Delivering Quality in Certification Tuesday, August 18, 2009 12:45 – 2:00 PM Content Leaders: Christine D. Niero, PhD  Vic...
Participant Demographics <ul><li>Association CEOs or staff </li></ul><ul><li>Certification CEOs or staff </li></ul><ul><li...
Unique Purposes of Certification <ul><li>Certification is a unique business model …(1 of 3) </li></ul><ul><li>Establish an...
Unique Purposes of Certification <ul><li>Certification is a unique business model …(2 of 3) </li></ul><ul><li>Meet needs o...
Unique Purposes of Certification <ul><li>Certification is a unique business model …(3 of 3) </li></ul><ul><li>Safeguard th...
Best Practice <ul><li>Best practices lead to quality in certification and quality management… </li></ul><ul><li>Key concep...
Major Program Areas <ul><li>Evaluated based on key concepts …(1 of 2) </li></ul><ul><li>Governance </li></ul><ul><li>Polic...
Major Program Areas <ul><li>Evaluated based on key concepts …(2 of 2) </li></ul><ul><li>Personnel—voluntary, paid & contra...
Transitioning Practices to Delivering Quality through Management  <ul><li>Relevance of best practices in delivering on the...
Quality Management <ul><li>Governance and Policy </li></ul><ul><li>Management Systems </li></ul><ul><li>Personnel </li></u...
Governance and Policy <ul><li>Strategically Commissioned </li></ul><ul><li>Flexible and Agile for Handling the Business </...
Governance and Policy <ul><li>Documented Committee Operating Procedures </li></ul><ul><li>Documented Board-to-Staff Liaiso...
Management Systems <ul><li>Focus on the processes, not the people. </li></ul><ul><li>Understand the end, then develop the ...
Management Systems <ul><li>Measure. </li></ul><ul><li>Simplify. </li></ul><ul><li>Improve. </li></ul><ul><li>(and repeat.)...
Personnel – Volunteers <ul><ul><li>Limited availability </li></ul></ul><ul><ul><li>Passionate about the profession </li></...
Personnel – Paid <ul><ul><ul><li>Full-time or part-time </li></ul></ul></ul><ul><ul><ul><li>Management experience </li></u...
Planning and Integration  of Program Elements <ul><li>Integrate program quality early in the certification’s lifecycle </l...
Planning and Integration  of Program Elements <ul><li>Establish defensible eligibility and recertification standards </li>...
Customer Service <ul><li>Establish a consistent customer experience, while… </li></ul><ul><ul><li>Enforcing your policies ...
Customer Service <ul><li>Implement a fair, case-by-case hardship evaluation process </li></ul><ul><li>Know where the money...
Implementing Quality  Management System <ul><li>Resource Management </li></ul><ul><li>Operations Efficiency </li></ul><ul>...
Resource Management <ul><li>What is the best use of the organizations financial and human resources: </li></ul><ul><li>Wil...
Operations Efficiency <ul><li>The cost of a program to a constituent (both examination and renewal fees) must always be ke...
Quality Product Output <ul><li>Assess the quality of the program through surveys… </li></ul><ul><li>Constituents: Exam Con...
Quality Product Output <ul><li>Assess the quality of the program through (other means than Surveys)… </li></ul><ul><li>(Po...
Competition <ul><li>Competition is GOOD…as long as the field of practice can support multiple programs. </li></ul><ul><li>...
Contact Information Christine D. Niero, PhD: cniero@proftesting.com Steven Schoolcraft, CSP, PE, CAE: steven@bcsp.org Aaro...
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Quality Standards For Certification Programs

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Whether you already offer a certification program or you're considering one, quality should be part of your thinking. A panel of experts will present strategies for meeting and maintaining best practices and improving your certification operations. Learn how industry standards can enable you to achieve high quality marks in all aspects of your program.
Christine D. Niero, VP, professional certification and client development, Professional Testing

Steven Schoolcraft, CSP, PE, CAE, examination director, Board of Certified Safety Professionals

