Request for Proposal - halifaxpartnership.com for Proposal... · 1 | Page Request for Proposal THIS IS A REQUEST FOR PROPOSALS (RFP) AND NOT A TENDER CALL Executive Search Firm –

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Request for Proposal

THIS IS A REQUEST FOR PROPOSALS (RFP) AND NOT A TENDER CALL

Executive Search Firm – President and CEO

Issued by the Halifax Partnership

November 8, 2018

You are invited to submit a proposal for engagement as the executive search consultant to satisfy the hiring of the President and CEO of the Halifax Partnership.

Proposals will be received by the Halifax Partnership until 12:00 PM ADT November 23, 2018 via email for the following Request for Proposal.

RFP Reference Name: Executive Search Firm – President and CEO

Please address all requests for information or clarification concerning this Request for Proposal via e‐mail only to the Corporate Secretary by November 19, 2018, at the contact information provided below. Responses will be provided within 24 hours.

Tanya Walters Corporate Secretary, Board of Directors e‐mail: [email protected]

Thank you in advance for your submission

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The Halifax Partnership (The Partnership) is inviting interested and qualified executive search and management firms to submit proposals to conduct an executive search for the position of President and Chief Executive Officer with the Partnership. The search for the position is being conducted by the Selection Committee, reporting to the Board. The Committee is made up of the following members:

Margaret Brigley, President & COO, Corporate Research Associates (Committee Chair) Ron L’Esperance, President, Group ATN Consulting, Inc. (Halifax Partnership Board Vice Chair) Donna Alteen, CEO, Time + Space Media Ltd. (Halifax Partnership Corporate Governance Committee member) April Howe, Executive Director, People & Culture, NS Public Service Commission (Halifax Partnership Corporate Governance Committee member) Jacques Dube, Chief Administrative Officer, Halifax Regional Municipality (Halifax Partnership Board member, ex‐officio) Bernie Miller, Deputy Minister, NS Department of Business Scott Belton, Senior Vice President, Atlantic Division, TD Melinda Sheridan, Senior IT Lead Professional Globalization, RBC

OVERVIEW OF THE HALIFAX PARTNESHIP

The Halifax Partnership is Halifax’s economic development organization. The Partnership drives and accelerates economic growth by selling and marketing Halifax to the world, helping businesses reach their full potential, and tracking and reporting on Halifax’s economic progress.

The Partnership and its network of over 115 private, public and post‐secondary partners are committed to building a thriving, prosperous Halifax.

Together, we are working towards an ambitious vision to grow Halifax’s population to 550,000 and GDP to $30 billion by 2031. To achieve this, the Partnership, Halifax Regional Municipality, and our partners are implementing Halifax’s Economic Growth Plan 2016‐21. This strategy sets out a focused and measurable plan of action to make Halifax a more vibrant, thriving and welcoming city. It builds upon and leverages Halifax’s unique strengths – our ocean advantage, our educated and innovative community, and our excellent urban/rural lifestyle – and is supported by four five‐year strategic goals:

1. Promote and Maximize Growth: Grow Halifax’s GDP to $22.5 billion by 20212. Attract and Retain Talent: Grow Halifax’s labour force to 271,000 by 20213. Make Halifax a Better Place to Live and Work: Grow Halifax’s population to 470,000 by 20214. Align Economic Development: Increase alignment and collaboration

The Partnership’s annual Business Plan aligns to and supports the execution of Halifax’s five‐year Economic Growth Plan, as well as provincial, regional and national economic development agendas and strategies.

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ANNUAL BUDGET The Partnership operates with an annual budget of $6.4M. Core funding is received from Halifax Regional Municipality (HRM) @ $1.7M per annum and over 120 private sector investors who invest over $1.2M annually. The remaining $3.5M in funding is received as project funding or sponsorship for program and event delivery from the three levels of government and private sector. STAFF COMPLEMENT The Partnership operates with a staff complement of 40 FTEs (organization chart attached). PRESIDENT & CEO ROLES AND RESPONSIBILITIES Reporting to the Board of Directors, the President and CEO for the Halifax Partnership is the strategic lead role in articulating the economic development vision for the Halifax area and building for its future. Additionally, this position will be responsible for the day‐to‐day management of the organization, including operations, administration, marketing, human resources and finances. Core Competencies: (Per International Economic Development Council’s Professional Competencies for Economic Development Staff – Attached as Schedule A). 1. Analysis and Decision‐ Making Skills – Make effective decisions and solve problems in complex

or ambiguous situations by gathering, diagnosing and judiciously analyzing the information about the situation and environments to identify and evaluate options and select the best course of action.

2. Economic Development Expertise – Understand the principles and general trends within the economic development industry. Demonstrate experience in economic development programs. Speak the industry language to stakeholders.

3. Governance Skills – Build channels of information between all stakeholder groups. Provide feedback to the board. Look ahead and plan for the future business and leadership succession.

4. Industry Vision – Stay abreast of economic development industry knowledge. Identify opportunities for future growth. Think and act in an entrepreneurial manner.

5. Leadership and influence – Inspire and influence by communicating a compelling vision of the future, conveying an executive presence and being sufficiently agile and self‐assured to lead others effectively.

6. Management Skills – Manage the work of others by providing direction, structure, and clear expectations; maintain an open flow of communication and a sense of urgency to drive results; hold others accountable; develop others by providing timely and relevant feedback and opportunities for development.

7. Relationships and Teaming – Effectively build relationships with individuals and teams across the organizations by being inclusive, considerate and responsive to the needs of others; by communicating effectively, collaborating with others, and sharing resources; and by being receptive to feedback.

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8. Responsibility and Achievement (Self‐management, Ethical Integrity) – Demonstrate initiative,commitment to excellence and effective self‐management skills, including: responsibility,dependability, planning and organization, detail‐oriented, and the ability to follow through.

