Your Federal Quarterly Tax Payments are due April 15th Get Help Now >>

Certified Municipal Officer _CMO_ by sdaferv

VIEWS: 68 PAGES: 25

									                                                            AMCTO
                                                            Association of
                                                            Municipal Managers,
                                                            Clerks and Treasurers
                                                            of Ontario




                               Certified
                              Municipal
                            Officer (CMO)

    C e r t i f i e d M u n i c i p a l O f f i c e r, A c c r e d i t a t i o n G u i d e l i n e , J a n u a r y 1 , 2 0 0 0
    C e r t i f i e d M u n i c i p a l O f f i c e r, A c c r e d i t a t i o n G u i d e l i n e , J a n u a r y 1 , 2 0 0 0
    Certified       Municipal          O f f i c e r,   Accreditation         Guideline,         January        1,   2000
    Certified       Municipal          O f f i c e r,   Accreditation         Guideline,         January        1,   2000
    Certified       Municipal          O f f i c e r,   Accreditation         Guideline,         January        1,   2000
    Certified       Municipal          O f f i c e r,   Accreditation         Guideline,         January        1,   2000
    Certified       Municipal          O f f i c e r,   Accreditation         Guideline,         January        1,   2000


                                       A c c re d i t a t i o n G u i d e l i n e
The Association Of Municipal Managers, Clerks And Treasurers Of Ontario
                                                                                                    January 1, 2000
Accreditation Guideline
Certified Municipal Officer (CMO)
Important Information — Please read this page prior to
reviewing this guideline and completing the CMO application
                                                                                                    Application Timeframes
form. This guideline is to be used in conjunction with the                                          Once your application has been received, processing takes
CMO Application Form.                                                                               about six to eight weeks. A fully completed application
                                                                                                    ensures the process does not take longer than two months.
                                                                                                    Final approvals for accreditation are given by the Board of
Completing the Application Form                                                                     Directors which meets February, April, June, September and
                                                                                                    November. CMO presentations are made during AMCTO’s
Review the prerequisites prior to completing the form to                                            Annual General Meeting in June of each year.
ensure the basic requirements for the accreditation have been
completed:
• each Competency is divided into sub-competencies;                                                 Measurement Tools
• each sub-competency has one or more behaviour and skill                                           You may use one, or several, of the measurement tools to
   examples;                                                                                        complete each sub-competency. If you would like to use
• each behaviour and skill example has a number of elective                                         a measurement tool not listed for a competency,
   and/or mandatory skills that must be demonstrated;                                               please submit your reasoning and proof of the tool.
• each example requires you to use one of the measurement                                           Advocate Endorsements include, but are not limited to
   tools listed and to provide proof of completion (see                                             support from: supervisor, councillor, reeve, mayor, employer,
   Measurement Tools below);                                                                        municipal solicitor, consultant, peers, department heads,
                                                                                                    community affiliate organization executive (e.g., service
• please ensure the form is complete and all attachments are
                                                                                                    clubs). The variety of measurement tools attempts to reflect
   labelled appropriately;
                                                                                                    the differences among municipalities and the diversity and
• please provide 5 copies of all information (originals are                                         extent of support services, e.g., level and extent of human
   not required for any measurement tool except for Advocate                                        resources and financial support depends on the size of the
   Endorsement - please include the original as one of the 5                                        organization.
   copies); and,
• please identify, in the top-right corner of the attachment,
   which behaviour/skill set each attachment is being applied                                       Definitions
   to in the application {e.g., 2.1.1 (g)}. Attachments may be                                      Manager — this word is used throughout the guideline
   used as the Measurement Tool for more than one                                                   and, although you may not be a manager, the skills and
   behaviour/skill example.                                                                         attributes listed are those you will need to assume the
                                                                                                    position of manager.

Getting Help
                                                                                                    Team — a group of people who come together in the
If you have any questions about the Application Form or the
                                                                                                    realization of a common goal and includes: a work group, a
Guideline, please contact Lori Micucci at the AMCTO office,
                                                                                                    group of volunteers, etc.
905-602-4294, ext. 25, or e-mail lmicucci@amcto.com




Measurement Tools: 1) Education, 2) Participation, 3) Job Description, 4) Advocate Endorsement,
5) Demonstrated Application, 6) Skills Measurement, 7) Knowledge of Current Information Systems,                          CMO Accreditation Guideline AMCTO 1
8) Working Knowledge of Related Legislation, 9) Demonstrated Professional, Personal & Team Development
Measurement Tools
                                                                                                               Skills
1.Education
• proven by transcripts and/or course                 2.8 Workshop; Seminar, e.g., presenter,
                                                                                                     6.        Measurement
                                                                                                     • proven by test results or certification, e.g.,
  content outlines including duration and date            co-ordinator, facilitator, moderator,        designations, accreditations, certificates of
  for initial certification; currency of                  trainer, instructor                          completion
  education credits will be taken into                2.9 Budget, e.g., municipal or volunteer
  consideration,                                          (e.g., sports group)
                                                                                                               Knowledge Of
   1.1 Post-Secondary course credits
       (minimum 6 hours), e.g., computer
       course, college, university
   1.2 Workshops/Seminars (minimum 1 day
                                                      2.10 Performance Evaluation or informal
                                                           equivalent
                                                                                                     7.        Current
                                                                                                               Information
                                                             Job
                                                   3.
       or equivalent), e.g. municipal elections
   1.3 Self Study courses (minimum 6                                                                           Systems
       hours), e.g., correspondence course                   Description                             • proven by a listing of proficiencies in
   1.4 List proficiencies in software networks,    • verification of reporting relationships, job      software networks, systems, and programs,
       systems, and programs, e.g., word             activities and job complexity, e.g., copy of      e.g., word processing, spreadsheets that you
       processing, spreadsheets                      job description, organizational chart             use in your everyday situation




2.Participation 4.
• preparation, participation or presentation at
                                                             Advocate
                                                             Endorsement
                                                   • an independent endorsement of the
                                                                                                     8.        Working
                                                                                                               Knowledge Of
                                                                                                               Related
  a policy input level, excluding clerical           applicant’s achievements and abilities, e.g.,
  support                                            letter of recommendation by supervisor,
                                                     CAO, Department Head, Councillor, other
                                                                                                               Legislation
   2.1 Committee involvement (e.g., AMCTO,
                                                     municipally-related professional (e.g.,         • proven by stated examples and case
       municipal, community, other
                                                     lawyer, consultant). You may use one letter       summaries of personal experiences
       organizations)
                                                     to address several behaviour/skill examples;
   2.2 Strategic Planning Exercise
                                                     however, it must be clearly identified and
                                                                                                               Demonstrated
   2.3 Community Involvement, e.g.,
       participation in local group as
       municipal liaison or volunteer
                                                     cross-referenced in your application.



                                                             Demonstrated
                                                                                                     9.        Professional,
   2.4 Article; Interview; News Release, e.g.,
       writing of promotional piece for
       stakeholders
   2.5 Media, e.g., interview, news release
                                                   5.        Application
                                                   • proven by copy of document prepared and
                                                                                                               Personal & Team
                                                                                                               Development
                                                                                                     • proven by examples, e.g., acting as a
   2.6 Report, e.g., Council, committees, staff,     presented to a public, community or               proctor, chairing committees, membership
       community groups                              corporate forum, e.g., reports, budget,           participation in AMCTO or related municipal
                                                     performance evaluation, news release              organizations, teaching, facilitation, or
   2.7 Presentation, e.g., Council,
       committees, staff, community groups                                                             acting as a co-ordinator




2 CMO Accreditation Guideline AMCTO
Competency #1: Municipal
 SUB-COMPETENCY #1:                                                                                 b) The manager has the ability to advise and consult peers in the
                                                                                                       development of by-laws.
1.1 Knowledge of Legislation                                                                        c) The manager has the ability to interpret and administer by-laws.
Managers working within municipal government must be fully
conversant with municipal government and related legislation                                        Measurement Tools:                                          1, 5, 8, or 9
to function within their jobs.
This sub-competency is composed of the following                                                     SUB-COMPETENCY #2:
behaviour sets:
• Legislation Affecting Local Government
                                                                                                    1.2 Knowledge of Job Specific
• Policy Development                                                                                    Legislation
• Ability to Draft By-Laws/Legislation                                                              Managers working within municipal government must be fully
                                                                                                    conversant with municipal government and related legislation
You must choose 2 of the 3 behaviour sets.
                                                                                                    to function within their jobs.
1.1.1 Behaviours Supporting Knowledge of                                                            This sub-competency is composed of the following
      Legislation Affecting Local Government                                                        behaviour sets:
             Managers must develop a working knowledge of                                           • Legislation Affecting Job Specific Areas (e.g. finance,
             legislation affecting municipal government.                                               human resources)
Elective Behaviours — One of the following:                                                         • Implementation and Administration of Legislation
a) The manager keeps current with legislation affecting municipal                                   You must choose 1 of the 2 behaviour sets.
   government.
b) The manager demonstrates knowledge of current legislation.                                       1.2.1 Behaviours Supporting Knowledge of
                                                                                                          Legislation Affecting Job Specific Areas
Measurement Tools:                                                      1, 5, 8, or 9                         Managers must develop a working knowledge of and
                                                                                                              be able to access legislation affecting their specific area.
1.1.2 Behaviours Supporting Policy
      Development Expertise                                                                         Elective Behaviours — One of the following:
             Managers must develop a working knowledge of how                                       a) The manager keeps current with legislation affecting his/her specific
             to develop policies/procedures.                                                           area of municipal government.
                                                                                                    b) The manager demonstrates knowledge of current legislation affecting
Elective Behaviours — One of the following:                                                            his/her specific area of municipal government.
a) The manager recognizes when policies and/or procedures need to be
   developed.
                                                                                                    Measurement Tools:                                          1, 5, 8, or 9
b) The manager is able to understand the specific application of
   legislation when developing policies and procedures.                                             1.2.2 Behaviours Supporting Implementation
c) The manager has the ability to develop, implement and evaluate                                         And Administration Of Legislation
   policies and procedures.                                                                                   Managers must develop a working knowledge of how
                                                                                                              to administer and enforce legislation.
Measurement Tools:                                                      1, 5, 8, or 9
                                                                                                    Elective Behaviours — One of the following:
1.1.3 Behaviours Supporting Ability To Draft By-                                                    a) The manager is able to research and apply legislation.
       Laws/Legislation                                                                             b) The manager has the ability to advise and consult peers.
             Managers must develop a working knowledge of how                                       c) The manager has the ability to interpret, administer and enforce by-laws.
             to draft by-laws and legislation.

