CPM Consortium Develops Competency Model

By Ann Cobb
Ann.cobb@ncmail.net

The CPM Consortium has created a competency model to guide CPM program curriculum development and reaccreditation standards. Competencies – the knowledge, skills, abilities and behaviors key to effective performance for a particular job – are used by many organizations and reflect current and best practice in human resource development. This competency model replaces the four general areas of the core curriculum outlined in the standards and guidelines.

In 2003, the Standards and Guidelines Committee examined the overall requirements for CPM programs and determined the need to identify competencies for effective management and leadership in the public sector. The Competency Committee began its work at the 2004 annual meeting in Topeka, Kansas. Dr. Sharon Naquin of Louisiana State University and Sam Breen of the Louisiana CPM Program shared an assessment instrument and key competencies identified from a five-year study of management in Louisiana state government, information which was invaluable to the committee's work. The committee reached agreement on a competency definition, brainstormed key competencies and developed a graphic model illustrating the key competency clusters. The Consortium adopted the model in June, 2004.

From June, 2004 to September, 2005, the sub-committee developed descriptions for each competency cluster as well as a tool listing specific competencies under each heading. The following competency cluster definitions were approved by the Consortium at the 2005 annual meeting in New Hampshire.

Personal and Organizational Integrity

Increasing awareness, building skills and modeling behaviors related to identifying potential ethical problems and conflicts of interest; appropriate workplace behavior; and legal and policy compliance.

Managing Work

Meeting organizational goals through effective planning, prioritizing, organizing and aligning human, financial, material and information resources. Empowers others by delegating clear job expectations; providing meaningful feedback and coaching; creating a motivational environment and measuring performance. Monitors workload; documents performance. Deals effectively with performance problems.

Leading People

Inspires others to positive action through a clear vision; promotes a diverse workforce. Encourages and facilitates cooperation, pride, trust and group identity; fosters commitment and team spirit. Articulates a vision, ideas and facts in a clear and organized way; effectively manages emotions and impulses.

Developing Self

Commitment to continuous learning, self-awareness and individual performance planning through feedback, study and analysis.

Systemic Integration

Approaching planning, decision-making and implementation from an enterprise perspective; understanding internal and external relationships that impact the organization.

Public Service Focus

Delivering superior services to the public and internal and external recipients; includes customer/client identification, expectations, needs and the development/implementation of paradigms, processes and procedures that exude positive spirit and climate; demonstrates agency and personal commitment to quality service.

Change Leadership

Acts as a change agent; initiates and supports change within the organization by implementing strategies to help others adapt to changes in the work environment, including personal reactions to change, with emphasis on fostering creativity, innovation and being proactive.

With the adoption of the CPM Competency Model and definitions, the Consortium has a current, flexible curriculum framework that individual programs can customize to meet specific needs and goals. The Model ensures that CPM curricula focus on critical competencies required today, and in the future, to develop effective leaders for the public sector.

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