ITEM TO: FROM: Becky DATE: October 27, Certification

Transcription

1 ITEM 6A TO: FROM: APWAA Board of Directors Scott Grayson, Executive Director Becky Stein, Interim Professional Development Director SUBJECT: Business Plan for Professional Development Education and Certification DATE: October 27, 2016 As per your request, please find attached the Business Plan for Professional Development Education and Certification n.

2 ITEM 6A DCS Reboot Plan November 2016 BACKGROUND During the August 25, 2016 Board of Directors meeting, PSI Services LLC presented a report on PSI s findings regarding the Donald C. Stone Program. In addition to reviewing background information on the program as well as details for processes provided by APWA staff, PSI conducted interviews with individuals and through focus groups. The report identified both positive and negative aspects to the program and provided three recommendations: 1) do nothing; 2) reboot the program and create a comprehensive continuing education program retaining the positive aspects of DCS; 3) discontinue all aspects of DCS. The Board took no formal action but was unanimous in selecting option 2 to reboot the program and has directed staff to develop an action plan to be completed by the November 2016 Board and Strategic Planning Meeting. STRATEGY To provide a more comprehensive and integrated education experiencee for APWA members and public works professionals. To provide DCS candidates, mentors and graduates with a personalized level of support to ensure continued success as they complete the DCS program, transition to a new program or pursue career opportunities outside of the program. GOALS Goal 1: Communicate Program Changes to Stakeholders Five stakeholder groups were identified: DCS Candidates, DCS Mentors, DCS Graduates, DCS Council Members and Public Works Institute Representatives. Consistent and ongoing communication with these groups will help to facilitate a smooth transition as currently enrolled candidates are given three options for proceeding: 1 P age

3 1. Continue through the existing DCS program that you are currently enrolled in for completion and graduate by August Discontinue from the existing DCS program you are currently enrolled in at this time and make a decision about transitioning to the new program once more information becomes available. 3. Discontinue from the existing DCS program you are currently enrolled in at this time. A brief survey was ed on October 21 asking currently enrolled candidates to choose one of the above options. The survey was sent to 211 candidates. Of those, 7 s were undeliverable. As of November 1, 79 (37%) candidates have responded to the survey with the following breakdown of responses: PWS PWM PWE TOTAL Continue Transition Discontinue TOTAL Two survey notices will be sent followed by a personal to the candidate and mentor. Those candidates not responding after the third attempt will be discontinued from the program. Stakeholder groups will be updated on an ongoing basis as new details emerge. Goal 2: Facilitate Process for Currently Enrolled Candidates to Graduate by PWX 2018 Those candidates wanting to continue in the current DCS program will have until PWX 2018 (August 27, 2018) to graduate. To ensure candidates continue to meet the rigorous requirements of the program, while also moving efficiently through the process to graduate by the deadline, the following improvements will be implemented: Personal checklists ed to candidates on a quarterly basis to keep them updated on their progress. Clearly stated deadlines that must be adhered to by candidates with quarterly reminders. Staff courtesy reviews completed no longer than one week after submission. Stronger reliance on mentors to assist candidates through the program requirements. Toolkits for candidates and mentors clearly stating submission requirements and Council expectations. Mentor and candidate training by Council members advising on criteria used for reviews and expectations for program submissions. DCS Council members will be provided a matrix for evaluating submissions and encouraged to turn around submissions within a thirty day period. 2 P age