EXPECTATIONS

The Selection Committee anticipates being actively involved in the process, participating in the short‐listing of candidates, conducting interviews, carrying out negotiations and presenting the offer of employment along with other key activities. The Consultant will provide the following services to the Selection Committee:

Unbiased consultation session (approximately 30 minutes) with the Selection Committee; Develop a timeline for the search process; Review and revise current position description; Conduct a broad market search for suitable candidates; Conduct search‐related advertising; Pre‐screen resumes; Provide advice on market rates, including advice on what would be reasonable wage

expectations Provide a diverse slate of candidates; Make initial contact with declared and potential applicants to conduct preliminary

interviews (pre‐screen for interest and suitability); Participate in interview process with the Selection Committee, including drafting of Questions; Assist/participate with candidates through the process; conduct reference checks; manage

responses to unsuccessful candidates; and, In collaboration with the Chair of the Board and the senior management team, ensure a

successful and effective onboarding process is carried out.

TERMS

Acceptance of terms: Terms and conditions of the contract resulting from the award of this RFP will be finalized once the successful Proponent has been identified. No contract will be formed, with any Proponent, until the contract terms have been successfully negotiated between both parties (the Partnership and the successful Proponent). The Partnership is not obligated to any Proponent, in any manner, until an agreement has been signed by an authorized person to sign on behalf of the Partnership. The successful Proponent shall supply said contract to the Partnership. Pricing and terms and conditions agreed to by the successful Proponent and Halifax Partnership are confidential.

Subcontracting and Partnering: The Partnership is open to receiving proposals from one Agency, or a combination of vendors; however, the Proponent to this RFP must respond and be prepared to accept the role of primary services provider to the Halifax Partnership. The Proponent should provide the details of any subcontractors or partners. The primary solutions provider must take overall responsibility for partner or subcontractor contracts, payment, availability, skill set, quality of work, etc.

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Ownership of Proposal: The Halifax Partnership will consider all proposals as confidential. Any proprietary or confidential

information should be identified as such and the desired treatment specified. The Halifax Partnership

will, however, have the right to make copies of all proposals for internal review and evaluation

purposes.

Use of Request for Proposal:

This document or any portion thereof may not be used for any purpose other than the submission of

proposals.

Confidentiality of Information: Information pertaining to this RFP or any material obtained by the Proponent as a result of participation in this project is confidential and must not be disclosed without written authorization from the Halifax Partnership.

Conflict of Interest: The Proponent shall disclose any potential conflicts of interest and existing business relationships they may have with the Partnership. Failure to disclose or provide false or insufficient disclosure of the nature and extent of any relationship the Proponent may have with any employee of the Partnership, shall be grounds for immediate termination of any contract with the Partnership, at the Partnership’s sole discretion, without further liability of notice. By submitting a proposal, the Proponent warrants that neither it nor any of its employees with authority to bind the Proponent has any financial or personal relationship or affiliation with any employee of the Partnership or their immediate families which might in any way be seen by the Partnership to create a conflict.

BUDGET

The Partnership has allowed a cash budget of $30,000 and would consider an additional $10,000 in kind

contribution.

REQUIRED PROPOSAL CONTENT

A statement of qualifications; Professional credentials and capabilities; Details of relevant experience in performing an executive search for similar organizations; Projected budget including the fee structure for services, whether based on a flat fee or a

percentage fee, as well as an estimate of any disbursements; and The names of three client references for applicable or similar work, noting a senior contact

person and telephone number for each.Details of any value added, including any other information or services that it believes couldbe useful to the Partnership in its selection process, while equally identifying any limitationsor special considerations that the Partnership should be apprised of during the reviewprocess.

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SUBMISSION DEADLINE

Please submit a .pdf copy of the consultant’s proposal to Tanya Walters, Corporate Secretary, Halifax Partnership, at [email protected] and must be received by November 23, 2018. The consultant may be requested to make a presentation and discuss the details of their submissions.

SELECTION CRITIERIA

Expertise and qualification of the consultant Demonstration of work with a similar type organization Ability to meet the deadlines set out by the Selection Committee Proven ability to complete a successful search process Evidence of demonstrated reach and well‐developed markets Cost of service

PROPOSED TIMETABLE (subject to change)

CONTRACT PERIOD AND VALUE

The contract period will be from December 17, 2018 to April 5, 2019. The final budget will be developed between the Halifax Partnership and the vendor to develop and execute the agreed upon deliverables. The payment schedule will be negotiated as part of the final contract.

NOTIFICATION

The successful Proponent shall be notified by email of the acceptance of their proposal following completion of the proposal evaluation process.

Timeline Project Milestones

November 8 RFP invitations sent to potential consultants

November 23 Proposal submission deadline

Week of December 10 Successful consultant notification (potentially after interviews)

Week of December 17 Consultation with HP and planning

December 17 – January 25 Recruitment

January 28 – February 22 Assessment

Week of February 25 Selection

Week of April 1 On‐boarding

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AWARDING OF CONTRACT The awarding of any contract because of this RFP shall be at the sole discretion of the Halifax Partnership. The Halifax Partnership reserves the right to either award a contract to the most effective Proponent as determined by the evaluation criteria, or not to award a contract if none of the proposals received represents an acceptable level of value and risk in the opinion of the Selection Committee. If the Halifax Partnership and a successful Proponent are unable to finalize and enter into a contract within thirty (30) days of the Halifax Partnership notifying the Proponent of success, the Halifax Partnership has the right to, at its discretion, enter negotiations with the next best proposal in the opinion of the Selection Committee. The Halifax Partnership shall have no other responsibility to the original successful Proponent with whom a contract could not be finalized.