                                                                                                    Measurement Tools:                                          1, 5, 8, or 9
Elective Behaviours — One of the following:
a) The manager is able to research and apply legislation when
   developing by-laws.

Measurement Tools: 1) Education, 2) Participation, 3) Job Description, 4) Advocate Endorsement,
5) Demonstrated Application, 6) Skills Measurement, 7) Knowledge of Current Information Systems,                               CMO Accreditation Guideline AMCTO 3
8) Working Knowledge of Related Legislation, 9) Demonstrated Professional, Personal & Team Development
Competency #2: Management
SUB-COMPETENCY #1:                                                         e) The manager develops a specific plan with input from members of the
                                                                              work unit to outline his/her work unit’s contribution to vision
2.1 Establishing the Work                                                     realization.
                                                                           f) The manager establishes goals and measurements to track progress
    Environment                                                               toward plan accomplishment, with input for members of the work unit.
Employees generally come to work wanting to do a good job.
They want to know that the work they do matters and that it is             Elective Behaviours — One of the following:
connected to something greater than that which they see every              g) The manager understands the concept of vision and the potential
day. They need directions and rely on the manager to provide                  power it represents to the organization.
them with a communication link between the senior level of                 h) The manager is aware, in specific detail, of the vision that the leaders
the organization and the work unit they are part of.                          of his/her organization have for that organization.
The manager must translate the vision and the strategic plan               i) The manager verifies understanding of all employees within the work
of the organization into a vision and working plan for his/her                 unit about their role in the unit’s plan, goals and measurements.
area of influence, the work unit. The vision, plan and
supporting goals must be communicated effectively to the                   Measurement Tools:                                                 1 or 2
work unit and s/he must ensure that all employees are aware
of how their roles and responsibilities fit into the bigger                2.1.2 Behaviours Supporting Goal
                                                                                 Accomplishment
picture. To do this effectively, the manager must be able to                         The manager’s responsibilities include focusing his/her
communicate with all levels in the organization.                                     work unit’s time and resources on goals that ultimately
This sub-competency is composed of the following                                     contribute to corporate objectives and realization of
behaviour sets:                                                                      the long-term vision of the organization.

• Clarity of Vision
                                                                           Mandatory Behaviours:
• Goal Accomplishment                                                      a) The manager establishes priorities and teaches others how to establish
• Collaboration                                                               priorities, to ensure all resources used are supporting goal realization.
                                                                           b) The manager teaches others how to adjust priorities according to
• Role Modelling
                                                                              unexpected events.
You must choose 3 of the 4 behaviour sets.                                 c) The manager recognizes the contribution of all members of the work
                                                                              unit to goal achievement.
2.1.1 Behaviours Supporting Clarity of Vision                              d) The manager communicates regularly with his/her manager to ensure
          Managers are responsible for translating the vision of              the focus of the work unit is aligned with corporate focus.
          the organization into a specific working vision for
          members of their work unit, so that time and resources
          will be focused on the common objective.                         Elective Behaviours — One of the following:
                                                                           e) The manager regularly shares progress reports with the work unit,
Mandatory Behaviours:                                                         detailing specific accomplishments and problem areas.
a) The manager contributes to the organization’s planning process in       f) The manager facilitates problem-solving discussions with members of
   pursuit of the vision of the preferred future.                             the work unit and any other person with pertinent information to share.
b) The manager requests regular updates on progress within, and any        g) The manager shares all but confidential information gained in
   changes to, the plan.                                                      corporate communication sessions with members of his/her work unit.
c) The manager identifies how his/her work unit can contribute to vision
   realization.                                                            Measurement Tools:                                          1, 2, 3 or 4
d) The manager communicates the overall vision and the specific work
   unit vision to members of his/her work unit.




4 CMO Accreditation Guideline AMCTO
2.1.3 Behaviours Supporting Collaboration                                                           what s/he is doing well and where there is room for
             In order to be successful, a manager must work co-                                     improvement. In all attempts to develop confidence and
             operatively and collaboratively with other managers                                    competence, the manager protects and contributes to the self-
             and work units within the organization.                                                esteem of the individual.
                                                                                                    The effective manager sees development of the human
Mandatory Behaviours:                                                                               potential within his/her work unit as a priority responsibility.
a) The manager communicates within the organization to stay abreast of
   how his/her work unit interacts with and affects other work units                                This competency is composed of the following behaviour sets:
   within the organization.                                                                         • Developing and Communicating Performance Standards
b) The manager looks for opportunities to collaborate with other work                               • Developing Job Skills through Training
   unit managers and is co-operative when asked to collaborate.
c) The manager forwards information that may be of benefit to others
                                                                                                    • Providing Affirming and Constructive Feedback
   including his/her manager, peers and employees.                                                  You must choose 2 of the 3 behaviours.
d) The manager meets regularly with his/her manager and provides
   him/her with progress updates and alerts him/her to any potential                                2.2.1 BEHAVIOURS SUPPORTING
   problems or pitfalls.                                                                                  DEVELOPING AND MAINTAINING
                                                                                                          PERFORMANCE STANDARDS
Measurement Tools:                                                               1 or 4                       Performance standards are developed by managers to
                                                                                                              provide employees with the picture of what good
2.1.4 Behaviours Supporting Role Modelling                                                                    performance looks like within their jobs. Performance
             The manager is conscientious about keeping his/her                                               standards are communicated so that everyone knows
             actions and words consistent, and thus provides a                                                specifically what is expected.
             model of desirable behaviour for others to follow.
                                                                                                    Mandatory Behaviours:
Mandatory Behaviour:                                                                                a) The manager communicates performance standards to the employee
a) The manager is respectful of the input of everyone, even if the views                               responsible for the key performance area.
   are contrary to the manager’s own views.                                                         b) The manager verifies that the employee understands the performance
                                                                                                       standard.

Elective Behaviours — One of the following:                                                         c) The manager establishes an appropriate follow-up to ensure
b) The manager models good time management practices.                                                  understanding can be applied on the job.

c) The manager teaches good time management practices.
                                                                                                    Elective Behaviours — One of the following:
                                                                                                    d) The manager is able to define performance standards for each of the
Measurement Tools:                                                       1, 3, 5 or 6
                                                                                                       key performance areas within his/her work unit.
                                                                                                    e) The manager communicates how important the key performance areas
 SUB-COMPETENCY #2:                                                                                    are to the work unit, department and organization as a whole.

2.2 Developing Confidence                                                                           Measurement Tools:                                         1, 5 or 6
    and Competence Within
    the Work Unit
The manager, in that s/he attains his/her results through the
effort and results of others, strives toward developing a highly
competent and confident work team. The manager knows that
three essential elements are required to develop competence
and confidence. Those elements are: clearly defined and
communicated work standards; training in the skills that the
work standards require; and feedback to let the person know




Measurement Tools: 1) Education, 2) Participation, 3) Job Description, 4) Advocate Endorsement,
5) Demonstrated Application, 6) Skills Measurement, 7) Knowledge of Current Information Systems,                              CMO Accreditation Guideline AMCTO 5
8) Working Knowledge of Related Legislation, 9) Demonstrated Professional, Personal & Team Development
2.2.2 Behaviours Supporting Development Of                                     SUB-COMPETENCY #3:
      Job Skills Through Training
          The manager must ensure that everyone has sufficient                2.3 Perpetuating Confidence
          skill to do the job being expected. When there is a
          gap between skills required and skills possessed, the
                                                                                  and Competence
          manager must ensure the person receives effective                   Establishing performance standards, training to meet those
          training.                                                           standards, and feedback to maintain standards form the
                                                                              foundation of developing confidence and competence in a
Mandatory Behaviours:                                                         work unit. However, there are other factors that must be
a) The manager, after considering input from the employee, determines         considered in order to keep the work unit at optimal
   where skill training is required.                                          performance.
b) The manager communicates the expectations of the skill training with
   the employee to be trained.
                                                                              When there are position vacancies, a manager must know,
                                                                              with confidence, how to interview and choose the very best
                                                                              person available for these positions. This process must be
Elective Behaviours — One of the following:                                   conducted within the parameters established by law. Once the
c) The manager ensures the employee is trained effectively. The               person is hired, regular and frequent performance
   manager follows up with the employee to ensure on-the-job
                                                                              evaluations must be conducted in order for the person to
   application of the skill.
                                                                              remain motivated to do his or her best. And when a particular
                                                                              person is not performing despite repeated attempts to correct
Measurement Tools:                                             1, 5 or 9
                                                                              performance, the manager must conduct a legally defensible
2.2.3 Behaviours Supporting Providing                                         termination.
      Affirming And Constructive Feedback                                     This competency is composed of the following behaviour sets:
          The manager knows that people want to hear
                                                                              • Selecting the Best through Effective Interview Techniques
          when they have done a good job and they want
          guidance to correct performance that is                             • Providing Regular Feedback to Employees
          temporarily not up to standard.
                                                                              • Conducting Performance Evaluations
                                                                              • Effective Progressive Discipline
Mandatory Behaviours:
a) The manager provides constructive feedback to employees who know           • Terminating and Firing for Cause
   how to perform to standard, but whose performance is temporarily not       • Conducting Lay-off
   up to the standard.
b) The manager delivers effective reprimands to employees who know
                                                                              You must choose 4 of the 6 behaviours.
   how to perform up to the standard, but whose current performance is
   not up to the standard and whose actions may pose a health, safety or      2.3.1 BEHAVIOURS SUPPORTING SELECTING
   organizational concern.                                                          THE BEST THROUGH EFFECTIVE
c) The manager conducts a progressive discipline process with                       INTERVIEW TECHNIQUES
   employees who know how to perform up to the standard, but whose                      The manager knows that hiring the right people with
   current performance, despite constructive feedback, is repeatedly not                the right skills and aptitude is key to the employment
   up to the standard.                                                                  relationship. By interviewing according to time-proven
                                                                                        techniques, the rate of successful hires increases.