4 One of the most positive attributes of the current DCS program, as identified by PSI, was the mentor program. It is imperative that candidates wanting to continue in the DCS program and graduate by PWX 2018 have a mentor that is well informed and engaged. Toolkits and trainings will be provided to assist the mentor as they assist their candidate through the program. The survey sent to candidates asking how they would like to proceed with DCS also included a question about obstacles that the candidate has faced in completing the program. One of the top obstacles identified was a disengaged/nonrespondent mentor. DCS staff will work with every candidate to make sure that their mentee/mentor relationship is working. In those cases it is not, staff will assist the candidate in identifying a new mentor. Goal 3: Launch New Program As recommended by PSI, a job practice analysis conducted for a proposed Certified Public Works Official (CPWO) certification program in 2010 will be reviewed and a determination made as to what level of update is needed to the study to make it current. The review would be conducted by members of the Leadership and Management Committee as they are considered APWA s subject matter experts in the area and proposed the original certification program. Once the job practice analysis is updated and a current content outline is available, it is recommended APWA proceed with a certification program in this area. The target audience as identified in the 2010 CPWO Feasibility Study is defined as Public works professionals with supervisory experience (Although not an exclusive list, the supervisory roles envisioned include public works directors, superintendents, city or county engineers, assistant or deputy directors and division managers.) This definition is consistent with the target audience for the DCS PWM and PWE programs. The original feasibility study supported the creation of a certification program for this target audience with the following key findings: Almost all (97%) respondents indicated either currently meeting the described eligibility requirements (86%) or anticipating meeting them within the next 5 years (11%). Well over half (60%) of respondents indicated they would be likely to participate in the CPWO program in the next five years. Generalizing this response to the number of individual members (both agency rostered and individual members, 23,670), the 24% indication of extremely likely to participate translates to 5681 individuals participating in the next five years. Generalizing the 36% indication of somewhat likely to the membership adds another 8521 individuals that are somewhat likely to participate within the next five years. It is critical to remember that this is only a projection based on a program concept; stating that one is likely to participate does not guarantee their actual participation. Expressed likeliness of applying is higher for those without the MBA, MPA or PE (67%) than those with: MBA (63%), MPA (57%) or PE (52%). As a general rule, those with a bachelor degree or higher are LESS likely to apply than those with lower levels of education. Overall, the primary reasons that respondents indicated they likely would not be interested included that their current degree and/or certification is qualification enough (42%) or that their work experience was qualification enough (39%). The most commonly cited reason listed within the other comments was that the individual was nearing retirement. A great majority (92%) of supervisors indicated at least 1 employee would participate in the CPWO program in the next five years. Many said more. 3 P age

5 Over half of all respondents agreed with the following: - CPWO would benefit agencies in the public works industry (81%) - CPWO would benefit the public works industry (81%) - CPWO would benefit the public (69%) - CPWO would benefit them professionally (68%) Overall, 87% of respondents agreed that APWA should develop the CPWO program. The certification program could be developed with multiple pathways to eligibility. The typical pathway consists of a combination of education and years of work experience. The number of years could be reduced for those individuals completing a Public Works Institute adding value to the certificate holder. The pathways could also take into account those individuals that have already graduated with a credential from DCS or have requested to transition from the current program. It is recommended a Program Requirement Work Group be identified to review the market research and job practice analysis and identify the pathways for eligibility. If the Board decides to proceed with an exam based certification program, the program will be ready to launch by the 2018 PWX, with the first exam administered September It is recommended that subject matter experts from the Leadership and Management Committee, Leadership & Management Knowledge Team and Public Works Institute representatives be offered the opportunity to serve on the Advisory Task Force or as an item writer for the exam. Goal 4: Transition DCS Candidates into New Program Those candidates wishing to transition from the current DCS program to the new program would be given the following options: Public Works Supervisor (PWS) The majority of individuals enrolled in the Public Works Supervisor (PWS) will be transitioned to the Public Works Institute (PWI) certificate program. The Public Works Institute is designed to address the supervisory and management needs of current first line supervisors and up, and those individuals aspiring to be better leaders and supervisors. There may be a select few PWS candidates that qualify for the proposed certification program. Each PWS candidate will be evaluated against the proposed certification program criteria before an individual recommendation is made. The institutes will continue to be offered and led by APWA chapters. APWA will continue to provide resources and certificates to nationallyapproved institutes. To add further visibility and value to chapter institutes and those graduating with a PWI certificate, APWA will do the following: Develop an integrated marketing plan for all APWA professional development programs; including outreach to those making hiring decisions (human resource departments and hiring managers). 4 P age

