1	M i n n e s o t a WorkForce Center Strategic Plan Recommendations for WorkForce Center credentialing process
2	Recommendations from the Strategic Plan Site-specific consolidations Short-term leadership issues Long-term recommendations Expand and Strengthen Credentialing Process
3	Why Credential? Adds value for customers by ensuring quality and consistency in the customer experience. Ensures local stakeholders have influence over service delivery operations in their area. Builds confidence in the system for important external audiences, e.g., state legislature.
4	Who Credentials? GWDC establishes standards WorkForce Center staff complete credentialing application (similar to Baldrige self-assessment) Local Workforce Councils review application and recommend or withhold credential State agency concurs and/or disputes Local Workforce Council recommendation Process has ongoing review mechanisms (on-site visits, secret shopper, etc.)
5	How We Got Here Standards Workgroups Leadership and Integration Capacity Building Communications and Technology Planning Customer Service/Choice Universality Information Analysis and Results February – April 02 Workgroup of system stakeholders develop framework and standard design April 02 Discussion with 200 attendees at Spring Leadership Institute May – June 02 Systems Excellence Committee agrees on framework and launches smaller working groups to draft standards
6	Who’s Been Involved?
7	What Matters? Customer expectations Leadership to serve customers Staff to deliver services Business processes to support staff
8	Proposed Standards 1) Customer Expectations
9	Proposed Standards 2) Leadership to Serve Customers 2.1 WFC leaders model and ensure system integration through communication. 2.2 WFC leaders model and ensure system integration through planning. 2.3 WFC leaders model and ensure system integration through community involvement and marketing.
10	Proposed Standards 3) Staff to Deliver Services 3.1 Staff must have and use adequate information, training, tools, and resources in order to create a high quality customer experience and to respond to customers’ needs. 3.2 Local WFC managers periodically update their training and skills regarding system related issues, relay system information to WFC staff, and gather feedback from staff on managers’ performance.
11	Proposed Standards 4) Business Processes 4.1 WFCs have a centerwide customer relations protocol for technology tools/resources, referrals, and complaints. 4.2 WFC strives to provide a common “look and feel”.
12	The Details Three ways to quantify and implement the standards: A (written) process may be required There may be specific criteria required There may be quantitative performance outcomes to gauge progress
13	Next Steps Today: Review, discuss, amend, and adopt “provisional” standards 8/02: Additional review and testing begins 1/03: GWDC makes revisions from feedback 2/03: GWDC progress report to Legislature By 7/03: WFCs complete applications, Local Councils and state agency reviews. First round of credentials are conveyed Process continues with on-site reviews, amending standards and process every biennium
14	"One step toward creating" One step toward creating “Preeminence Minnesota”