DISCLAIMER This RFP document does not constitute an offer, nor promise to offer or enter into any business agreement or relationship, nor should any intent to enter into an agreement or relationship be construed. It is a guidance document to assist the Proponent in preparing a proposal for the Halifax Partnership. The Halifax Partnership reserves the right to reject any or all proposals or to not accept any proposal which it may consider to not be in its best interest. The Halifax Partnership also reserves the right to waive formality, informality, or technicality in any proposal of a non‐material nature. The Halifax Partnership reserves the right to cancel this RFP at any time. This RFP implies no obligation on the Halifax Partnership to accept any proposal submitted. The Halifax Partnership shall not be responsible for any costs incurred by the Proponent in preparing responses to this RFP document or by participating in this RFP.

t

John RogersInterim President & CEO

John RogersInterim President & CEO

Ian MunroChief Economist

Ian MunroChief Economist

Chadwick MeyersEconomist & Policy Analyst

Chadwick MeyersEconomist & Policy Analyst

Paul JacobEconomist & Policy Analyst

Paul JacobEconomist & Policy Analyst

Ruth CunninghamSenior VP

Program Planning & Operations

Ruth CunninghamSenior VP

Program Planning & Operations

Tanya WaltersCorporate Liaison

(Executive Assistant)

Tanya WaltersCorporate Liaison

(Executive Assistant)

Angela CochraneClient Services &

Accounting Coordinator

Angela CochraneClient Services &

Accounting Coordinator

Amy StewartDirector, Investor Relations &

Service

Amy StewartDirector, Investor Relations &

Service

Carolann WrightDirector, Business and Labour

Development, ANS Communities

Carolann WrightDirector, Business and Labour

Development, ANS Communities

KKaren Reinhardt, CPA CA Director, Corporate

SErvices

Robyn WebbDirector, Labour Market

DevelopmentExecutive Director, National

Connector Program

Robyn WebbDirector, Labour Market

DevelopmentExecutive Director, National

Connector Program

Joe McGuireAccount Executive

Atlantic Immigration Pilot

Joe McGuireAccount Executive


Minder SinghSenior Account Executive

Minder SinghSenior Account Executive

Julie WeirProgram CoordinatorExperiential Learning

Julie WeirProgram CoordinatorExperiential Learning

Nathan LairdProgram ManagerLocal Connector

Nathan LairdProgram ManagerLocal Connector

Christina BrockProgram Coordinator

Local Connector

Christina BrockProgram Coordinator

Local Connector

A.J. SimmondsProgram Coordinator

Local Connector

A.J. SimmondsProgram Coordinator

Local Connector

Sasha SearsProgram Manager

National Connector

Sasha SearsProgram Manager

National Connector

Alison GillanVice President

Marketing, Public Relations & Communications

Alison GillanVice President

Marketing, Public Relations & Communications

Brittany WarrenCommunications Specialist

Brittany WarrenCommunications Specialist

Saad ZoraDigital & Marketing Specialist

Saad ZoraDigital & Marketing Specialist

Krista JuurlinkDirector, Marketing, Communications and Strategic Initiatives

Krista JuurlinkDirector, Marketing, Communications and Strategic Initiatives

Nada HalawehProgram Coordinator

Local Connector

Nada HalawehProgram Coordinator

Local Connector

Nancy PhillipsVice President

Trade & International Partnerships

Nancy PhillipsVice President

Trade & International Partnerships

Clara Heroux RhymesManager, Communications

Clara Heroux RhymesManager, Communications

Hector FraserAccount Executive – Investment

Attraction - Innovation

Hector FraserAccount Executive – Investment


Miriam ZitnerVice President

Innovation District

Miriam ZitnerVice President

Innovation District

Jason GuidryDirector, Trade and International

Partnerships

Jason GuidryDirector, Trade and International

Partnerships

Al TekAccount Executive


Al TekAccount Executive


Holly BondSenior Account Executive Investment Attraction -

Innovation

Holly BondSenior Account Executive Investment Attraction -

Innovation

Renee LeVangieDigital Product Strategist

Renee LeVangieDigital Product Strategist

Elsy MakhloufCommunications and Marketing

Assistant (Co-op)

Elsy MakhloufCommunications and Marketing

Assistant (Co-op)

VacantAccount Executive – Investment


VacantAccount Executive – Investment


Organization StructureNovember 2018

Helen SharrattReceptionist & Office Support

Helen SharrattReceptionist & Office Support

Taylor GradyEconomist & Project Specialist

Taylor GradyEconomist & Project Specialist

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Highlight

EXECUTIVEand PROFESSIONAL COMPETENCIES FOR ECONOMIC DEVELOPERS

Prepared by: Colarelli, Meyer & Associates (CMA)

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INTERNATIONAL ECONOMICDEVELOPMENT COUNCIL

Prepared byCOLARELLI, MEYER & ASSOCIATES (CMA)

7751 Carondelet Avenue, Suite #302Saint Louis, MO 63105

Funded byTHE INTERNATIONAL ECONOMIC DEVELOPMENT COUNCIL

734 15th St. NW, Suite #900Washington, DC 20001

© IEDC 2012

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This publication may not be modified, diffused or reposted in any respect.

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INTERNATIONAL ECONOMIC DEVELOPMENT COUNCIL

IEDC is the world’s largest membership organization serving the economic development professionwith 4,200 members, and a network of over 25,000 economic development professionals andallies. From public to private, rural to urban, and local to international, our members represent theentire range of economic development experience. Through a range of services, includingconferences, training courses, webinars, publications, research and technical assistance e!orts weare striving to provide cutting-edge knowledge to the economic development community and itsstakeholders. For more information about IEDC, visit www.iedconline.org.

Jay C. Moon, CEcD, FMPresident and CEOMississippi Manufacturer Association Chairman of the BoardInternational Economic Development Council

Dennis G. Coleman, CEcD, FMPresident and CEOSt. Louis County Economic Council Immediate Past Chair of the BoardInternational Economic Development Council

Je!rey A. Finkle, CEcDPresident and CEOInternational Economic Development Council

© Copyright 2012 International Economic Development Council

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CONTENTS

PROJECT OVERVIEW . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

DEFINING A COMPETENCY MODEL . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

HOW TO USE THE COMPETENCY MODELS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