Aaron White, VP/general manager, First Point Resources Management and, executive director, Cardiovascular Credentialing International

Published in: Technology, Business
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  • Mention
  • How do you manage success….
  • Tie cost to quality… Still have a business to run… Not-for-profits…doesn’t mean we can make money…
  • Focus groups… Pear review… Outreach… Keep certificants ENGAGED….communications….quality experience Underlying attributes go back to Quality Management Systems….
  • Except where there are over 5 competitors…Steven has 300!!! (This is where confusion to the public is a factor) Find your niche… Build your brand….
  • Quality Standards For Certification Programs

    1. 1. Delivering Quality in Certification Tuesday, August 18, 2009 12:45 – 2:00 PM Content Leaders: Christine D. Niero, PhD Vice President Professional Testing Steven Schoolcraft, CSP, PE, CAE Examination Director Board of Certified Safety Professionals Aaron White Vice President FirstPoint Management Resources Executive Director Cardiovascular Credentialing International Connecting Great Ideas and Great People www.asaecenter.org
    2. 2. Participant Demographics <ul><li>Association CEOs or staff </li></ul><ul><li>Certification CEOs or staff </li></ul><ul><li>Thinking about developing a program </li></ul><ul><li>New program < 2 years </li></ul><ul><li>Program between 3 – 5 years </li></ul><ul><li>Program between 6 – 10 years </li></ul><ul><li>Program 10+ years </li></ul><ul><li>Accredited programs </li></ul>
    3. 3. Unique Purposes of Certification <ul><li>Certification is a unique business model …(1 of 3) </li></ul><ul><li>Establish an industry standard </li></ul><ul><li>Own a body of knowledge (IP) </li></ul><ul><li>Assess competence </li></ul>
    4. 4. Unique Purposes of Certification <ul><li>Certification is a unique business model …(2 of 3) </li></ul><ul><li>Meet needs of advancement for practitioners (personally and professionally) </li></ul>
    5. 5. Unique Purposes of Certification <ul><li>Certification is a unique business model …(3 of 3) </li></ul><ul><li>Safeguard the public’s trust </li></ul><ul><li>Other—revenue, new products & services, competition </li></ul>
    6. 6. Best Practice <ul><li>Best practices lead to quality in certification and quality management… </li></ul><ul><li>Key concepts: </li></ul><ul><li>Integrity </li></ul><ul><li>Autonomy </li></ul><ul><li>Independence </li></ul><ul><li>Authority </li></ul><ul><li>ISO/IEC 17024 Accreditation Standards </li></ul>
    7. 7. Major Program Areas <ul><li>Evaluated based on key concepts …(1 of 2) </li></ul><ul><li>Governance </li></ul><ul><li>Policies & Procedures </li></ul><ul><li>Program elements—eligibility, exam, recertification, ethics and disciplinary </li></ul><ul><li>Management system </li></ul>
    8. 8. Major Program Areas <ul><li>Evaluated based on key concepts …(2 of 2) </li></ul><ul><li>Personnel—voluntary, paid & contracted </li></ul><ul><li>Financial viability </li></ul><ul><li>Protection of IP & ownership of property </li></ul><ul><li>Security </li></ul><ul><li>Ongoing evaluation of program </li></ul>
    9. 9. Transitioning Practices to Delivering Quality through Management <ul><li>Relevance of best practices in delivering on the purposes of certification and how best practices relate to the management and business externally and internally to the certification program. </li></ul>
    10. 10. Quality Management <ul><li>Governance and Policy </li></ul><ul><li>Management Systems </li></ul><ul><li>Personnel </li></ul><ul><li>Planning/Implementation </li></ul><ul><li>Customer Service </li></ul>
    11. 11. Governance and Policy <ul><li>Strategically Commissioned </li></ul><ul><li>Flexible and Agile for Handling the Business </li></ul><ul><li>Sensible Structure and Electoral Processes </li></ul>