Elective Behaviours — One of the following:
                                                                              Mandatory Behaviours:
d) The manager looks for opportunities to provide the employee who is
                                                                              a) In determining the best candidate for the job, the manager first
   still learning with detailed and specific affirming feedback, describing
                                                                                 reviews the job description that fully describes all the tasks and
   what s/he is doing right and why it should be continued.
                                                                                 responsibilities of the position.
e) The manager looks for opportunity to provide the confident and
                                                                              b) The manager determines minimum qualifications and experience
   competent employee with abbreviated affirming feedback, indicating
                                                                                 which reflect precisely the tasks and requirements of the position.
   the manager is interested in and appreciates his/her performance.
                                                                              c) The manager determines the qualities or job dimensions s/he is seeking.
Measurement Tools:                                             1, 5 or 9      d) The manager prepares for the interview by reviewing resumés and
                                                                                 linking desirable qualities to the requirements and dimensions of the
                                                                                 job description, noting points for follow-up.


6 CMO Accreditation Guideline AMCTO
e) The manager conducts the interview by: asking questions designed to
                                                                                                    2.3.2 Behaviours Supporting Providing
   elicit behavioural examples; listening actively to the answers; taking
   notes of the key points of each candidates’ responses, their questions
                                                                                                          Regular Feedback
                                                                                                               The manager knows that, to bring out the best in
   and their reaction to the information s/he shares about the position.
                                                                                                               people, regular, specific and performance-related
f) The manager evaluates each candidate objectively.                                                           feedback is required. People need to know what is
g) The manager is capable of integrating data obtained by other                                                going well and where there is room for improvement.
   interviewers.
h) The manager understands and complies with the letter and the intent                              Mandatory Behaviours:
   of the Human Rights Code of Ontario and corporate policy with                                    a) The manager systematically checks on the progress of all his/her
   respect to conducting interviews and hiring and conducts interviews                                 employees and makes notes of his/her conclusions. These notes are
   accordingly. S/he complies in an interview situation and in all his/her                             filed for future reference.
   dealings with every person who works within his/her areas of
                                                                                                    b) The manager regularly provides feedback on performance to every
   responsibility. The manager shows respect, as defined by legislation,
                                                                                                       employee within his/her area of responsibility.
   for every person working within the organization, customers,
   suppliers, and agents of the organization.                                                       c) The manager recognizes incremental progress toward established goals.


Elective Behaviours — Five of the following:                                                        Elective Behaviours — One of the following:
i) The manager drafts an interview outline which includes the                                       d) The manager knows and informs others that the purpose of a
   dimensions being sought and the information being shared.                                           performance evaluation system is to help all employees perform to the
                                                                                                       best of their ability, and to find out if staff need additional assistance or
j) If multiple interviewers are to be used, the manager informs the others
                                                                                                       resources to do the best job possible.
   of the dimensions being sought and, where appropriate, divides the
   dimensions among the interviewers.                                                               e) The manager designs and uses a system for measuring and monitoring
                                                                                                       the performance of each of his/her employees.
k) The manager is able to explain the advantages and disadvantages of the
   various sources of candidates, including but not limited to: within the                          f) The manager discusses individual personal development plans with
   organization, personal references, employment agencies, professional                                each of the people reporting to him/her.
   associations, Internet and media advertisements.                                                 g) The manager uses informal measuring/monitoring discussions to
l) The manager drafts a position advertisement outlining the qualities                                 compare results to expectations, record results, praise, coach or counsel.
   being sought, and determines the best advertising vehicle, considering
   the position, situation and other factors.                                                       Measurement Tool Examples:                                 1, 3, 5, 6 or 9
m) The manager determines the criteria by which resumés and
   applications will be screened.                                                                   2.3.3 Behaviours Supporting Performance
n) The manager is capable of screening resumes and applications                                           Evaluations
   according to pre-determined criteria and, thus, of identifying those                                        Managers know that formal performance evaluations
   candidates to be interviewed.                                                                               help employees develop in their jobs. The performance
                                                                                                               evaluation summarizes the strengths and weaknesses
o) The manager conducts third-party reference checks, seeking
                                                                                                               as demonstrated by performance in the past evaluation
   behavioural examples which will reliably predict the candidates’
                                                                                                               period and establishes goals for the next.
   performance on the job.
p) The manager chooses the best candidate available for the job with
   confidence and objectivity.                                                                      Mandatory Behaviours:
                                                                                                    a) The manager understands that the use of performance evaluations is
q) The manager prepares a job offer for the successful candidate.                                      an opportunity to formally document each employee’s performance.
r) The manager identifies elements of the job offer which are open to
   negotiation and those which are not.
                                                                                                    Elective Behaviours — Five of the following:
s) The manager evaluates the effectiveness of his/her interview techniques
                                                                                                    b) The manager uses performance evaluations as a chance to evaluate
   and makes a note of what technique was particularly effective and what
                                                                                                       past performance goal attainment.
   is still in need of improvement.
                                                                                                    c) The manager uses performance evaluations as opportunity for
                                                                                                       communication to make sure assigned tasks and priorities are in order.
Measurement Tools:                                                       1, 5, 6 or 9
                                                                                                    d) The manager uses performance evaluations to establish new
                                                                                                       performance goals.
                                                                                                    e) The manager prepares a formal, written performance evaluation which
                                                                                                       summarizes significant events of the evaluation period (events which
                                                                                                       have been previously discussed with the employee). S/he supports
                                                                                                       his/her words with specific behavioural examples.
Measurement Tools: 1) Education, 2) Participation, 3) Job Description, 4) Advocate Endorsement,
5) Demonstrated Application, 6) Skills Measurement, 7) Knowledge of Current Information Systems,                                 CMO Accreditation Guideline AMCTO 7
8) Working Knowledge of Related Legislation, 9) Demonstrated Professional, Personal & Team Development
f) The manager keeps the performance evaluation relevant to the goals        i) If behaviour does not return to standard, the manager responds with
   and expectations and standards of the employee’s position.                   effective discipline.
g) The manager requests that the employee fill in these forms with           j) The manager allows the employee being disciplined reasonable time to
   his/her opinions of performance during the evaluation period.                bring his/her performance in line with the standard.
h) The manager meets personally with the employee, in a private and
   uninterrupted setting, conducive to meaningful discussion, to discuss     Measurement Tools:                                        1, 5, 6 or 8
   the evaluation and particularly any differences between the manager’s
   perspective and the employee’s perspective about performance.             2.3.5 Behaviours Supporting
i) The manager discusses any problems with the focus on ways s/he and              Termination And Firing For Cause
   the employee can work together to correct the situation.                            Managers know that, when progressive discipline is
j) The manager reviews the performance in general, discussing                          unsuccessful, termination is necessary. They view this
   approaches that worked well and those that did not.                                 as a choice made by the employee and recognize it is
                                                                                       the only fair thing to do, for all the employees who are
k) The manager understands and can communicate to the employee                         meeting performance standards.
   his/her contribution to the overall corporate direction.
l) The manager and employee together set new performance goals and
                                                                             Mandatory Behaviours:
   expectations for the next evaluation period compatible with the
                                                                             a) The manager recognizes the conditions under which an employee
   standards of the employee’s position.
                                                                                would be terminated and conditions under which an employee would
                                                                                be fired for cause.
Measurement Tools:                                         1, 3, 5 or 6

2.3.4 Behaviours Supporting                                                  Elective Behaviours — Three of the following:
      Progressive Discipline                                                 b) The manager follows the correct and legally defensible procedures for
          Managers know that, from time to time, an employee’s                  termination, including (if the problem is performance-based), fair
          performance may deviate from the established                          warning of consequences and reasonable response time.
          standard. When progressive discipline is initiated                 c) The manager ensures documentation to support termination is
          properly, the employee’s performance can be brought                   accurate and sufficient.
          back in line, keeping the employee’s self-esteem intact.           d) When an employee is fired for cause, the manager provides a clear
                                                                                explanation for the firing to minimize resentment towards the
Mandatory Behaviours:                                                           organization.
a) The manager knows and demonstrates the importance of dealing with         e) In both terminations and firings, the manager ensures the dignity of
   employee performance deviations before they become major problems.           the employee is maintained.
                                                                             f) The manager conducts both terminations and firings in one-on-one
Elective Behaviours — Four of the following:                                    private meetings that take no more than 5 - 10 minutes.
b) The manager knows the importance of focusing on the performance,          g) The manager maintains legal defensibility by observing due diligence
   not on the personality.                                                      in the termination and firing process.
c) The manager practises a consistent and effective system of employee
   discipline.                                                               Measurement Tools:                                     1, 5, 6, 7 or 8
d) Through discipline, the manager brings problems or potential
   problems to the attention of the employee so that action can be taken     2.3.6 Behaviours Supporting
   to correct them before they become major problems.                              Conducting Lay-Off
e) The manager ensures that discipline has a primary goal of guiding                   The manager understands that, at times, business can
   performance back to the agreed-upon standards.                                      not support the current level of human resources and
                                                                                       that, for the sake of the long-term health of the
f) The manager believes there are two reasons to discipline — failure to               business, laying-off staff may be required.
   meet performance standards and misconduct. The manager is equally
   effective with these two tracks of discipline.
                                                                             Mandatory Behaviours:
g) The manager demonstrates that effective discipline, which focuses on
                                                                             a) When factors necessitate a staff reduction, the manager understands
   performance, not on personalities, is applied consistently and fairly,
                                                                                how to conduct an employee lay-off.
   considers all the facts, and is administered with impartiality, without
   favouritism.
h) When the manager is delivering progressive discipline, s/he selects the   Elective Behaviours — Four of the following:
   least severe step that will result in the desired behaviour: verbal       b) The manager determines the extent of the lay-off, given the
   warning, written warning, pay reduction, suspension without pay,             organization’s financial situation.
   demotion or eventual termination.