OVERVIEW OF ECONOMIC DEVELOPMENT LEADERSHIP COMPETENCY MODELS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

Executive Economic Development Competency

Model Overview. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

Professional Economic Development Sta! Competency

Model Overview. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

ECONOMIC DEVELOPMENT LEADERSHIP COMPETENCY GUIDES . . . . . . . . . . . . . . . . . . . . 9

1. Individual Talent Acquisition: Selecting Talent. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

2. Individual Talent Acquisition: Self-Assessment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

3. Individual Talent Acquisition: Ticket to Entry vs. Developmental . . . . . . . . . . . . . . . . . . . . 12

4. Individual Talent Development: Self-Assessment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

5. Individual Talent Development: Developmental Planning Guide . . . . . . . . . . . . . . . . . . . . 17

APPENDICES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

Appendix I - Executive Competency Model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

Appendix II - Professional Economic Development

Sta! Competency Model. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22

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PROJECT OVERVIEW

Today, economic development organizations (EDOs) operate in challenging times marked byintense competition, reduced funding and rapidly changing priorities. Economic developers needto continually refine their skills in order to secure and enhance their community’scompetitiveness. Yet, for a profession as dynamic as economic development, one that drawsfrom a wide range of professional backgrounds and expertise, it can be confusing forpractitioners to determine what skills they need to develop in order to progress in their careers.This is true not only for entry level and mid-career professionals, but also for senior leadership.

This document was designed to help individuals and organizations understand the corecompetencies that are necessary for success in economic development. Initiated by 2011 IEDCChair Dennis Coleman, the goal of the project was to establish a set of guidelines, orcompetencies, for economic development organizations to follow when evaluating currentemployees and recruiting new employees. These were enumerated into two models that clearlydefine the common individual leadership competencies of: 1) high performing executive-level,and 2) high performing professional sta!-level members working in the economic developmentprofession, now and in the future.

The leadership competency models enable EDOs to establish leadership development systems(selection, assessment, development, performance management, succession planning) that canthen be aligned to support the development of these competencies increasing the overallindividual and organizational performance. They also serve as a guide for those interested indeveloping the skills, from entry to executive-level, to be a successful economic developmentprofessional.

In December 2010, IEDC retained the services of Colarelli, Meyer & Associates (CMA) to assistin the development of these leadership competency models for economic developmentprofessionals. A taskforce comprised of IEDC members collaborated with CMA over a period of6 months to develop models unique to the economic development profession. Once theleadership competency models were established, CMA developed a pilot program to test themodels with four IEDC member organizations.

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PILOT PROGRAM Four IEDC member organizations were selected to participate in a pilot program designed totest the viability of the models. Each member organization agreed to follow the competencymodel guidelines provided by CMA as they applied to the unique circumstances of theirindividual organizations.

The following EDOs participated in the pilot program:

• Fond du Lac County Economic Development (EDC), Fond du Lac County, Wisconsin

• St. Louis County Economic Council (SLCEC), St. Louis County, Missouri

• Metro Orlando Economic Development Commission, Orlando, Florida

• York County Economic Alliance (YCEA), York County, Pennsylvania

Each organization used the pilot guide to address its organization’s needs. Fond du Lac CountyEDC used the executive-level criteria in its search for a new president. Additionally, they used theprofessional model to evaluate the talents of their existing employees. This exercise allowed Fonddu Lac EDC to assess each individual’s skills and then develop a training plan to further developthe skills needed to meet the goals of the organization.

SLCEC and the Metro Orlando Economic Development Commission also used the models for talentacquisition and individual talent development. The guidelines allowed each organization to identifytheir employees’ individual strengths, as well as individual opportunities for development to meetthe demands of their respective organizational challenges.

YCEA had its own unique set of circumstances. It’s a new organization created by consolidatingthe York County Chamber of Commerce (YCCC) and the York County Economic DevelopmentCorporation (YCED). The merger made for a unique set of challenges as YCEA integrated YCCCand YCED employees into one organizational structure. All YCEA employees used the pilot guideto conduct self assessments, which were then compiled at the organizational level. The processhelped identify strengths, weaknesses, overlapping skill sets and capacity issues with theorganization. Ultimately, the pilot program helped YCEA better understand where individualstrengths lie within the organization, and led to restructuring and the development of trainingprograms to help it meets its organizational goals.

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DEFINING A COMPETENCY MODELA competency model defines the critical capabilities needed to be e!ective in one’s role giventhe organization’s future direction. Economic developers draw upon a wide variety of skills inorder to be successful. Yet, the specific skills necessary for an individual to be a successfulprofessional depends on multiple factors such as the organization’s mission, the individual's rolewithin the organization, and background knowledge and skills, among other considerations.

The models build on broadly defined competencies in the economic development profession.Ideally, models contain fewer rather than more competencies as more than 7-9 competenciesmakes the model more di"cult to use. However, these competencies encompass the core skillsthat are necessary for success in economic development. Additional competencies might beadded by organizations that have specific missions or individual job requirements.

HOW TO USE THE COMPETENCY MODELSIndividuals and EDOs can use the competency models by performing a series of assessments,captured in the Economic Development Leadership Competency Guides included in thisdocument. These guides can help an individual or the organization better understand theirstrengths, challenges, and opportunities. The intelligence developed as part of theseassessments essentially serves as a pathway for a higher level of individual and organizationalperformance.

At the individual level, the guides provide a mechanism to evaluate individuals for talent acquisition(i.e. recruitment) as well as individual talent development through self-assessment and assessmentby supervisor(s). Individual assessments conducted throughout the organization can be combinedto provide a review of organizational talent.

1. Individual Talent Acquisition• Use competencies as criteria for selecting and/or promoting talent.• Align interview guides with the competencies to ensure all relevant

competencies are covered. • Present the competency model to job candidates for

self-assessment. • Sort the competencies into “ticket to entry” verses

“developmental” competencies.

2. Individual Talent Development• Self-assessment.• Performance appraisal.• Developmental planning.

3. Organizational Talent Review• Organization-wide view of talent by competency.• View of talent at di!erent organizational levels.• Benchmark strengths for succession planning.• Strategic workforce planning and development.

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HOW COMPETENCY MODELS SUPPORT TALENT MANAGEMENTSuccessful organizations are able to attract and develop talented individuals as a means ofachieving their organizational missions. Competency models are an e!ective tool in understandingtalent needs in the organization and can serve as the first step towards recruiting and nurturingthat talent for success. The graphic below explains this in more detail.

