELOPMENT INITIATIVE REPORT of 63

15 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. Display 3 RFR LEADERSHIP SURVEY RESPONSE TARGETED ROLE RESPONDENTS Incumbents Other TOTAL CHIEF DEPUTY CHIEF BATTALION CHIEF CAPTAIN FIRE FIGHTER FIRE PREV. OFFICER TOTAL of 63 LEADERSHIP DEVELOPMENT INITIATIVE REPORT of 63

16 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 INTERPERSONAL RELATIONS COMMUNICATES CLEARLY Listens actively to others Articulates ideas and information Develops successful relations SERVICE DELIVERY 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 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. 16 of 63 LEADERSHIP DEVELOPMENT INITIATIVE REPORT of 63

17 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: Display 5 CAFC/RFR LEADER ROLES RFR DUTIES LEADERSHIP ROLE CHIEF Budget Overall Oversight Strategic Plan Political Liaison Public Relations Spokesperson DEPUTY CHIEF BATTALION CHIEF CAPTAIN FIRE PREVENTION OFFICER & FIRE FIGHTER Information Flow Incident Command Personnel Matters Resource Allocation Strategic Priorities Work Programs Work Plans Supervision Customer Service Staff Safety Staff Training Resource Deployme Daily Schedules Team Work Service Delivery Peer Support Personal Relations Customer Service STRATEGIC PERSPECTIVE DEPARTMENT/CORPORATE CONTEXT EFFECTIVENESS (Priority) FOCUS OPERATIONAL PERSPECTIVE MULTI-TEAMS (District) CONTEXT EFFICIENCY (Resource) FOCUS TACTICAL PERSPECTIVE TEAM (Station) CONTEXT SERVICE (Delivery) FOCUS SERVICE PERSPECTIVE SERVICE (Team) CONTEXT TECHNICAL (Response) FOCUS 17 of 63 LEADERSHIP DEVELOPMENT INITIATIVE REPORT of 63

18 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. Display 6 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 18 of 63 LEADERSHIP DEVELOPMENT INITIATIVE REPORT of 63

19 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 * People-focused competency & = Core Competency 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. 19 of 63 LEADERSHIP DEVELOPMENT INITIATIVE REPORT of 63

20 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. Display 8 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 + * People-focused competency & = Core Competency Battalion Chief 20 of 63 LEADERSHIP DEVELOPMENT INITIATIVE REPORT of 63

21 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 peoplefocused 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 + ^ People-focused competency & = Core Competency 21 of 63 LEADERSHIP DEVELOPMENT INITIATIVE REPORT of 63

22 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 ^ People-focused competency & = Core Competency 22 of 63 LEADERSHIP DEVELOPMENT INITIATIVE REPORT of 63

23 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/peoplefocused leadership approach. Consequently, its leadership expectations appear more taskoriented 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 + ^ People-focused competency & = Core Competency 23 of 63 LEADERSHIP DEVELOPMENT INITIATIVE REPORT of 63

24 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 + ^ \ People-focused competency & = Core Competency 24 of 63 LEADERSHIP DEVELOPMENT INITIATIVE REPORT of 63

25 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 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 > > X X X X standards) 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 enhancement; & - non-core competency that is not short listed 25 of 63 LEADERSHIP DEVELOPMENT INITIATIVE REPORT of 63

26 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 taskleadership 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. 26 of 63 LEADERSHIP DEVELOPMENT INITIATIVE REPORT of 63

27 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 twoway constructive feedback on performance that is delivered to promote success Provides twoway 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 27 of 63 LEADERSHIP DEVELOPMENT INITIATIVE REPORT of 63

28 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 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 ASSESSMENT - Develop or Improve YOU OTHER IMPROVE Ability to ask questions to better understand others DEVELOP Make an effort to ask subordinates to restate instructions 28 of 63 LEADERSHIP DEVELOPMENT INITIATIVE REPORT of 63