8 CMO Accreditation Guideline AMCTO
c) The manager notifies all employees of the planned lay-off in advance.
                                                                                                    2.4.1 Behaviour Supporting The Quality And
d) The manager prepares a final list, rank ordered, of affected employees                                 Service Revolution
   and notifies affected employees of the details of the lay-off.                                             The manager knows that, unless the customer
e) The manager participates in the actual termination process.                                                perceives quality in the product and the service, the
                                                                                                              future of his/her organization is in jeopardy.
f) The manager knows how to rally the remaining staff when the lay-off
   is over.
g) The manager considers and offers alternative approaches to rectify the                           Elective Behaviours — One of the following:
   adverse financial situation.                                                                     a) The manager is aware of the quality revolution sweeping through
                                                                                                       business today and equally is aware of the importance of perceived
h) The manager offers full disclosure of the problems in hope that s/he
                                                                                                       customer service.
   may solicit employee suggestions for alternative ways of cutting costs,
   or improving efficiencies.                                                                       b) The manager teaches his/her employees about the critical role of
                                                                                                       quality and about always seeking to improve the perception of
i) The manager fully explores alternatives to lay-off such as attrition,
                                                                                                       customer service.
   demotions, early retirement, transfers, reducing discretionary expenses,
   deferring capital purchases and any other suggestions staff may offer.
j) The manager provides out-placement services to the affected employees.                           Measurement Tools:                                               1 or 5


Measurement Tools:                                                           1, 5 or 6              2.4.2 Behaviour Supporting High Involvement
                                                                                                          Workplaces
                                                                                                              The manager knows that the staff who are the closest
 SUB-COMPETENCY #4:
                                                                                                              to the customer are the ones who know what has to
2.4 Ability to Discuss                                                                                        be done to improve the business and often know how
                                                                                                              to do it. Effective managers therefore involve their staff
    Contemporary                                                                                              in idea generation activities.

    Organizational Trends                                                                           Mandatory Behaviours:
According to a recent Fortune magazine article, there are three                                     a) The manager ensures that meeting to discuss quality and service
dominant forces shaping twenty-first century organizations.                                            enhancements and problems is a two-way communication process.
These forces include: high involvement workplaces with self-                                        b) The manager really listens to the suggestions of employees.
managed teams and empowered employees; a new emphasis                                               c) The manager keeps his/her employees apprised of the status of their
on managing business processes rather than functional                                                  suggestions.
departments; and the evolution of information technology to                                         d) The manager allows the employee group to take credit for their
the point where knowledge, accountability and results can be                                           improvement suggestions.
distributed rapidly, anywhere in the organization.                                                  e) The manager celebrates quality/service enhancements.
For a manager to be successful in any organization today,
s/he must be aware of external factors that may impact on                                           Elective Behaviours — Two of the following:
the way the corporation operates in the future. To ignore                                           f) The manager encourages his/her employees to identify opportunities
these trends could have devastating impact on all but the                                              to improve product quality and customer service in the product or
most resilient of endeavours.                                                                          service of their work unit.
                                                                                                    g) The manager meets regularly with employees to discuss quality and
This competency is composed of the following behaviour sets:
                                                                                                       service enhancements and problems. These discussions include
• Quality and Service Revolution                                                                       process quality as well as product quality.
• High Involvement Workplaces                                                                       h) The manager implements suggestions that seem as though they would
                                                                                                       improve quality and/or service with a reasonable cost-benefit.
• Self-Managed Teams
                                                                                                    i) The manager takes viable suggestions that s/he is unable to implement
• Empowerment                                                                                          to the appropriate level of the organization for consideration and
• The Legislative Environment                                                                          attempts to achieve implementation in a timely fashion.
                                                                                                    j) The manager measures the impact of quality/service enhancements.
• Managing Business Processes
• Information Systems and Technology
                                                                                                    Measurement Tools:                                               1 or 5
You must choose 4 of the 7 behaviours.

Measurement Tools: 1) Education, 2) Participation, 3) Job Description, 4) Advocate Endorsement,
5) Demonstrated Application, 6) Skills Measurement, 7) Knowledge of Current Information Systems,                              CMO Accreditation Guideline AMCTO 9
8) Working Knowledge of Related Legislation, 9) Demonstrated Professional, Personal & Team Development
2.4.3 Behaviours Supporting                                                   2.4.5 Behaviour Supporting Compliance With
      Self-Managed Teams                                                            The Legislative Environment
          The manager encourages staff to take responsibility for                       The manager has confidence that all his/her actions
          their jobs and think through problems and                                     are in compliance with the legislative environment.
          opportunities.
                                                                              Mandatory Behaviours:
Mandatory Behaviours:                                                         a) The manager has a working knowledge of the various laws impacting
a) The manager encourages team performance among his/her employees.              upon his/her responsibilities including but not limited to the Human
b) The manager ensures his/her employees possess team-work skills.               Rights Code of Ontario, WHMIS, Municipal Act, health and safety
                                                                                 regulations, environmental statutes and labour laws.
c) The manager effectively utilizes different team approaches for different
   tasks, that is, formal teams (task forces, committees, command teams)      b) The manager understands and practises due diligence in all
   and informal teams (mentoring teams, ad hoc groups.)                          undertakings.

d) The manager recognizes the stages in team development and uses the         c) The manager attends seminars which update managers on their
   appropriate coaching style to move his/her team to optimal performance.       legislative obligations.
                                                                              d) The manager shares the information obtained in these seminars with
                                                                                 staff and colleagues, as appropriate.
Elective Behaviours — One of the following:
e) When the team has reached a sufficient level of confidence and
   competence, the manager empowers the team to make decisions and            Measurement Tools:                                       1, 5, 7 or 8
   implement change within their area of responsibility.
f) The manager promotes the team approach as the team can act quickly
   to meet customer expectations, to innovate and to adapt.                   2.4.6 Behaviours Supporting Managing Business
                                                                                    Processes
g) The manager ensures that, as time becomes the more critical                          The manager views the organization as a whole and is
   competitive measurement, using the team approach is an important                     supportive of cross-functional activities which improve
   way organizations can remain competitive.                                            efficiencies within the organization.

Measurement Tools:                                               1 or 5       Elective Behaviours — Two of the following:
                                                                              a) The manager participates in cross-functional teams mandated to
                                                                                 identify better ways of doing business.
2.4.4 Behaviours Supporting Empowerment
                                                                              b) The manager supports staff who participate in cross-functional teams
          The manager develops his/her staff by allowing them
                                                                                 mandated to identify better ways of doing business.
          to take responsibility for decisions within their area of
          expertise, when they have the confidence and the                    c) The manager develops collaborative relationships with peers in other
          competence to do so.                                                   areas in order to identify ways the areas can work together more
                                                                                 effectively.

Elective Behaviours — Two of following:                                       d) The manager keeps his/her manager informed about his/her
a) The manager delegates task responsibility fully to those employees who        involvement in cross-functional work efforts.
   have both the competence and the confidence to accept accountability       e) The manager shares resources when sharing is in the best interest of
   for the task.                                                                 the organization as a whole.
b) The manager understands and uses the concept of empowerment (the
   transfer of power, responsibility and authority from higher to lower-      Measurement Tools:                                              1 or 5
   level employees).
c) The manager recognizes that empowerment results in better and faster
   decision-making and better responsiveness of the organization to the
   customers’ needs.
d) The manager facilitates problem resolution at the lowest level of the
   organization.
e) The manager understands and can explain the concept of
   empowerment to staff and others.
f) The manager supports prudent decisions made by empowered
   employees.


Measurement Tools:                                               5 or 8

10 CMO Accreditation Guideline AMCTO
2.4.7 Behaviours Supporting Information                                                             2.5.1 Behaviours Supporting Budget Production
      Systems And Technology                                                                                  The manager knows that the budget is a required
             The manager stays up to date on changes in                                                       management tool and must be prepared with careful
             technology and information systems that may be                                                   planning research and judgement.
             beneficial to the work unit and to the business in
             general.
                                                                                                    Mandatory Behaviours:
                                                                                                    a) The manager acknowledges the budget is a prediction of the future
Mandatory Behaviours:                                                                                  and is only as good as the data that are used to construct it, and the
a) The manager is open to staff input with respect to technical                                        judgement the manager uses in the process.
   enhancements that would improve the efficiencies of the business unit.                           b) The manager closely reviews budgeting documents and any
                                                                                                       instructions provided by the accounting staff.
Elective Behaviours — One of the following:                                                         c) The manager meets with his/her staff to solicit their input, including
b) The manager has an awareness of the technical systems that drive                                    what they will need and their suggestions.
   his/her business, and a working knowledge of the technical systems                               d) The manager gathers additional data by reviewing previous budgets and
   that impact on his/her business.                                                                    accounting reports, comparing budget to actual and determining accuracy.
c) The manager maintains an open mind and learns technical                                          e) The manager estimates how much new business may be changed in
   applications that can improve his/her management ability.                                           the duration of this budget and by how much that loss/increase will
d) The manager encourages staff to complete cost-benefit analyses of                                   reduce/increase expenses.
   technical and systems enhancements that would impact upon the                                    f) The manager applies judgement to determine the most likely outcome
   efficiencies of their business unit.                                                                between incoming business and the cost of doing business, fills in the
e) The manager actively promotes enhancements with a positive cost-                                    numbers and sends the budget to accounting, for example, for processing.
   benefit analysis to the decision-makers, throughout the corporation.                             g) The manager receives a draft budget which s/he will review and modify.
                                                                                                    h) The manager signs off on the budget when s/he is satisfied the budget
Measurement Tools:                                                           1, 5 or 7                 is realistic yet challenging.