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Copyright © CMA and Talent Management


OVERVIEW OF ECONOMIC DEVELOPMENTLEADERSHIP COMPETENCY MODELS

EXECUTIVE ECONOMIC DEVELOPMENT COMPETENCY MODEL OVERVIEWThe Executive Competency Model consists of the eight individual competencies outlinedbelow (Refer to Appendix I for more detailed descriptions of each competency):

1. Analysis and Decision-Making Skills - Make e!ective decisions and solve problems incomplex or ambiguous situations by gathering, diagnosing and judiciously analyzing theinformation about the situation and environment in order to identify and evaluate optionsand select the best course of action.

2. Economic Development Expertise - Understand the principles and general trends within theeconomic development industry. Demonstrate experience in economic developmentprograms. Speak the industry language to stakeholders.

3. Governance Skills - Build channels of information between all stakeholder groups. Providefeedback to the board. Look ahead and plan for the future business and leadershipsuccession.

4. Industry Vision - Stay abreast of economic development industry knowledge. Identifyopportunities for future growth. Think and act in an entrepreneurial manner.

5. Leadership and Influence - Inspire and influence by communicating a compelling vision ofthe future, conveying an executive presence and being su"ciently agile and self-assured tolead others e!ectively.

6. Management Skills - Manage the work of others by providing direction, structure, and clearexpectations; maintain an open flow of communication and a sense of urgency to driveresults; hold others accountable; develop others by providing timely and relevant feedbackand opportunities for development.

7. Relationships and Teaming - E!ectively build relationships with individuals and teams acrossthe organization by being inclusive, considerate and responsive to the needs of others; bycommunicating e!ectively, collaborating with others, and sharing resources; and by beingreceptive to feedback.

8. Responsibility and Achievement (Self Management, Ethical Integrity) - Demonstrateinitiative, commitment to excellence and e!ective self-management skills, including:responsibility, dependability, planning and organization, detail-orientation, and the ability tofollow through.

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PROFESSIONAL ECONOMIC DEVELOPMENT STAFF COMPETENCY MODEL OVERVIEWThe Professional Economic Development Sta! Competency Models consist of the 6 individualcompetencies outlined below (Refer to Appendix II for more detailed descriptions of eachcompetency):

1. Analysis and Decision-Making Skills - Make e!ective decisions and solve problems incomplex or ambiguous situations by gathering, diagnosing and judiciously analyzing theinformation about the situation and environment in order to identify and evaluate optionsand select the best course of action.

2. Industry Understanding - Aware of and interested in the economic development industry.Deeply learn service area(s). Develop professional capabilities.

3. Leadership and Influence - Inspire and influence by communicating a compelling vision ofthe future, conveying an executive presence (e.g., confidence, poise, connecting with others)and being su"ciently agile and self-assured to lead others e!ectively.

4. Relationships and Teaming - E!ectively build relationships with individuals and teams acrossthe organization and external stakeholders by being inclusive, considerate and responsiveto the needs of others; by communicating e!ectively, collaborating with others and sharingresources; and by being receptive to feedback.

5. Responsibility and Achievement (Self Management, Ethical Integrity) - Demonstrateinitiative, commitment to excellence, and e!ective self-management skills, including integrity,ethical behavior, responsibility, dependability and follow through.

6. Communications Skills - E!ectively communicates through verbal and written media to stakeholders.

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ECONOMIC DEVELOPMENT LEADERSHIPCOMPETENCY GUIDES

1. Individual Talent Acquisition: Selecting Talent

One of the common ways competency models can be used is for talent selection. This naturallyextends to selecting individuals to fill professional and executive roles. By assessing for theselected competencies in your hiring systems, you can better di!erentiate who may be a betterfit for the position, as well as who may be the top performer(s).

Step 1: Use the competencies as criteria to rate candidates during each step on the selectionprocess. You may want to edit the “Steps on the Selection Process” to align with yourrecruitment process. It is important to use a consistent rating scale, such as the 5-point scalebelow. You should have one sheet per candidate.

1-2 Below Standards 3-4 Meets Standards 5 Exceeds Standards

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Responsibility & Achievement

PROFESSIONAL COMPETENCY STEPS IN THE SELECTION PROCESS


Step 2: Once all the steps in the selection process have been completed, develop the finalratings. While it may be tempting to simply average the scores in the line for each competency,this may not be the best approach. Some selection steps are better measures of a competencythan others. For example, the interview scores may carry more weight than the phone screening.Use the above ratings to guide your overall impression of the candidate for the position. Checkwhere appropriate.

Step 3: Look at the final competency scores for a candidate to get his/her overall rating. Usethe same 1-5 scale. The data used to develop the competency models did not yield any basisto di!erently weigh the competencies. For this reason, it may be appropriate to average thecompetency scores in the final column to get one measure of the candidate’s Overall Rating.

Step 4: Compare and contrast candidates. After the Overall Rating has been developed for eachcandidate, select the candidate who will receive a job o!er. Be careful in interpreting fractionsof a point in the Overall Rating as practical di!erences among the candidates. Generally, fullpoint di!erences (e.g., 3.55 vs. 4.55) would be seen as a clear di!erence. Small di!erences (e.g.,4.20 vs. 4.15) do not reflect clear di!erences. In these cases, executives will have to choosebetween two equally qualified candidates. If one or two specific competencies are veryimportant for this position, then the relative scores on those critical competencies may helpdetermine the preferred candidate.

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2. Individual Talent Acquisition: Self-Assessment

The self-assessment tool should be used by an organization to determine the areas of strengthand development through a self-evaluation of the competencies by a candidate. This processshould also give the candidate a realistic preview of the job they are applying for and therequirements involved.

Step 1: Just prior to the interview, ask the candidate to review the full competency modelincluding sub-competencies. Let the candidate know you will ask him/her to comment on thequestion in Step 2.

Step 2: During the interview, ask the candidate to report on the competencies that he/shecurrently has and those he/she would need to develop. Have a copy of the competency modelfor your use during the interview.

