CERTIFYING ONE-STOPS FOR QUALITY National Association of State Liaisons Summer Meeting, August 21-23, 2003 Nina Babich, Senior Partner Corporation for a Skilled Workforce

What is “ Certification? ” ( AKA: Credentialing or Chartering ) The State or Local Workforce Board’s vision of quality translated to service standards & outcome expectations (quality criteria and performance indicators) A “license to operate” a center within the terms set by the State or Local Workforce Board The State or Local Workforce Board’s stamp of quality – a guarantee of quality to the community

Private Sector Models ISO 9000 CARF Baldrige (award) Franchising – Joint relationship with franchisor – Corporate entity vested in success of franchisees – Chartering is most like franchising Certified Supplier Model – Rigorous standards, but no joint relationship – Corporate entity has no vested interest in success of the supplier – Eligible Training Providers are most like certified suppliers

History of Standard Setting in Workforce Development Pushed by one-stop initiatives of the early-mid ’90s States usually trying to achieve certain amount of statewide consistency Some states delegated to local boards Compliance criteria came first; continuous improvement and quality focus followed; outcome criteria still being developed

Options in Certification The Driver: – State is the “franchisor” – State delegates that role to local boards Level of State Involvement: – State expects credentialing; vision and criteria are up to locals – State sets vision – locals interpret and develop criteria – State sets minimum criteria; local boards make additions Framing: – Many use Baldrige – Mixture of Baldrige + others – Adoption of other existing frameworks – Unique state/locally developed framing

Options, continued Levels: – One level; the center is either certified or not – Multiple levels to strive for Satellites: – Apply separately – Must be linked to a comprehensive center Eligibility: – Non-competitive; limited to current players – Non-competitive; open to any site/players that can meet criteria – Competitive – Mixture of above

Options, continued Consequences for not meeting criteria: – Technical assistance – Loss of use of brand name – Loss of use of certain resources – Shut down Application: – Business plan – Simple application – RFP response

Certification Should Not Assume: Presumed sites Presumed site operators Operator role for “required partners” Indefinite certification status Co-location of all “required partners” Meeting program performance standards equates to high quality

Lessons in Certification: Practitioner Survey Conducted on behalf of Chicago Workforce Board Surveyed both WIBs and one-stop operators who have experience with the concept Identified strengths, weaknesses, lessons for others

Strengths Clarifies roles and mutual expectations between both parties to agreement Establishes accountabilities for both the board and the operator Results in positive changes to the system and creates higher public expectations Minimum criteria assure consistency and quality across multiple sites

Strengths, Continued Promotes quality even when partners are mandated and there is no competition Dynamic business plan provides on-going guidance to operations and helps focus staff on priorities Criteria and business plan form the basis for a quality dialogue between board and operator Certified sites have interest in quality of all other users of the brand name Productively engages private sector board members

Weaknesses None inherent; perspectives differ, but nearly all very positive “Franchisee” must be willing to give up a degree of independence in exchange for the benefits that come from organizational support, brand name, training, marketing In public as well as private sector: some franchises are a better deal than others It requires work

Lessons Learned Top leadership involvement provides value The right criteria hold over time and drive change Personal/organizational attributes count “Franchisor” must offer value to the “franchisee”

“All major strategic initiatives must be jointly developed and executed with franchisees as equal partners. I have learned that great ideas not supported by the franchisees will not work, while an average idea brilliantly executed by franchisees will be very successful.” Sydney Feltenstein, Franchising Today

Lessons Learned, Continued Customers’ needs – not program needs - should help shape standards Involvement of front line staff in responding to criteria/business planning is important Criteria should set clear direction Training should be provided to ensure direction is understood Feedback reports are valuable

Lessons Learned, Continued Regular and real communication contributes to success Business planning is a useful exercise Certification can promote excellence in either a competitive or non-competitive environment One-stops will strive for higher levels of certification when levels are available Carrots are better than hammers

New Framework: Critical Success Factors CSW led Benchmarking study to identify common characteristics and behaviors of One- Stop ‘industry leaders” Study resulted in Critical Success Factors and accompanying indicators Factors currently being reviewed and revised. Tools being developed for policy makers and One-Stops as guidance for developing certification systems

Steps Decide on a framework Collaboratively develop criteria Develop self-assessment, business plan guidance, and review tools Require self assessment by prospective applicants Require development of business plan Train review teams

Steps Conduct desk-top and on-site review Develop feedback report Make certification decision Debrief with applicant Provide on-going technical assistance, training, support Periodically revise standards and require re- application

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