 SUB-COMPETENCY #5:                                                                                 Elective Behaviours — One of the following:
                                                                                                    i) The manager uses tests to verify the numbers.
2.5 Financial Awareness                                                                             j) The manager is capable of constructing a start-up budget when
Budgets provide the baseline against which the manager can                                             beginning a new business venture.
measure progress toward agreed-upon performance goals.
Data about the actual performance of the work unit is                                               Measurement Tools:                                          1, 3, 5 or 6
provided by accounting systems that generate reports. By
comparing the expected figures against the actual figures, the                                      2.5.2 Behaviours Supporting Using Accounting
manager assesses the current financial health of the work unit.                                           Reports
This competency is composed of the following behaviour sets:
                                                                                                    Mandatory Behaviours:
• Producing a Budget                                                                                a) The manager has a basic understanding of accounting reports and
• Accounting Reports                                                                                   uses them to control the financial side of his/her business.

• Strategic Financial Planning                                                                      b) The manager regularly reads the balance sheet and, by reviewing the value
                                                                                                       of each item, can identify potential problems and take actions to correct.
You must choose 2 of the 3 behaviours.                                                              c) The manager can read an income statement, compare net income
                                                                                                       (loss) to budget predictions and take action accordingly.
                                                                                                    d) The manager can read a cash flow statement, use the information it
                                                                                                       contains in his/her decision-making process.


                                                                                                    Measurement Tools:                                              1, 5 or 6




Measurement Tools: 1) Education, 2) Participation, 3) Job Description, 4) Advocate Endorsement,
5) Demonstrated Application, 6) Skills Measurement, 7) Knowledge of Current Information Systems,                              CMO Accreditation Guideline AMCTO 11
8) Working Knowledge of Related Legislation, 9) Demonstrated Professional, Personal & Team Development
2.5.3 Behaviour Supporting Strategic Financial                          2.6.1 Behaviours Supporting Self-Management
      Planning                                                                     The manager know that, to stay functioning in times of
          The manager knows that strategic financial planning is                   stress and pressure and to be able to help anyone else,
          critical in today’s changing financial landscape.                        it is important to exercise self-management.


Mandatory Behaviours:                                                   Mandatory Behaviours:
a) The manager understands long term financial planning.                a) The manager acts as a role model of effective stress-coping behaviours.
b) The manager is involved in developing a long term financial plan.    b) The manager is clear on both long and short-term goals, both
                                                                           personal and professional.
                                                                        c) The manager teaches and models good time management techniques.
Measurement Tools:                                       1, 3, 5 or 6
                                                                        d) The manager does not procrastinate with activities that contribute
                                                                           significantly to short- and long-term goals.
SUB-COMPETENCY #6:                                                      e) The manager can streamline his/her schedule when necessary by
2.6 Managing Stress and                                                    shortening, condensing or removing needless steps.

    Pressure                                                            Elective Behaviours — One of the following
The manager recognizes that stress plays a major role in the            f) The manager promotes a healthy life style, eating nutritious food to
                                                                           fuel his/her body, exercising daily and taking time to relax.
lives of every member of his/her work unit. Stress can be a
positive factor, encouraging people to perform to the                   g) The manager maintains a sense of humour especially when under
                                                                           pressure.
maximum of their ability and, in doing so, stretching
tomorrow’s maximum to new levels. However, when stress                  h) The manager uses ‘to do’ lists to keep activities focused.
occurs every day, in every area of life, people need coping             i) The manager prioritizes his/her daily activities so they are aligned with
skills to make sure the stress factor remains positive and                 goal accomplishment.
results-enhancing.                                                      j) The manager is able to say ‘no’ graciously, when requests do not fit
                                                                           into the priority requirements of the day.
The manager must keep a stress perspective on two levels.
                                                                        k) The manager persists with his/her first priority until it is finished, or
The first one is from a personal perspective — how much
                                                                           can be delegated or until a new priority emerges.
stress is there in both the manager’s personal and
                                                                        l) The manager respects his/her time and the time of his/her employees.
professional responsibilities — and secondly how much
stress is there is each employee’s personal and professional
responsibilities. The effective manager knows that the issue is         Measurement Tools:                                               1, 7 or 9
not “how much stress is there?” but “how well does the
                                                                        2.6.2 Behaviours Supporting Developing
individual cope with his/her level of stress?”
                                                                              Coping Skills In Others
This competency is composed of the following behaviour sets:                       Since stress is an every-day occurrence, the manager
                                                                                   knows that it is important to help everyone develop
• Self-Management
                                                                                   coping skills to manage daily stress levels.
• Developing Coping Skills in Others
• Change Management                                                     Mandatory Behaviours:
• Modelling Stress Coping Strategies                                    a) The manager is clear about what s/he can and cannot do for the
                                                                           employee experiencing stress overload.
You must choose 3 of the 4 behaviours.                                  b) The manager deals with emotional situations effectively and quickly
                                                                           gets the employee focused and his/her behaviour back on track.
                                                                        c) In stressful situations, the manager contributes carefully to the self-
                                                                           esteem of others.


                                                                        Elective Behaviours — Two of the following:
                                                                        d) The manager recognizes the signs of stress overload in others and
                                                                           helps them adjust.
                                                                        e) The manager is able to view the effects and consequences of stress
                                                                           from another person’s point of view.


12 CMO Accreditation Guideline AMCTO
f) The manager does not stand in judgement of the effects of stress and                             Elective Behaviours — One of the following:
   pressure on others, but helps take responsibility and improve own                                c) The manager practises stress reduction exercises.
   effectiveness.                                                                                   d) The manager teaches stress reduction exercises to others.
g) The manager conducts one-on-one discussions with employees who
   s/he notices are having problems connected to stress, or with
                                                                                                    Measurement Tools:                                          1, 4, 5 or 9
   employees who come to him/her for help.
h) The manager demonstrates empathy.
                                                                                                     SUB-COMPETENCY #7:
Measurement Tools:                                                       1, 4, 5 or 9
                                                                                                    2.7 Continuous Professional
2.6.3 Behaviours Supporting Change
      Management
                                                                                                        Development
             The manager recognizes that change has become a                                        The manager is keenly aware that professional development is
             fact of life, and organizations that assimilate change                                 the only way to stay personally and professionally competitive
             quickly have a competitive edge.                                                       in today’s rapidly changing world. The manager is visible in
                                                                                                    his/her commitment to professional development, believes in,
Mandatory Behaviours:                                                                               and practises mentoring relationship and encourages others
a) The manager is proactive in introducing change.                                                  to pursue life-long learning as their plan for job security and
b) The manager understands and communicates the stages of change.                                   life security.
c) The manager discusses change in terms of the personal benefit for the                            This competency is composed of the following behaviours:
   person affected by the change.
d) The manager shows respect for the initiator of change, and although
                                                                                                    • Professional Development of Self
   the manager may not agree with the change, will agree to work as part                            • Mentor Relationships
   of the team implementing the change.
                                                                                                    • Professional Development for Others
e) The manager does not take change personally. S/he does not view
   change as a negative implication of the way s/he was doing things.                               You must choose 2 of the 3 behaviours.
f) The manager maintains perspective throughout the change process.
                                                                                                    2.7.1 BEHAVIOURS SUPPORTING
                                                                                                          PROFESSIONAL DEVELOPMENT OF SELF
Elective Behaviours — One of the following:                                                                   The manager knows that continuous professional
g) The manager recognizes the warning signs when a person is in denial                                        development is important in today’s business
   or is resisting and knows how to move this person on to exploration                                        environment.
   and acceptance.
h) The manager shows others how to make change work for them.                                       Mandatory Behaviours:
                                                                                                    a) The manager has a continuing plan for his/her own professional
i) The manager is quick to enlighten people on the legitimate positive
                                                                                                       development.
   nature of the change.
                                                                                                    b) The manager regularly reviews his/her strengths and weaknesses with
                                                                                                       respect to the long-term vision of the organization and plan of the
Measurement Tools:                                                           1, 5 or 9                 business unit s/he is responsible for.
                                                                                                    c) The manager commits to improving weaknesses and gives priority to
2.6.4 Behaviours Supporting Modelling Stress
                                                                                                       those directly affecting long-term effectiveness.
      Coping Strategies
             For the manager to stay functional in times of stress                                  d) The manager demonstrates commitment to the plan and to the concept
             and to help others cope, s/he must model effective                                        of life-long learning.
             coping strategies.                                                                     e) The manager attends seminars and courses within his/her field of
                                                                                                       expertise.
Mandatory Behaviours:                                                                               f) On return from a course or seminar, the manager will meet with
a) The manager maintains and promotes optimism, even during                                            his/her staff to discuss interesting content and possible application.
   difficult times.
                                                                                                    g) The manager regularly reads books and periodicals both within
b) The manager is understanding of others who may not share optimism.                                  his/her area of expertise and outside.