Step 3: Ask the candidate to describe behavioral examples or stories that demonstratecompetencies when the candidate claims to have that competency.

Step 4: Utilize this information as a part of your selection process.


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Analysis & Decision Making






PROFESSIONAL COMPETENCY SELF-RATING1 2 3 4 5


3. Individual Talent Acquisition: Ticket to Entry vs. Developmental

The list of competencies for professionals and executives are comprehensive and important.Fortunately, not all competencies may be required for entry into the organization; rather, some ofthem may be competencies that can be developed from on-the-job experience. It is ultimately thedecision of each organization to determine which competencies may be required for hire (i.e., “ticketto entry”), and which may be developed on the job or via other training. (i.e.,"developmental")

Step1: With a group of subject matter experts, examine the competency models you are using(professional, executive) and sort them into “ticket to entry” or developmental.

Step 2: Reconvene with the group of subject matter experts and discuss your selections for “ticketto entry” vs. developmental competencies. Use you ratings as a guide. If the group is struggling toagree, go back and individually rate the sub-competencies within the model.

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PROFESSIONAL COMPETENCY TICKET TOENTRY DEVELOPMENTAL








4. Individual Talent Development: Self-Assessment

The self-assessment tool should be used by existing employees of an organization to determinetheir strength and development areas through a simple self-evaluation of the competencies.Individual sta! members should assess themselves by following the steps below.

Step 1: Briefly looking at the competency definition page, record your perceived overallcompetency rating.


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EXECUTIVE COMPETENCY DEFINITIONS 1 2 3 4 5

Analysis and Decision-Making Skills - Makes e!ective decisions and solves problems in complex or ambiguous situations by gathering, diagnosing, and judiciously analyzing the information about the situation and environment in order to identify and evaluate options and select the best course of action.

Economic Development Expertise - Understands the principles and general trends within the economic development industry. Demonstrates experience in economic development programs. Speaks the industry language to stakeholders.

Governance Skills – Establishes excellent board relationships, keeps the board informed, plans e!ective board meetings and executes board directives.

Industry Vision - Stays abreast of economic development industry knowledge. Identifies opportunities for future growth. Thinks and acts in an entrepreneurial manner.

Leadership and Influence - Inspires and influences by communicating a compelling vision of the future, conveying an executive presence, and being su"ciently agile and self-assured to lead others e!ectively.

Management Skills - Manages the work of others by providing direction, structure, and clear expectations; maintains an open flow of communication and a sense of urgency to drive results; holds others accountable; develops others by providing timely and relevant feedback and opportunities for development.

Relationships and Teaming - E!ectively builds relationships with individuals and teams across the organization by being inclusive, considerate, and responsive to the needs of others; by communicating e!ectively, collaborating with others, and sharing resources; and by being receptive to feedback.

Responsibility and Achievement (Self Management, Ethical Integrity) - Demonstrates integrity and ethical behavior, initiative, commitment to excellence, and e!ective self-management skills, including responsibility, dependability, organizational skills, detail-orientation, and follow through.



Step 2: Rate yourself on each of the sub-competencies within the competency model on thefollowing scale. It is okay to deem a sub-competency as “Not Applicable”. Below is an examplefrom the executive competency model. The following is a sample from one competency.


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PROFESSIONAL COMPETENCY DEFINITIONS 1 2 3 4 5

Analysis and Decision-Making Skills - Makes e!ective decisions and solving problems in complex or ambiguous situations by gathering, diagnosing and judiciously analyzing the information about the situation and environment in order to identify and evaluate options and select the best course of action.

Industry Understanding - Aware of and interested in the economic development industry. Deeply learns service area(s). Develops professional capabilities.

Leadership and Influence - Inspires and influences by communicating a compelling vision of the future, conveying an executive presence (e.g., confidence, poise, connecting with others) and being su"ciently agile and self-assured to lead others e!ectively.

Relationships and Teaming - E!ectively builds relationships with individuals and teams across the organization and external stakeholders by being inclusive, considerate and responsive to the needs of others; by communicating e!ectively, by collaborating with others and sharing resources; and by being receptive to feedback.

Responsibility and Achievement (Self Management, Ethical Integrity) - Demonstrates integrity, ethical behavior, initiative, commitment to excellence, e!ective self-management skills, responsibility, dependability and follow through.

Communication Skills - E!ectively communicates through verbal and written media to stakeholders.

RELATIONSHIPS AND TEAMING 1 2 3 4 5

Develops e!ective relationships and open channels of communication with each stakeholder group, owners of potential projects, resource groups, media, etc.

Understands the needs, goals and motivations of external stakeholder groups (i.e., the community) as well as internal supervisors, peers and direct reports.

Identifies and proactively manages competing needs, goals and concerns among stakeholder groups and communities.

Works e!ectively with business owners, executives, elected o"cials, etc.

Recognizes, articulates and resolves conflicts and di!erences of opinion among stakeholder groups.

Manages own emotions and responds e!ectively to strong emotional reactions of others.

Builds an e!ective executive team within the organization.

For each sta! member, knows strengths and areas of development.

Works e!ectively with stakeholder groups (e.g., special interest groups, workforce development, community colleges, universities, hospitals, research institutions, citizen groups, etc.)..


Step 3: Once you have rated each of the sub-competencies, average the ratings to determinean overall rating for the main competency.

Step 4: Compare your initial rating from step 1 with the overall rating you derived from step 3.If di!erent, reflect on the sub-competencies that may have changed the rating in step 3. Recordyour final rating.

Step 5: Examine your self-ratings to identify your strength and developmental areas.


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EXECUTIVE COMPETENCYSELF-RATING

1 2 3 4 5







PROFESSIONAL COMPETENCYSELF-RATING

1 2 3 4 5


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Step 6: Now that you have identified your strengths and development areas, take this a stepfurther:

6a: How am I going to better use my strengths?6b: How will I address my development areas?

Strengths & Development Areas

Development Goals & Plans

Development Goal:

Success Criteria:

RESOURCESThe resources below can be used for strengthening performance.

