COMPETENCY & CREDENTIALING INSTITUTE (CCI)

Board and Certification Council Governance Meeting Session

 

  

www.seacrestcompany.com 4009 Corning Place Drive | Suite E2‐378 | Charlotte, NC 28216 

877‐619‐9885 

 

   

DECEMBER 7, 2019

CCI Structure & Governance: Strategy Meeting Report   1 

 

Background 

The Competency & Credentialing Institute (CCI) changed its organizational structure and governance in 2017 to strengthen the firewall between education and training functions, protect the accreditation status of CCI’s certification programs, and allow the organization to expand its educational products.  

Project Scope 

CCI partnered with SeaCrest to facilitate a discussion with the CCI Board of Directors related to the roles and responsibilities of the Board and Certification Council, especially as they relate to accreditation requirements. The meeting was held on December 7, 2019 in Denver, CO. Presentation slides used during the meeting are included in Attachment A.   The purpose of the December 7 session was to: 

Understand the motivating factors behind the governance change  

Understand the associated requirements for NCCA and ABSNC accreditation 

Review the roles, responsibilities, and limitations of the new Certification Council 

Discuss the strategic opportunities available to the Board as a result of establishing the Council  

Plan for ongoing, productive communication between the Board and Council  The scope of the project included facilitation of a 3‐hour session to address these items. The meeting was facilitated by SeaCrest CEO, Janice Moore.  

Intended outcomes of the facilitated meeting were identified as: 

Understand how NCCA and ABSNC accreditation requirements affect CCI governance and product development  

Review why CCI established the current structure and its benefits 

Understand the roles, responsibilities, and limitations of the new Certification Council  

Identify rules in place to protect the Board’s authority 

Understand strategic opportunities created for the Board as a result of establishing the Council 

Identify ways the Board, Council, and staff members can communicate effectively 

Assumptions 

During the meeting, the Board confirmed their commitment to: 

Maintaining NCCA accreditation for the CNOR program 

Maintaining ABSNC accreditation for the CNOR and CSSM programs 

Retaining the flexibility to expand CCIs portfolio for exam preparation product 

Ensuring a cooperative, productive relationship between the Board, Certification Council, and staff members 

   

CCI Structure & Governance: Strategy Meeting Report   2 

 

Next Steps 

The Board agreed to pursue the following objectives in order to increase communication and understanding between the Board and the Certification Council.  

1. Staff will continue to provide written, consent agenda reports to the Board.  

2. The Certification Council Chair will attend all Board meetings and will provide verbal reports during Board meetings. At a minimum, verbal reports will be provided during each of the Board’s in‐person meeting. 

3. The Board will consider changing the composition of the Board through a Bylaws amendment, to potentially include: 

a. Addition of a Board representative to serve on the Certification Council. To mitigate concerns regarding accreditation and undue influence, the Board representative would be a non‐voting member of the Council and would not be an officer of the Board.  

b. The Board will consider, at an appropriate time, whether the overall current composition of the Board is optimal and if changes to composition and/or criteria and qualifications for board membership should be considered.  

4. Board members will have access to relevant background information and historical documentation through an online archive/portal. At a minimum this will include the current versions of the Bylaws, Certification Council Charter, and board policies. Additional materials, such as Certification Council policies, past Board meeting minutes, etc. may also be added. A Board subcommittee will be formed to further define the Board’s information needs and how online access can best be accomplished.  

5. Board and Certification Council agendas will include a standing item for reporting at each meeting. 

a. Near the end of each Council meeting Council members will identify items for the Council Chair to report to the Board. 

b. Near the end of each Board meeting Board members will identify items for the Board representative to the Council to communicate to the Council. If a board representative position is not created, reporting will be done by the Council Chair.  

6. If concerns or issues arise, Board members and staff members will hold each other accountable to following the Bylaws, Charter, and policies by actively raising these issues for discussion and resolution. 

7. Orientation for new Board and Council members will continue to include information about CCI’s structure and the roles and responsibilities of each group.  

   

CCI Structure & Governance: Strategy Meeting Report   3 

 

Attachment A — Meeting Presentation 

 

We believe in certification

CCI Board Meeting Structure & Governance

December 7, 2019Denver, CO

• Launched in 2006

• Primary focus on building & maintaining quality certification programs

• Serve as a strategic partner • Developing new credentialing products • Program evaluation & quality improvement• Accreditation • Outreach & communication to stakeholders

Welcome & Introductions

• Name

• Location

• How long you have been involved with CCI

Agenda

1) Review purpose and expected outcomes of the meeting

2) NCCA and ABSNC accreditation requirements overview

3) CCI’s governance model

4) Strategic opportunities

5) Enhancing Board and Council communication

6) Wrap up

Purpose & Expected Outcomes

Purpose• Understand the motivating factors behind the governance

change and the associated requirements for NCCA and ABSNC accreditation

• Review the roles, responsibilities, and limitations of the new Certification Council

• Discuss the strategic opportunities available to the Board as a result of establishing the Council

• Plan for ongoing, productive communication between the Board and Council

Expected Outcomes• Understand how NCCA and ABSNC accreditation

requirements affect CCI governance and product development

• Review why CCI established the current structure and its benefits

• Identify what rules are in place to protect the Board’s authority

• Discuss strategic opportunities created for the Board as a result of establishing the Council

Level Setting As an organization, CCI is committed to…

• Maintaining NCCA accreditation for the CNOR program.