Measurement Tools: 1) Education, 2) Participation, 3) Job Description, 4) Advocate Endorsement,
5) Demonstrated Application, 6) Skills Measurement, 7) Knowledge of Current Information Systems,                              CMO Accreditation Guideline AMCTO 13
8) Working Knowledge of Related Legislation, 9) Demonstrated Professional, Personal & Team Development
Elective Behaviours — Four of the following:
                                                                               2.7.3 Behaviours Supporting Developing Others
h) The manager reviews his/her professional development plan with
                                                                                         The manager knows that, to be successful, s/he must
   his/her supervisor and gets input at that level.
                                                                                         surround him/herself with other successful people.
i) The manager asks staff “How am I doing?” And the manager listens                      Developing others thus becomes a key to the
   graciously to their answers.                                                          manager’s own success.
j) Input from others is incorporated into his/her overall professional
   development plan.                                                           Mandatory Behaviours:
k) The manager delivers training programs within his/her field of expertise.   a) The manager creates a supportive environment which allows
                                                                                  employees to grow and to be successful - an environment in which it is
l) The manager reads periodicals about contemporary business trends.              safe to make a mistake, an environment with open channels of
m) The manager promotes access to professional development resources              communication for good and not-so-good news, channels that all
   and encourages staff to take them home to read.                                employees can use to make suggestions. Within this environment, the
n) The manager uses various mediums to distribute items of interest.              manager demonstrates trust and respect for all employees, by
                                                                                  including them in all possible decision-making.
o) The manager allocates time in staff meetings to discuss opportunities
   for learning and applications.                                              b) The manager challenges employees to develop their skills and
                                                                                  knowledge by providing them with training and support as they
                                                                                  implement new skills.
Measurement Tools:                                             1, 5 or 9
                                                                               c) The manager recognizes and rewards all employees in various ways
                                                                                  that recognize their unique needs and, in so doing, inspires others to
2.7.2 Behaviours Supporting Mentor                                                high levels of human performance.
      Relationships
          The manager is involved in mentoring relationships
          both as mentor and as student.                                       Elective Behaviours — Two of the following:
                                                                               d) The manager encourages his/her staff to regularly review their own
                                                                                  strengths and weaknesses.
Elective Behaviours — One of the following:
a) The manager acts as a mentor to less experienced staff who want to learn.   e) Together with the manager’s input, a development plan is drafted for
                                                                                  each individual reporting to the manager.
b) The manager always has a mentor of his/her own asks questions of
   this person, and notes the learning.                                        f) The manager encourages staff to establish self-development goals and
                                                                                  deadlines.

Measurement Tools:                                                4 or 9       g) The manager monitors the progress of the development plan.
                                                                               h) The manager provides resources for the completion of the plan.
                                                                               i) The manager celebrates successes and supports failure, on the way to
                                                                                  the completion of the professional development plan.


                                                                               Measurement Tools:                                               4 or 9




14 CMO Accreditation Guideline AMCTO
Competency #3: Leadership
 SUB-COMPETENCY #1:                                                                                 3.1.2 Behaviour Supporting Knowledge
3.1 Vision                                                                                          Mandatory Behaviours:
A true leader is one with vision - to take the team,                                                a) Leaders continually train and are continually learning.
department, organization to new heights and challenges.                                             b) Leaders ask questions.
Calculated, informed risk-taking is part of being a leader.                                         c) Leaders engage the minds and intellect of others through effective
This sub-competency is composed of the following behaviour                                             questions that stimulate curiosity and creativity.
sets:                                                                                               d) Leaders listen actively, by giving undivided attention to the speaker,
                                                                                                       asking questions for clarity and paraphrasing for confirmation.
• Integrity
                                                                                                    e) Leaders seek first to understand and then to be understood.
• Empowerment                                                                                       f) Leaders train to “think outside the box” by reading or taking classes
• Vision                                                                                               outside their field of expertise, by developing friendships outside their
                                                                                                       field of expertise or by reading innovative books and magazines.
• Knowledge                                                                                            Leaders know the importance of viewing things from other
You must choose 2 of the 4 behaviours.                                                                 perspectives and develop a support system to enable them to do so.
                                                                                                    g) Leaders have goals for personal growth beyond the average, and
3.1.1 Behaviours Supporting Integrity                                                                  they encourage other members of the team to develop beyond-
                                                                                                       average personal growth goals and plans, encouraging everyone to
Mandatory Behaviours:                                                                                  reach full potential.
a) A person of integrity will take action based on what s/he has                                    h) Leaders actively seek to develop mentoring relationships as a means of
   discerned, even at personal costs.                                                                  increasing productivity and employee morale. Leaders learn from, share
b) A person of integrity is willing to speak up for what s/he knows is right.                          information with, and encourage everyone to reach their full potential.
c) A person of integrity is always searching his/her character strengths                            i) Leaders decipher the shared assumptions within an organization in
   and weaknesses.                                                                                     order to be able to define the corporate culture. The leader
                                                                                                       communicates corporate culture to members of the team.
d) A person of integrity sets goals to improve areas of weakness.
                                                                                                    j) Leaders are committed to life-long learning.

Elective Behaviours — Two of the following:
e) A person of integrity is able to discern what is right and wrong.                                Elective Behaviours — Three of the following:
f) A person of integrity will openly say that s/he is acting on his/her own                         k) Leaders follow their curiosity to engage in activities that expand
   understanding of what is right and wrong.                                                           their minds.

g) A person of integrity lives a self-disciplined life, clear about his/her                         l) Leaders train to become better by attending leadership development
   goals and consistently manages his/her actions in the direction of                                  seminars, listening to leadership development audio tapes, reading
   those goals.                                                                                        books on leadership and practising leadership skills.

h) A person of integrity encourages integrity in others by trusting others                          m) Leaders train to become better by exercising their strengths and
   to do right, to play by the rules, to keep commitments.                                             resolving to improve their weaknesses.

i) A person of integrity admires integrity in others, even others with                              n) Leaders take time to sort what they learn in order to create a learning
   whom s/he disagrees.                                                                                logic and to examine transferable principles.
                                                                                                    o) Leaders store what they have learned where it can be easily referenced.
Measurement Tools:                                                           4, 5 or 9              p) Leaders promote a learning organization which integrates employees
                                                                                                       from all levels of the organization, in different functions, in order to
                                                                                                       expand the ability of the organization to produce, and to meet
                                                                                                       customer expectations.


                                                                                                    Measurement Tools:                                              1, 4 or 5




Measurement Tools: 1) Education, 2) Participation, 3) Job Description, 4) Advocate Endorsement,
5) Demonstrated Application, 6) Skills Measurement, 7) Knowledge of Current Information Systems,                              CMO Accreditation Guideline AMCTO 15
8) Working Knowledge of Related Legislation, 9) Demonstrated Professional, Personal & Team Development
                                                                              g) The leader, as a mentor, teaches the empowered person and learns
3.1.3 Behaviours Supporting Vision
                                                                                 from the empowered person.
                                                                              h) The leader shows interest and respect for the learning quests of others.
Mandatory Behaviours:
a) The leader objectively evaluates corporate culture.                        i) The leader respects and acknowledges the accomplishments of
                                                                                 empowerment.
b) The leader knows the strengths and weaknesses of the organization.
c) The leader sees what could be: s/he sees a positive view of the
   preferred future.                                                          Elective Behaviours — One of the following:
                                                                              j) The leader supports the other person’s decisions even when these
d) The leader can articulate vision, with specific detail to the team.           decisions are inconsistent with decisions the leader would have made.
e) The leader sees the vision as a composite of consecutive and               k) The leader empowers others to take responsibility for their own
   concurrent goals.                                                             learning quests.
f) The leader motivates others in pursuit of goals and vision.                l) The leader knows empowerment is a combination of applied knowledge
g) The leader identifies, acquires and mobilizes resources in pursuit of         and encouragement to continue to apply new found knowledge.
   the goals and the vision.
h) The leader measures progress toward the vision.                            Measurement Tools:                                            1, 4 or 5
i) The leader reinforces commitment and success.
j) The leader is very visible to the team.
                                                                              SUB-COMPETENCY #2:
k) The leader encourages prudent risk-taking.
l) The leader lets the team take credit for success.                          3.2 Action
m) The leader draws learning from failure that results from prudent action.   Having chosen a definite purpose through visioning, the
n) The leader communicates this learning (m) to the team.                     leader’s duty is to facilitate the realization of the vision. It all
o) The leader, throughout the process, balances creativity with logic
                                                                              begins with initiative. Initiative is taking focused action,
   and reasoning.                                                             having the ability to begin and beginning in a way that leads to
                                                                              success. Initiative requires decisive action. Leaders
                                                                              understand the significance of initiative. Indeed there is not
Elective Behaviours —Two of the following:
                                                                              leadership without initiative. Leadership without initiative is as
p) The leader focuses on the destination (goal) and encourages the team
   to determine the route (method).                                           powerless as leadership without followers. Leaders develop
                                                                              the habit of taking initiative. Initiative is the end result of a
q) The leader facilitates problem-solving within the team.
                                                                              lifestyle of preparation for action.
r) The leader facilitates conflict resolution within the team.
                                                                              From initiative will flow innovation. The leader knows that
s) The leader provides training necessary for the team.
                                                                              innovation can occur in one of three ways. Pure innovation,
t) As the team takes over the pursuit of the vision, the leader steps back
                                                                              whereby a new product or idea appears and creates a
   in the process.
                                                                              revolution; synthetic innovation, whereby two existing
u) The leader takes responsibility for prudent risk-taking that results in
                                                                              products or ideas are combined in a new or unique way; and
   failure.
                                                                              historical innovation, whereby a forgotten idea or product
                                                                              is given new life. Innovation commonly requires creativity.
Measurement Tools:                                           1, 2, 4 or 5
                                                                              The leader knows how to think creatively and how to create
3.1.4 Behaviours Supporting Empowerment                                       an environment of creative processes for the team. The leader
                                                                              seeks out creative people, believing as Aristotle did, that the
Mandatory Behaviours:                                                         individual who has the capacity to perceive resemblances
a) The leader communicates the area of responsibility being empowered,        between two separate areas of existence and to link them
   in specific detail.                                                        together is a person of special gifts.
b) The leader ensures the person being empowered not only has the             One of the keys in having the ability to influence is in
   skills to perform in that area of responsibility (i.e. the competence)     building relationships. Leaders gain influence by building,
   but also the confidence.
                                                                              maintaining and expanding their networks of relationships. A
c) The leader delegates responsibility and authority.                         leader’s most powerful tool is his/her network of
d) The leader delegates accountability when there is success.                 relationships. Successful leaders know this and go to great
e) The leader supports accountability when there is failure.                  lengths to build these networks.
f) The leader becomes a mentor to the empowered.