FYI: For Your Improvement, A Guide for Development and Coaching (4th Edition) byMichael Lombardo and Robert Eichinger

Successful Manager’s Handbook by Susan Gebelien, Kristie Nelson-Neuhaus, CarolSkube and David Lee.

Executive Development: Preparing for the 21st Century by Harper Moulton and Arthur Fickel

STRENGTHS DEVELOPMENT AREAS

1. 1.

2. 2.

3. 3.

DEVELOPMENT ACTIONS PLANNED: DATEPLANNED:

DATECOMPLETED:

1.

2.

3.


5. Individual Talent Development: Developmental Planning Guide

Talent development is a process of assessing the competencies of an employee and activelydefining the individual’s potential with the organization’s objectives.

Step 1: Rate your subordinate/direct report on each of the competencies.


Step 2: Have your subordinate/direct report perform a self-assessment.

Step 3: Compare your ratings and the subordinate/direct report’s ratings. Highlight areas thatare 1.5 points or more apart.

Step 4: Have a conversation with your subordinate/direct report to reach agreement on theratings. Topics may include education, career experiences, where they have learned or appliedthis competency, what they are most proud of, career goals, how they plan to achieve careergoals.

Step 5: Rank order the subordinate/direct report’s competency level from strongest to weakest.

Step 6: Now discuss the utilization of strengths and developmental areas.

For a Bench Strength Analysis, repeat the previous steps for all members of your team andenter their ratings in the chart below. Average the rows to get an indication of the team’sstrengths and weaknesses. Average the columns to get an indication of each person’s currentability to contribute.

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PROFESSIONAL COMPETENCY 1 2 3 4 5













PROFESSIONAL COMPETENCYSubordinates/Direct Reports

A B C D E

Team Strengths & Development Areas


APPENDICES

APPENDIX I - EXECUTIVE COMPETENCY MODEL

A. Analysis and Decision-Making Skills

• Understands large and complex economic development projects that may extend overmany years. Has executive, strategic, and long-term critical thinking capacity.

• Can absorb, analyze and retain large amounts of economic, business, demographic andpeople relationship data.

• Has strong mental agility; can readily shift from tracking one person to another person, shiftacross tasks, projects, etc.

• Recognizes themes, patterns and trends in disparate data. • Is flexible and open to ideas, opinions, and perspectives.• Is able to e!ectively make judgments based on intuition, experience and data. • Probes and digs for follow-up and additional information.• Can make decisions and judgments e!ectively in ambiguous situations.• Integrates own and others’ ideas into a cohesive perspective and plan of action. • Develops logical approaches and sequences of steps to move an opportunity or project

forward in the economic development process.• Anticipates the impact of behaviors, actions and decisions on multiple stakeholder groups.

B. Economic Development Expertise

• Has demonstrated successful experience in economic development, economic developmentprograms, marketing, business formation, tourism, property and land development, orrelated field involving significant financial deals.

• Understands the concepts, principles and language of economic development, financing,property development, wealth creation, real estate, etc.

• With due regard to political considerations, negotiates deals with stakeholder groups (e.g.,elected o"cials, boards, developers, etc.), keeps the deal-making process moving and theparties in dialogue rather than allowing the parties to disengage.

• Recognizes when a deal will not develop and e!ectively halts the economic developmentprocess (public sector may not have this option).

• Takes appropriate risks and uses innovative approaches to economic development.• Translates the directives of the Board into appropriate economic development e!orts

and activities.• Has an education in business, finance, economics, accounting, public administration,

urban planning, public policy or related area, or relevant experience.

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C. Governance Skills

• Keeps the board informed, does not allow the board to be surprised.• Builds open channels of information and e!ective relationships with the board and

individual board members.• Responds to and follows through on requests and directives of the board.• Anticipates questions and needs of the board.• Listens to opinions of board members and helps develop consensus and forward movement.• Makes self accountable to board; readily admits own mistakes and shortcomings, and o!ers

ways to address.• Respectfully challenges the board if it moves from governance to management matters. • Uses consultative selling strategies to raise funds for private economic development

organizations. • Provides respectful and thoughtful feedback to the board to improve its performance.• Looks ahead and plans for the future succession of leadership.

D. Industry Vision

• Develops deep insight into the strengths and weaknesses of the geographic area served andits economic development needs. Maintains facts, figures, trend data, etc. to articulate thisinsight.

• Sees opportunities to develop the economic base of the geographic area served, connectsresources and needs, promotes strengths, sees strategic synergies, sees ways to addressweaknesses, etc.

• Stays abreast of trends, models, financing vehicles, etc. as they emerge in the industry.• Adopts a long-term perspective, especially when considering economic development trends

and new services to provide.• Develops and communicates a vision and strategic plan for own organization. Keeps vision

and plan current.• Designs and executes initiatives to move the organization toward its vision.• Thinks creatively, strategically and in an entrepreneurial fashion.

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E. Leadership and Influence

• Builds common ground, convergence and consensus about future direction of the organization, economic development initiatives, etc.

• Exhibits strong executive presence as reflected by behavior, appearance, demeanor and posture.

• E!ectively and articulately delivers presentations, proposals, reports, etc., to stakeholdergroups; has e!ective public, group and one-on-one communication skills.

• Thinks and responds e!ectively in real time and “o! the cu!.” • Listens to others’ ideas and opinions; practices active listening.• Uses a thoughtful and deliberative decision-making style, weighing risks and impacts on

stakeholders. • Collaborates, supports and shares credit for success with sta! and stakeholder groups. • Acts in a collaborative, confident and calm manner in a variety of situations, including when

under pressure.• Understands the emotions of others and understands how own behaviors a!ect others.• Acts as an ambassador for the economic development organization and for the community.• Proactively manages the media. • Manages expectations of stakeholder groups, balancing optimism and realism.

F. Management Skills

• Develops and uses a “system” to track, document, shepherd and guide economicdevelopment projects from inquiry to completion. Keeps the “system” current.

• Analyzes the workload in the “system” relative to organizational capacity, establishespriorities, manages work assignments and periodically increases/decreases capacity.