• Maintaining ABSNC accreditation for the CNOR and CSSM programs.

• Having the flexibility to expand its portfolio for exam preparation products.

• Ensuring a cooperative, productive relationship between the Board and Certification Council.

Accreditation Requirements Overview

• Authority and autonomy to make essential certification decisions

• Eligibility requirements • Recertification requirements• Disciplinary determinations • Exam development• Exam administration and scoring • Selection of SMEs

• Impartiality • Avoiding undue influence and conflict of interest

NCCA: Governance & AutonomyStandard 2

• Composition of Certification Council• Certificants• Public Member• Stakeholder representation• No education / training involvement

• Selection of Certification Council• Demonstrates impartiality / no undue influence

NCCA: Governance & Autonomy Standard 2

NCCA: Education & Training Functions Standard 3

• Focus - protect the integrity of the exam as a measure of the candidate’s knowledge, skills, and abilities

• Evaluating broad knowledge, not “teaching to the test”

• Protection of confidential exam information

• No “insider trading” - no individual or organization should have an advantage in prepping candidates because they had access to confidential exam information

NCCA: Education & Training FunctionsStandard 3

• Education can be required, but the organization should not require ONLY its own courses or courses it approves

• Approval of education should be done only by an independent body separate from the Council

• Individuals with access to confidential information are prohibited from developing or teaching prep courses during their service and for a defined period afterwards

• Practice exams or sample items can be offered, but can’t be required AND should be developed separately

• Confidential information is defined and controlled

• Overall vs. situational conflicts of interest

• Individuals with access to confidential information are bound by confidentiality and conflict of interest agreements • Staff, certification board members, proctors, consultants and

vendors, SMEs, and applicants/certificants

NCCA: Confidentiality & Conflict of InterestStandards 10 & 11

ABSNC Education & Training FunctionsStandards 6, 8, 11

Practice examinations and exam preparation courses • Must be optional

• Cannot imply they will lead to successful performance

• Does not provide an advantage (no “insider trading”)

• Not the only, or preferred, route to preparation

CCI Governance Model CCI promotes certifications and continuous professional development which drive safe, quality patient care.

Governance AuthorityBoard of Directors – Leadership and Strategy

• Strategic planning

• Financial oversight

• Marketing and communications

• Personnel

• Administrative operations

• Other areas of operational management

Certification Council – Certification Program Management

• Independent decision-making authority over all certification programs

• Maintain and oversee the operation of CCI’s established certification programs

• Must be in a manner consistent with recognized national accreditation standards, in alignment with CCI’s mission and values, and with the highest level of professional integrity

Certification Council Responsibilities

• Approve certification policies (eligibility, recertification, disciplinary actions, etc.)

• Appoint subject matter experts to exam development committees

• Approve exam content outline and passing score studies

• Ensure compliance with policies, accreditation standards

Certification Council Limitations

• Cannot develop, deliver, endorse, or approve/accredit any educational or training products

• Cannot take any CCI certification exam

• Cannot be involved in the development or leadership of any competing certification programs

• Establish policy, but not operational procedures (staff role)

• Cannot develop new credentials or discontinue current credentials without Board approval

• Does not approve budget (provides input only)

• Cannot enter into contracts or grants without approval

• Cannot determine CCI policy outside of specific certification program responsibilities

Strategic Opportunities

Strategic Opportunities• Board composition flexibility

• Can include educators, instructors, other stakeholders that reflect CCI’s expanded product interests

• No specific requirements for certificants, stakeholders, public members

• Wider range of activities• Involvement in exam prep / education• Development of new programs, products • Partnerships with other organizations, companies• Removes limitations for other activities

If there was no Certification Council…CCI could not

• Offer exam preparation products

• Approve any certification related training products

• Have educators/trainers on the Board

Limitations on

• Collaborative or financial relationships/partnerships with other organizations

• Flexibility to add new programs and products

CCI Strategic Plan• Adding new and innovative service lines

• Innovate with exam prep• Provide educational products• Develop tools/resources for OR managers• Create products/services for ambulatory surgery centers

• Active engagement in efforts to connect with nurses earlier in their careers

• Liaisons and relationship building with other organizations (ex: AORN, hospital systems)

• Continuing strategy development for the organization / evaluating success

Enhancing Board and Council Communication

Enhancing Communication

• Complimentary purposes• Board leads and strategizes• Council manages certification program to support CCI mission

• Communication is essential• Moving beyond current written consent reports

Increasing Communication

• Things to communicate:• Board’s plans and initiatives (big picture)• Council considerations (for Board input)• For Your Information reporting (not report & approve)• Feedback without undue influence

• Council Chair attends Board meetings to allow for questions and facilitate 2-way communication

• Quarterly Council activity reports

JMoore@SeaCrestCompany.com877-619-9885 x702www.seacrestcompany.com