6 Increase the number of resources available to chapter institutes. Offer a Digital Badge* to those individuals that may be interested in applying for one at the national level. *Digital Badge According to the American Society for Engineering Education (ASEE), digital badging is an online system that houses an individual s accomplishments as a badge, created and granted by participating organizations. An individual s badge collection can be used as a coherent and meaningful way to demonstrate capabilities and accomplishments, and can be shared electronically. According to an article by WBT Systems, a study by the University Professional and Continuing Education Association (UPCEA) noted that a majority of millennials felt that they were not getting enough professional development, and that they value credentialing and digital badging. The study caught the attention of Associations Now, which noted in a recent article that more than 90 percent of educational institutions are offering credentials and digital badges, in part, to serve their millennial students, who favor badging and certificates to traditional degrees. Public Works Manager (PWM) and Public Works Executive (PWE) Individuals enrolled in the Public Works Manager (PWM) or Public Works Executive (PWE) will be transitioned to the proposed certification program based on an update of the Certified Public Works Official (CPWO) job practice analysis. DCS Graduates As eligibility requirements for the proposed certification program are developed, consideration for multiple pathways should be considered. Including a pathway for those that have earned a DCS credential to transfer to the new program and obtain the newly offered certification if desired. As recertification requirements are developed for the proposed certification program, consideration will be given to the current renewal requirements for DCS. In order to establish consistency between the programs, the same recertification requirements and fees can be required of all graduates (DCS and the new program). This will make tracking progress and transitioning those that wish to go into the new program, much more fluid. Another option for consideration is to convert the current DCS graduates into lifetime or legacy status, no longer requiring them to complete continuing education. Some membership associations provide this option when discontinuing a program. Goal 5: Develop an Integrated Mentor/Advisor Program Currently, mentors or advisors can be found in APWA s DCS program, certification programs, Emerging Leaders Academy and chapter institute programs. In order to provide a truly comprehensive and integrated approach to professional development, it is recommended that APWA create a mentor/advisory program serving the needs of all professional development programs. It is recommended that a task force or working group of the Professional Development Committee be identified to determine the guidelines for a mentor/advisory program with a recommendation for proceeding submitted to the Board by June P age

7 Goal 6: Integrated and Comprehensive Marketing Plan An integrated and comprehensive marketing plan will be developed encompassing all of APWA s professional development programs. The plan will also provide consideration to the following: Current and potential APWA alliances/partners. Outreach to those making hiring decisions (human resource departments and hiring managers). APWA chapter offerings. Input will be sought from the Professional Development Committee, Technical Committees and the Council of Chapters DCS Subcommittee. The goal would be to have a fully integrated and comprehensive plan in place by January 1, 2018 with identified goals and actions for FINANCIAL IMPLICATIONS DCS Refund Impact Pending Applications Between May 2016 August 2016, 14 applications were submitted for review. Application fees will automatically be refunded for these applicants. IMPACT = 14 applicants x $50 = $700 Candidates Continuing in the Program Candidates continuing in the program will have no fees refunded and will continue to be responsible for paying annual renewal fees. Candidates Transitioning to the New Program Candidates transitioning into the new program will have no fees refunded. Candidates will become inactivated and not charged renewal fees until fully transitioned into the new program. Candidates Discontinuing the Program Candidates discontinuing the program will have application and enrollment fees refunded, upon request, if their application was received in the 4 th quarter of 2015 or MAXIMUM IMPACT = 93 candidates x $250 = $23,250 Candidates discontinuing the program will have their annual renewal fee refunded, upon request, if their renewal fee was paid after June 30, MAXIMUM IMPACT = 16 candidates x $50 = $800 Graduates and Mentors Graduates and mentors will continue to pay annual renewal fees in order to continue use of their credential. 6 P age

8 Certified Public Works Official (CPWO) Potential Investment Impact Previously Invested CPWO Feasibility Study (2009) $20,421 CPWO Job Practice Analysis (2010) $22,145 Total Previously Invested = $42,566 Projected Future Investment CPWO Job Practice Analysis Update - Cost will be based on percentage of study to be updated - Cost is not anticipated to exceed original study cost of $22,145 Exam Development - Past certification program exam development has ranged from $84,134 to $90,246 Trademark/Legal - Past certification program fees have ranged from $2,254 to $3,661 Total Projected Future Investment = $116,000 Additional expenses to consider include costs for marketing the program. Office overhead and staffing costs are not anticipated to increase. Current resources will move away from DCS to the new program as the transition progresses. Certified Public Works Official (CPWO) Potential Income Application and Exam Fees CPWO Feasibility Study Findings: Of the supervisors who indicated their agency would pay or reimburse for the certification, the average amount they indicated being willing to pay for the certification for their personnel was $413. Since the range was wide ($50 $5000), it is useful to also consider the median of $250 (the middle number in the range) and the mode of $500 (the most frequently cited amount). The average amount individuals indicated they would be willing to pay for the certification was $438. Since the range was wide ($20 $5000), it is useful to also consider the median of $250 (the middle number in the range) and the mode of $500 (the most frequently cited amount). Current Certification Fees for the Certified Public Fleet Professional (CPFP) and Certified Stormwater Manger (CSM) Application Fee $195 members; $245 nonmembers 7 P age