    12. 12. Governance and Policy <ul><li>Documented Committee Operating Procedures </li></ul><ul><li>Documented Board-to-Staff Liaison Processes </li></ul>
    13. 13. Management Systems <ul><li>Focus on the processes, not the people. </li></ul><ul><li>Understand the end, then develop the means to the end. </li></ul><ul><li>Listen to what your customers are saying. </li></ul>
    14. 14. Management Systems <ul><li>Measure. </li></ul><ul><li>Simplify. </li></ul><ul><li>Improve. </li></ul><ul><li>(and repeat.) </li></ul>
    15. 15. Personnel – Volunteers <ul><ul><li>Limited availability </li></ul></ul><ul><ul><li>Passionate about the profession </li></ul></ul><ul><ul><li>Top-drawer Practitioners </li></ul></ul><ul><ul><li>Not experts in association and credentialing management </li></ul></ul>
    16. 16. Personnel – Paid <ul><ul><ul><li>Full-time or part-time </li></ul></ul></ul><ul><ul><ul><li>Management experience </li></ul></ul></ul><ul><ul><ul><li>Practitioners? Maybe. </li></ul></ul></ul><ul><ul><ul><li>Implements Board Direction </li></ul></ul></ul><ul><ul><ul><li>Requires accountability to the Board </li></ul></ul></ul>
    17. 17. Planning and Integration of Program Elements <ul><li>Integrate program quality early in the certification’s lifecycle </li></ul><ul><li>Ensure the program will remain a going concern </li></ul>
    18. 18. Planning and Integration of Program Elements <ul><li>Establish defensible eligibility and recertification standards </li></ul><ul><li>Incorporate meaningful ethical and professionals codes of conduct </li></ul><ul><li>Establish and enforce disciplinary and appeal-related due process </li></ul>
    19. 19. Customer Service <ul><li>Establish a consistent customer experience, while… </li></ul><ul><ul><li>Enforcing your policies </li></ul></ul><ul><ul><li>Implementing hardship evaluations </li></ul></ul>
    20. 20. Customer Service <ul><li>Implement a fair, case-by-case hardship evaluation process </li></ul><ul><li>Know where the money went </li></ul><ul><li>Listen to the customer </li></ul>
    21. 21. Implementing Quality Management System <ul><li>Resource Management </li></ul><ul><li>Operations Efficiency </li></ul><ul><li>Quality Product Output </li></ul><ul><li>Competition </li></ul>
    22. 22. Resource Management <ul><li>What is the best use of the organizations financial and human resources: </li></ul><ul><li>Will the investment improve the validity of the program? </li></ul><ul><li>Will the investment improve the recognition of the credential? </li></ul>
    23. 23. Operations Efficiency <ul><li>The cost of a program to a constituent (both examination and renewal fees) must always be kept in mind. </li></ul><ul><li>Operational efficiencies are crucial for proper cost structures. </li></ul>
    24. 24. Quality Product Output <ul><li>Assess the quality of the program through surveys… </li></ul><ul><li>Constituents: Exam Content </li></ul><ul><li>Constituents: Credential Recognition </li></ul><ul><li>Industry: Exam Content </li></ul><ul><li>Industry: Credential Recognition </li></ul>
    25. 25. Quality Product Output <ul><li>Assess the quality of the program through (other means than Surveys)… </li></ul><ul><li>(Post to Certification Institute) </li></ul>
    26. 26. Competition <ul><li>Competition is GOOD…as long as the field of practice can support multiple programs. </li></ul><ul><li>Differentiate yourself… third party accreditation, marketing your values, customer service, cooperative with competition. </li></ul>
    27. 27. Contact Information Christine D. Niero, PhD: cniero@proftesting.com Steven Schoolcraft, CSP, PE, CAE: steven@bcsp.org Aaron White: awhite@firstpointresources.com SEE YOU NEXT YEAR! Annual Meeting & Expo August 21 - 24, 2010 Los Angeles, CA
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