16 CMO Accreditation Guideline AMCTO
This competency is composed of the following behaviour sets:                                        Elective Behaviours — Three of the following:
                                                                                                    h) The leader studies the situation at hand.
• Initiative
                                                                                                    i) The leader studies similar situations from other areas and from
• Innovation                                                                                           other times.
• Creativity                                                                                        j) The leader asks if any basic procedure has been overlooked.
• Creating and Developing a Network of Influence                                                    k) The leader asks others if they have faced similar situations.
You must choose 2 of the 4 behaviours.                                                              l) The leader knows that, with common problems, there are common
                                                                                                       solutions.
3.2.1 Behaviours Supporting Initiative                                                              m) The leader researches history, knowing it is filled with examples of
                                                                                                       people overcoming difficult situations.
Mandatory Behaviours:                                                                               n) The leader determines if the key issues are unique to his/her endeavours.
a) The leader acts decisively, knowing when and how to make the decision.                           o) The leader determines if the key issues have been addressed in other
b) The leader knows when it is appropriate to make the decision.                                       areas of thought.
c) The leader knows when it is appropriate to facilitate decision-making                            p) The leader seeks out stories of others who have faced similar situations.
   within the team.
d) The leader knows when to leave decision-making to the team.                                      Measurement Tools:                                                  1 or 5
e) The leader constantly models the habit of initiative in the small
   common place things connected with his/her daily work.                                           3.2.3 Behaviours Supporting Creativity

                                                                                                    Mandatory Behaviours:
Elective Behaviours — One of the following:                                                         a) The leader looks at problems in many different ways.
f) The leader does at least one thing every day, that s/he has not been in                          b) The leader asks others “How many different ways can I look at this
   the habit of doing but which, in doing, will move the team one step                                 problem?”
   closer to vision realization.
                                                                                                    c) The leader asks others “How can I re-think the way I see it?”
g) The leader reinforces initiative in the team members.
                                                                                                    d) The leader asks others “How many different ways can I solve it?”
                                                                                                    e) The leader teaches the skills of creative thought to others.
Measurement Tools:                                                               1 or 5
                                                                                                    f) The leader encourages creative approaches to problem solving.
3.2.2 Behaviours Supporting Innovation                                                              g) The leader rewards effort in creative problem solving.


Mandatory Behaviours:                                                                               Elective Behaviours — Three of the following:
a) The leader determines key issues.                                                                h) The leader makes novel combinations, constantly combining and
b) The leader learns from the successes and failures of history.                                       recombining ideas, images and thoughts.
c) The leader adapts what has been learned to his/her own situation.                                i) The leader communicates his/her ideas verbally, graphically, and in
                                                                                                       written form.
d) The leader develops a strategy, or facilitates strategy formulation from
   within the team.                                                                                 j) The leader thinks in opposites and tolerates the ambivalence between
                                                                                                       opposites or incompatible subjects.
e) The leader is willing to take a prudent risk with strategy
   implementation.                                                                                  k) The leader is open to diverse points of view.
f) The leader will stick to his/her strategy until substantial learning                             l) The leader seeks constructive criticism.
   suggests the strategy should be modified.                                                        m) The leader trusts the power of the sub-conscious mind.
g) The leader teaches others that great things can be accomplished by                               n) The leader celebrates success, even moderate success, in creative
   prudent risk-taking.                                                                                problem solving.


                                                                                                    Measurement Tools:                                                1, 2 or 5




Measurement Tools: 1) Education, 2) Participation, 3) Job Description, 4) Advocate Endorsement,
5) Demonstrated Application, 6) Skills Measurement, 7) Knowledge of Current Information Systems,                              CMO Accreditation Guideline AMCTO 17
8) Working Knowledge of Related Legislation, 9) Demonstrated Professional, Personal & Team Development
3.2.4 Behaviours Supporting Creating And
      Developing A Network Of Influence

Mandatory Behaviours:
a) The leader attends meetings and conferences, interacting and
   exchanging business cards.
b) The leader joins and participates in volunteer organizations.
c) The leader teaches and makes presentations to diverse audiences.
d) The leader takes courses, especially in interdisciplinary study.
e) Leaders develop a resource list, resource people and network builders
   and maintain close ties with those relationships.
f) Leaders welcome people with diverse skills and talents.
g) Leaders see time invested in others as a long-term investment.


Elective Behaviours — Two of the following:
h) The leader reads challenging articles or books.
i) The leader authors books, manuals and/or articles.
j) The leader seeks contacts through friends and business associates, and
   uses computer networks.
k) The leader writes personal letters of encouragement to associates and
   strangers.
l) Leaders know who to ask and do not hesitate to ask for what they need.


Measurement Tools:                                      1, 4, 5, 7 or 9




18 CMO Accreditation Guideline AMCTO
Competency #4: Communication
 SUB-COMPETENCY #1:                                                                                 Elective Behaviours — Five of the following:
                                                                                                    e) The manager asks for staff reaction or questions about the change.
4.1 Interpersonal Skills                                                                            f) The manager clears up any misunderstandings or information gaps.
Communication skills are critical to the functioning of any                                         g) The manager makes a note of any questions in need of research and
work unit.                                                                                             indicates s/he will get the answer back to staff as soon as it is located.
                                                                                                    h) The manager rallies support for the change even if s/he and/or the
This sub-competency is composed of the following
                                                                                                       group are not in agreement.
behaviour sets:
                                                                                                    i) The manager facilitates change implementation discussions with staff.
• Listening *
                                                                                                    j) The manager ensures action plans are mutually developed and
• Managing Stress and Pressure                                                                         agreed upon.
• Effective Performance Evaluations                                                                 k) The manager delegates responsibilities for various actions.
*Mandatory skill                                                                                    l) The manager invites members of the work unit to discuss stressful
                                                                                                       feelings and negative reactions either in the group setting or one-on-one.
You must choose 10 of the 15 behaviours including the
                                                                                                    m) The manager encourages employees and co-workers who are
mandatory skills.                                                                                      experiencing stress overload, to practise stress coping techniques.
                                                                                                    n) The manager reassures the person that, from time to time, everyone
4.1.1 Behaviours Supporting Listening Skills                                                           needs help dealing with stress.
                                                                                                    o) The manager ensures the person take steps to cope positively with
Mandatory Behaviours:
                                                                                                       his/her stress level.
a) The manager listens actively [e.g. gives undivided attention to the
   speaker; uses body language to show interest; asks questions for
   clarification; paraphrases to encourage mutual understanding;                                    Measurement Tools:                                           1, 2, 5 or 9
   undertakes a mutual problem-solving approach; agrees to action with
   time lines; takes initiative to carry out the action commitment and                              4.1.3 Behaviours Supporting Effective
   thanks the other person for speaking].                                                                 Performance Evaluations
b) The manager listens reflectively [e.g. tells the speaker what his/her
   eyes are ‘hearing’; encourages the speaker to continue by use of non-                            Mandatory Behaviours:
   judgmental, non-personal and non-historical statements; initiates a                              a) The manager recognizes and communicates respect for the employee
   mutual problem solving discussion; reflects back to the speaker the                                 at all times.
   heart of the issue for verification; agrees to action with time lines;                           b) The manager maintains a system of note taking so that when s/he
   carries out his/her own action commitment and thanks the other                                      prepares for a performance evaluation, s/he has all the details of the
   person for speaking].                                                                               person’s performance during the evaluation period.
                                                                                                    c) Prior to the performance evaluation, the manager asks the employee to
Measurement Tools:                                                           1, 5 or 9                 consider his/her performance over the evaluation period, specifically
                                                                                                       focusing on goal accomplishment.
4.1.2 Behaviours Supporting Effectively                                                             d) If an evaluation form is used, the manager asks the employee to
      Managing Stress And Pressure                                                                     complete the form from his/her perspective.
                                                                                                    e) If an evaluation form is used, the manager completes the form from
Mandatory Behaviours:
                                                                                                       his/her perspective.
a) The manager communicates anticipated change to staff as soon as it is
   appropriate to do so.                                                                            f) The manager keeps the discussion specific and performance-based.
b) The manager is as specific about the change as possible, indicating                              g) The manager assists the employee to establish new goals which are
   what the change will be, why it is necessary, when it will take place                               specific, measurable, action-oriented, realistic for the upcoming
   and the anticipated effect it will have on the work unit.                                           evaluation period.
c) Where stress is extreme and/or stress coping is low or non-existent,                             h) The manager communicates feedback that is specific, measurable,
   the manager encourages the person to seek professional help.                                        accurate, results-oriented and timely.
d) The manager encourages open communications with all staff members                                i) The manager understands and is able to implement processes
   so that s/he can detect the warning signs of stress overload before they                            involving constructive feedback to an employee whose performance is
   have impact on performance.                                                                         sub-standard.
                                                                                                    j) The manager listens to the employee’s response.