• Attracts, retains and develops top talent. • Establishes clear performance expectations, including results to accomplish, metrics to

achieve and processes to follow.• Develops direct reports and ensures ongoing development of others in the organization.

Provides useful feedback about accomplishments, strengths, development areas anddevelopmental recommendations.

• Recognizes direct reports’ growth potential and encourages professional development. • Delegates, supports and monitors the performance of direct reports. Provides guidance

as needed.• Manages meetings e!ectively, including provision of agenda, supporting material and

meeting notes.• Provides direct and, at times, tough messages to stakeholder groups and does so

respectfully without “burning bridges.”

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G. Relationships and Teaming

• Develops e!ective relationships and open channels of communication with each stakeholdergroup, owners of potential projects, resource groups, media, etc.

• Understands the needs, goals and motivations of external stakeholder groups (i.e., the community) as well as internal supervisors, peers and direct reports.

• Identifies and proactively manages competing needs, goals and concerns amongstakeholder groups and communities.

• Works e!ectively with business owners, executives, elected o"cials, etc.• Recognizes, articulates and resolves conflicts and di!erences of opinion among stakeholder

groups.• Manages own emotions and responds e!ectively to strong emotional reactions of others.• Builds an e!ective executive team within the organization.• For each sta! member, knows strengths and areas of development.• Works e!ectively with stakeholder groups (e.g., special interest groups, workforce

development, community colleges, universities, hospitals, research institutions, citizen groups,etc.).

H. Responsibility and Achievement (Self Management, Ethical Integrity)

• Demonstrates strong personal commitment to the organization and its long-term success.• Demonstrates the importance of confidentiality with all stakeholders.• Possesses a strong sense of personal integrity, duty and responsibility. Upholds

ethical practices. • Understands risks inherent in projects, negotiation tactics, etc. and takes appropriate steps

to manage risks taken while keeping ethics in mind.• Has a high level of personal energy. • Manages time e!ectively and in relation to priorities.• Engages in continuous learning.• Conveys confidence, passion and poise. • Recognizes, regulates and manages own emotions and stressors.• Performs tasks outside the normal role as needed.

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APPENDIX II - PROFESSIONAL ECONOMIC DEVELOPMENT STAFF COMPETENCY MODEL

A. Analysis and Decision-Making Skills

• Understands, follows and implements organizational strategy.• Handles complex and systemic problems.• Solves problems and understands their impact from multiple perspectives.• Takes reasonable and appropriate risks.• Considers the bigger picture and pays attention to detail. • Thinks and acts as a generalist with a broad perspective. Willingly draws data from many

disciplines and on a diverse range of principles when evaluating situations and makingdecisions.

• Reflects on past projects and learns from After Action Reviews and Postmortems.

B. Industry Vision

• Has an interest in and attraction to economic development.• Can credibly speak the language of economic development, finance, job creation,

fundraising, etc.• Develops deep insight into the strengths and weaknesses of the geographic area served

and its economic development needs. Maintains facts, figures, trend data, etc. to articulate this insight.

• Stays abreast of trends, models, financing vehicles, etc. as they emerge in the industry.• Participates in professional organizations and continues their own professional

development on an ongoing basis. • Adopts a long-term perspective, especially when considering economic development

trends and new services to provide.• Executes initiatives to move the organization toward its vision.• Thinks creatively, strategically and in an entrepreneurial fashion.

C. Leadership and Influence

• Possesses strong public presence; is confident working in the public arena. • Demonstrates the ability to use data, logical arguments and persuasive communication

to bring others around to their point of view. • Actively manages conflict by having critical conversations with appropriate stakeholders.• Uses a thoughtful and deliberative decision-making style, weighing risks and impacts

on stakeholders. • Has e!ective and persuasive presentation and platform skills. • Successfully facilitates groups to move the group and a project forward. • Balances groups with strong di!erences of thought and opinion e!ectively; looks for

common ground; keeps them in dialogue. • Stays on track in di"cult, surprising or unexpected situations.

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D. Relationships and Teaming

• Acts in a collaborative and relational manner • Understands and respects the positions and perspectives of others. • Takes direct action with others.• Balances inquiry and advocacy in their interpersonal style.• Works well with a wide range of people from executive-types and high-status o"cials

to assistants and support team members.• Manages own emotions, but as important, demonstrates the ability to manage the

strong emotional reactions of others that honors the input and minimizes the a!ect.• Demonstrates humility, modesty and commitment to positive team climate.• Listens to others and integrates the ideas of the group.• Establishes rapport quickly; builds relationships and maintaining them over time. • Listens e!ectively and knows when to speak out and when not to. • Networks e!ectively and maintains and builds a solid network of resources.

E. Responsibility and Achievement (Self Management, Ethical Integrity)

• Exhibits a strong sense of personal integrity, ethical duty and responsibility.

• Maintains confidentiality with all stakeholders. • Illustrates a sense of urgency and tenacity to help achieve results in the community.• Results oriented, demonstrates tangible and measurable outcomes.• Makes e"cient use of time, establishes personal and organizational priorities without

outside motivation. • Uses computer technology of the day, including common o"ce software programs and

social media. • Conducts self in a professional manner, including both behavior and appearance. • Demonstrates motivation and drive to execute projects.• Reveals a strong character, is persistent and will redouble e!orts in the face of adversity

or failure.• Has a hunger to learn, grow and develop. • Reveals a high level of personal energy; invigorated by a fast pace of work.• Exhibits personal commitment to the vision and strategy.

F. Communication Skills

• Understands the audience and understands goals, objectives and motives within the audience.

• Communicates clear verbal and written messages to others.• Has e!ective and persuasive presentation and platform skills.• Writes e!ectively for business owners, executives, the general public, traditional media,

and social media, etc.• Uses computer technology of the day, including common o"ce software programs

and social media.• Knows the structure and content of the English language, the meaning and spelling of

words, rules of composition, grammar, etc.

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International Economic Development Council734 15th Street NW, Suite 900

Washington, DC 20005(202) 223-7800

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