9 Exam Fee $500 Projected CPWO Fees Application Fee $195 members; $245 nonmembers Exam Fee $500 Projected Number of Participants CPWO Feasibility Study Findings (2009) Well over half (60%) of respondents indicated they would be likely to participate in the CPWO program in the next five years. Generalizing this response to the number of individual members (both agency rostered and individual members, 23,670), the 24% indication of extremely likely to participate translates to 5681 individuals participating in the next five years. CPWO Leadership & Management Committee Proposal (2009) The original proposal from the Leadership and Management Committee estimated the target audience for the CPWO to be approximately 25% of APWA s membership. Projected CPWO Participation Five year projection: 5681 individuals x 25% = 1420 potential applicants Annual projection: 1420 potential applicants / 5 years = 284 potential applicants annually Total Projected Annual Revenue = $197,380 ($195 application fee + $500 exam fee) x 284 potential applicants 8 P age

10 ACTION PLAN GOAL ACTION STEP SUCCESS CRITERIA RESPONSIBILITY Goal 1: Communicate Program Changes to Stakeholders Identify stakeholder groups. stakeholder groups notice of program change. current candidates survey requesting candidate s path for proceeding two notices will be sent. current candidates and candidate s mentor that have not responded to survey requests providing them with final opportunity to reply. Notify mentors of candidates not wishing to continue in the program. stakeholder groups with updated details on new program. Update APWA website to reflect changes in program. All invested parties are aware of program changes. Delivery of a consistent message to all stakeholders. Identification of the number of candidates planning to graduate by PWX Identification of the number of candidates planning to the graduate by PWX Identify pool of mentors no longer needed to assist with candidates proceeding in the program. Delivery of a consistent message to all stakeholders. Delivery of accurate information consistent with the overall message being delivered to stakeholders. Staff Staff Staff TARGET COMPLETION Completed Completed Completed Staff 11/11/2016 Staff 11/30/2016 Staff 1/31/2017 Ongoing as New Details Emerge Staff 1/31/ P age

11 GOAL ACTION STEP SUCCESS CRITERIA RESPONSIBILITY TARGET COMPLETION Provide personal checklists to candidates Candidates clearly understand Staff 11/30/2016 continuing in the program. requirements for graduation and their current status in the program. Goal 2: Facilitate Process for Currently Enrolled Candidates to Graduate by PWX 2018 Confirm mentor continuation and engagement for candidates continuing in the program. Provide new mentor options for those individuals whose mentors are no longer interested in continuing or are disengaged with the mentee. Develop toolkits for candidates and mentors providing guidance on PDP, Project Proposal and Final Project completion, including Council expectations. Conduct candidate and mentor forums reviewing toolkits and Council expectations. Send updated personal checklist and deadline reminders to candidates and mentors. Final Candidate Graduation Mentors not willing to continue or disengaged in the program are identified. All candidates are paired with actively engaged mentors that can successfully assist them through the program to graduation. Mentors and candidates clearly understand requirements for program completion and expectations of Council members reviewing their submissions. Mentors and candidates clearly understand requirements for program completion and expectations of Council members reviewing their submissions. Candidates clearly understand requirements for graduation, deadlines and their current status in the program. Successful completion for those candidates wishing to graduate from the existing DCS program. Staff 11/30/2016 Staff 12/31/2016 Quality Council Research Council Staff Council Chairs Staff Staff Candidate Mentor 12/31/2016 1/31/2017 Quarterly 8/27/18 10 P age

12 GOAL ACTION STEP SUCCESS CRITERIA RESPONSIBILITY TARGET COMPLETION Review 2010 CPWO Job Practice Analysis and Percentage of previous study Leadership & 1/2017 determine approximate percentage of that is still accurate and Management material to be updated. percentage of material to be Committee updated. Goal 3: Launch New Program Distribute RFP for psychometric consultant group. Identify Advisory Task Force. Review proposals and select psychometric consultant group. Conduct Job Practice Analysis Update Develop Content Outline based on Job Practice Analysis results Identify item writers Conduct item writing workshop Psychometric consultant groups provided with APWA expectations and requests for proposal. Leadership and management subject matter experts advising the development of the program. A quality consultant group identified within APWA budgetary guidelines. Link established between the tasks performed by a public works official and the knowledge necessary to perform the tasks. The examination reflects the actual tasks performed by public works officials as identified in the job practice analysis. Exam items written by a diversified group of leadership and management subject matter experts. Exam items written to meet national exam standards. Staff 2/2017 Staff 2/2017 Staff 3/2017 Advisory Task Force Advisory Task Force 6/2017 6/2017 Staff 7/2017 Consultant Staff 12/ P age