Measurement Tools: 1) Education, 2) Participation, 3) Job Description, 4) Advocate Endorsement,
5) Demonstrated Application, 6) Skills Measurement, 7) Knowledge of Current Information Systems,                              CMO Accreditation Guideline AMCTO 19
8) Working Knowledge of Related Legislation, 9) Demonstrated Professional, Personal & Team Development
k) The manager defines the behaviour that will bring the employee’s
                                                                           4.2.2 Behaviour Supporting Effective
   performance in line with the established performance standard.
                                                                                 Presentations
l) The manager assists the employee in choosing the solutions that are
   most likely to result in improved performance and encourages the        Mandatory Behaviours:
   employee to commit to the solution.                                     a) The manager prepares for all presentations by determining what the
m) The manager suggests a follow-up meeting, within a reasonable period       presentation is intended to accomplish and tailors his/her approach
   of time, to review progress.                                               accordingly.
                                                                           b) In reports the manager builds an outline of major points, supported by
Measurement Tools:                                            1, 2 or 5       minor points.
                                                                           c) The manager writes the report introduction that tells the audience
                                                                              what it is going to gain, why the subject is important.
SUB-COMPETENCY #2:
                                                                           d) The manager writes the conclusion of the report that summarizes the
4.2 Corporate/Administrative                                                  key points, refers back to the introduction and inspires the audience
                                                                              to take action.
Communication skills are critical to the functioning of any
                                                                           e) The manager reviews the notes to ensure all the key points are covered.
work unit.
This sub-competency is composed of the following
                                                                           Elective Behaviours — Two of the following:
behaviour sets:                                                            f) The manager prepares the presentation using brief notes – notes that
• Business Writing*                                                           trigger thoughts, notes that are specific and numbered.
• Effective Presentations*                                                 g) The manager uses visual aids needed to reinforce and communicate.

• Effective Training*                                                      h) The manager uses photos, charts, displays, products, samples,
                                                                              prototypes, role plays, graphs, maps, handouts, transparencies, flip
• Behaviours Supporting Creating and Maintaining A Positive                   charts, slides, white boards, chalk boards, whatever it takes to
  Working Environment                                                         reinforce the key points.
• Corporate Culture                                                        i) The manager uses visual aids to cover information more quickly than
                                                                              is possible with the spoken word.
• Effective Meetings
• Effective Recognition                                                    Measurement Tools:                                             1, 4 or 5
• Professional Development
                                                                           4.2.3 Behaviours Supporting Effective Training
*Mandatory Skills
                                                                           Mandatory Behaviours:
4.2.1 Behaviours Supporting Business Writing                               a) The manager explains to the trainee how the training will unfold (i.e.
                                                                              who, when, where, what, why and how).
Mandatory Behaviours:                                                      b) The manager offers constructive feedback where appropriate, and
a) The manager knows the purpose of the writing, what s/he wants the          continues with diminishing follow-up until the trainee has sufficient
   reader to do, knows his/her audience, and organizes his/her thoughts.      confidence and competence to perform the skill without supervision.
b) His/her writing is brief, concise, with no needless words or            c) The manager identifies where the trainee can obtain assistance should
   unnecessary sentences.                                                     it be required.
c) The manager uses simple terms and words and, as much as possible,       d) During the follow-up meeting, the manager provides the trainee with
   avoids jargon.                                                             constructive feedback and reminds the trainee of the established
d) The manager writes and re-writes until the message is polished and         standard for any area where the performance does not meet the
   worthy of the reader’s time.                                               standard.
e) The manager is as committed and positive in the written voice as s/he
   is in the spoken voice.                                                 Elective Behaviours — One of the following:
                                                                           e) The manager explains the learning objective and explains why knowing
Elective Behaviours — One of the following:                                   how to do this task to standard is necessary.
f) The manager writes in conversational style.                             f) The manager demonstrates the skill to the trainee, verbally identifying
g) The manager writes in the active voice.                                    the steps to be taken and cautions the trainee about potential pitfalls.


Measurement Tools:                                            1, 4 or 5    Measurement Tools:                                             1, 5 or 6


20 CMO Accreditation Guideline AMCTO
                                                                                                         be made at the meeting.
4.2.4 Behaviours Supporting Creating And
      Maintaining A Positive Working                                                                f) The manager selects and notifies the appropriate attendees for the
      Environment                                                                                      purpose of the meeting.
                                                                                                    g) The manager starts and ends the meeting on time.
Mandatory Behaviours:
a) The manager communicates regularly with all levels of staff regarding                            Measurement Tools:                                              5 or 7
   the organization’s vision.
b) The manager receives and gives feedback from and to staff on                                     4.2.7 Behaviours Supporting Effective
   progress of the organization’s vision.                                                                 Recognition
c) The manager listens to the barriers staff is encountering in pursuit of
   the organization’s vision.                                                                       Mandatory Behaviours:
                                                                                                    a) The manager recognizes efforts to improve performance.

Elective Behaviours — Two of the following:                                                         b) The manager ensures that exceptional performance is recognized by
d) The manager participates in annual strategic planning sessions                                      senior management.
   contributing to the process.
e) The manager believes that every employee has the need to know as                                 Elective Behaviours — One of the following
   much as possible and communicates pertinent information.                                         c) The manager keeps the recognition of efforts effective.
f) The manager facilitates problem-solving discussions with staff both                              d) The manager’s recognition focuses on performance and the purpose
   one-on-one and in a group setting.                                                                  and intent is clearly communicated to everyone.
g) The manager consults and participates with peers on opportunities for
   goal achievement.
                                                                                                    Measurement Tools:                                              5 or 9

Measurement Tools:                                                       1, 2, 5 or 9               4.2.8 Behaviours Supporting Professional
                                                                                                          Development
4.2.5 Behaviours Supporting Corporate Culture
                                                                                                    Mandatory Behaviours:
Mandatory Behaviours:                                                                               a) The manager conducts regular one-on-one conversations with work
a) The manager understands the corporate culture.                                                      unit members about their career goals and ambitions.
b) The manager encourages everyone to work in the best interest of the                              b) The manager encourages each person to identify what additional
   organization and their co-workers.                                                                  knowledge and skills s/he will need to move in the desired direction.
c) The manager is astute about the relationships developed between and                              c) The manager monitors the development plan.
   among co-workers, up and down the chain of command.
                                                                                                    d) The manager recognizes and celebrates goal accomplishment.
                                                                                                    e) The manager communicates the importance of personal growth by
Measurement Tools:                                                           1, 5 or 9
                                                                                                       making his/her own development plan visible.
4.2.6 Behaviours Supporting Effective Meetings
                                                                                                    Elective Behaviours - One of the following:
Mandatory Behaviours:                                                                               f) The manager shows staff how to plan development in terms of goals
a) The manager recognizes that, as the speed of business accelerates                                   and dates for accomplishment.
   (constant change, increasing turbulence), information must be                                    g) As often as possible, the manager stresses the importance of personal
   communicated to employees faster, therefore s/he gives regular and
                                                                                                       growth and challenges individuals to become the best they can be.
   frequent staff meetings high priority.
b) At meetings, the manager encourages two-way, open communication,
   while sharing expectations, changing priorities and progress towards                             Measurement Tools:                                           1, 5 or 9
   goals with staff.
c) The manager contributes to the efficiency of all meetings s/he attends
   by being prepared, voicing his/her opinion freely and listening with
   respect to the opinions of others.
d) The manager endeavours to make meetings s/he is responsible for,
   worthwhile for every attendee.
e) The manager prepares for every meeting, and prepares the attendees
   with information about the subject of the meeting and the decisions to

Measurement Tools: 1) Education, 2) Participation, 3) Job Description, 4) Advocate Endorsement,
5) Demonstrated Application, 6) Skills Measurement, 7) Knowledge of Current Information Systems,                              CMO Accreditation Guideline AMCTO 21
8) Working Knowledge of Related Legislation, 9) Demonstrated Professional, Personal & Team Development
SUB-COMPETENCY #3:                                                      4.3.3 Behaviours Supporting Community
                                                                              Liaison
4.3 Community Relations                                                           Managers recognize the importance of
                                                                                  communicating with the public in both proactive and
                                                                                  reactive situations.
Communication skills, with target audiences, are critical to
the functioning of any work unit.                                       Elective Behaviours — One of the following:
This sub-competency is composed of the following                        a) The manager has the ability to develop and implement communication
                                                                           links with the public.
behaviour sets:
                                                                        b) The manager take opportunities to integrate with community
• Communicating with the Media                                             organizations either professionally or as a volunteer.
• Ability to Discuss Contemporary Business Trends
• Community Liaison                                                     Measurement Tools:                                        2, 3, 4 or 5
• Public Relations                                                      4.3.4 Behaviours Supporting Public Relations
                                                                                  Managers proactively communicate with their
4.3.1 Behaviours Supporting Communicating                                         stakeholders on appropriate issues and at appropriate
      With The Media                                                              time to maintain important communication links.

Mandatory Behaviours:                                                   Elective Behaviours — One of the following:
a) The manager prepares for a media session by first determining the    a) The manager understands the five w’s of communication and therefore
   questions that will likely be asked and their answers.                  understands when to communicate, what tool to use, why, to whom,
b) The manager prepares a brief summary statement to conclude the          where and how.
   interview.                                                           b) The manager has the knowledge and skills to be able to communicate
c) The manager practises a mock interview with a friend or colleague       appropriately in a crisis communication situation.
   prior to the media session.                                          c) The manager has the ability to conduct risk assessments of situations
                                                                           and to be able to react accordingly.
Measurement Tools:                                         1, 2 or 5    d) The manager has a basic understanding of marketing in order to
                                                                           communicate the organization’s message effectively.
4.3.2 Behaviours Supporting Ability To Discuss
      Contemporary Business Trends                                      Measurement Tools:                                        2, 3, 4 or 5

Mandatory Behaviours:
a) The manager openly discusses changes with staff, peers and upper
   management and speaks of the importance of collaborative
   contributions.
b) To tap the knowledge and resources of all employees to solve the
   organization’s problems and challenges, the manager draws together
   employees from different functions and different levels of the
   organization to help find the best approach to an issue.
c) The manager stays informed about changes in the North American and
   global business communities.


Measurement Tools:                                      1, 5, 7 or 9




22 CMO Accreditation Guideline AMCTO
                                                  AMCTO
                                                  Association of
                                                  Municipal Managers,
                                                  Clerks and Treasurers
                                                  of Ontario

2680 Skymark Avenue, Suite 910 • Mississauga, ON L4W 5L6 • Tel: (905) 602-4294 Ext: 22 • Fax: (905) 602-4295

								
To top