13 GOAL ACTION STEP SUCCESS CRITERIA RESPONSIBILITY TARGET COMPLETION Identify subset of Advisory Task Force to Leadership and management Staff 1/2018 develop program requirements. subject matter experts to provide guidance on policy development of the program. Goal 3: Launch New Program Identify subset of Advisory Task Force to review exam and set cut score requirements. Develop program requirements and finalize program name. Review exam questions following national test development standards. Conduct trademark research on program name. Conduct cut score study and finalize exam forms. Develop application and marketing materials. Offer opportunity to those transitioning from DCS to pre apply. Launch and market new program. Conduct first exam administration Leadership and management subject matter experts to provide guidance on the complete exam development. Program requirements consistent with APWA certification program standards. Exam meets national exam standards and contains information that has been validated through best practices and reference material in the industry. Identification of program name and credential that does not conflict with credentials already found in the industry. Passing scores (cut score) for each exam form identified. Materials available for completion for those individuals wanting to enter the program. Public works professionals are aware of new program requirements. Successful completion of exam by first applicants. Staff 1/2018 Program Requirement Work Group Exam Review Work Group 3/2018 4/2018 Legal 5/2018 Exam Review 5/2018 Group Staff 6/2018 Staff 8/2018 Staff 9/ P age

14 GOAL ACTION STEP SUCCESS CRITERIA RESPONSIBILITY TARGET COMPLETION Provide new program materials to candidates Candidates clearly understand Staff 6/2018 who have chosen to transition from the requirements for new current DCS program. program and how to successfully transition. Goal 4: Transition DCS Candidates into New Program Transition candidates into institute or proposed certification program. Provide DCS graduates information on how to transition into new program and/or keep their current credential through recertification. Candidates successfully enrolled in the new program or institute. Graduates clearly understand renewal requirements for current credential and how to transition into new program if desired. Staff 12/2018 Staff 1/ P age

15 GOAL ACTION STEP SUCCESS CRITERIA RESPONSIBILITY TARGET COMPLETION Identify a working group of the Professional A mentor/advisor program Professional 1/2017 Development Committee to determine a developed by subject matter Development structure and guidelines for a mentor/advisor experts with a comprehensive Committee program. understanding of all APWA professional development initiatives. Goal 5: Develop an Integrated Mentor/Advisor Program Review current mentor/advisor programs Develop Mentor/Advisor Program Guidelines Present Recommendation to Board of Directors Revise based on Board recommendations. If needed, resubmit to the Board for approval. Set up internal processes for mentorship program. Develop marketing materials and incorporate into integrated marketing plan. Launch mentorship program. Working Group members have a full understanding of existing mentor/advisor programs. Clearly defined guidelines for those entering and volunteering for the program. Board input into the program structure and guidelines. Implement changes as directed by the Board. Board approval into the program structure and guidelines. Program operations in place internally to effectively manage the program. Comprehensive plan integrating all of APWA s professional development initiatives. Members and public works professionals are aware of the opportunity to serve as a mentor/advisor or to be matched with a mentor/advisor. Mentorship Work Group Mentorship Work Group Mentorship Work Group Mentorship Work Group Mentorship Work Group 2/2017 5/2017 6/2017 7/2017 8/2017 Staff 12/31/2017 Staff 12/31/2017 Staff 1/ P age

16 GOAL ACTION STEP SUCCESS CRITERIA RESPONSIBILITY TARGET COMPLETION A comprehensive and integrated Professional Staff 1/2018 Development Marketing Plan. Goal 6: Integrated and Comprehensive Marketing Plan Implement comprehensive Professional Development Marketing Plan Comprehensive plan integrating all of APWA s professional development initiatives. Increased visibility and value of APWA s professional development initiatives. Staff P age