Private Organization Accreditation

CSS Healthcare Services provides Community based health services to the young, the elderly and to Individuals with Developmental Disability. Founded in 1997, we have the ability to offer a variety of quality community-based services to our clients, which has greatly contributed to our growth and success.


Ulysses Arteaga, L.C.S.W.

Volunteer Roles: Commissioner; EPPA; Marine Reviewer; Military Reviewer; Peer Reviewer; Team Leader

The Consuelo Foundation 2012 Peer Reviewer of the Year, Mr. Arteaga conducts two to three site visits a year, often volunteering for visits that require a Spanish speaking peer.
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Community Change Initiatives mobilize the community for action; strengthen the capacity of residents and organizations to effect and sustain change; build and improve neighborhoods; and lay the groundwork for future progress.

CA-CCI 5: Planning

The organization works with stakeholders to develop a results-oriented plan that is based on the findings of the community assessment and designed to strengthen and improve the community. 

Research Note: Community building initiatives do not typically follow a linear path, rather, planning and action can occur simultaneously and interactively throughout the course of an initiative. Accordingly, although strategic planning is an essential part of the improvement process, some literature emphasises that initial planning need not be exhaustive. Instead of striving to develop an all-encompassing plan before taking any action, launching some tangible activities with visible benefits early in the initiative may help to build momentum, keep stakeholders motivated, and increase the likelihood of success.

Research Note: One planning model for community change initiatives is called Results Focused Planning, which starts by reframing an identified community deficit or need as a positive result for the community.  Once the desired result(s) have been identified, an action plan can be developed, executed, and monitored to support achievement of the chosen outcome(s).

NA The organization only provides technical assistance to community change initiatives.

Rating Indicators
All elements or requirements outlined in the standard are evident in practice, as indicated by full implementation of the practices outlined in the Practice standards.
Practices are basically sound but there is room for improvement, as noted in the ratings for the Practice standards; e.g.,
  • Minor inconsistencies and not yet fully developed practices are noted, however, these do not significantly impact service quality; or
  • Procedures need strengthening; or
  • With few exceptions procedures are understood by staff and are being used; or
  • For the most part, established timeframes are met; or
  • Proper documentation is the norm and any issues with individual staff members are being addressed through performance evaluations (CA-HR 6.02) and training (CA-TS 2.03); or
  • Active client participation occurs to a considerable extent.
Practice requires significant improvement, as noted in the ratings for the Practice standards. Service quality or program functioning may be compromised; e.g.,
  • Procedures and/or case record documentation need significant strengthening; or
  • Procedures are not well-understood or used appropriately; or
  • Timeframes are often missed; or
  • A number of client records are missing important information  or
  • Client participation is inconsistent; or
  • One of the Fundamental Practice Standards received a rating of 3 or 4.
Implementation of the standard is minimal or there is no evidence of implementation at all, as noted in the ratings for the Practice standards; e.g.,
  • No written procedures, or procedures are clearly inadequate or not being used; or
  • Documentation is routinely incomplete and/or missing; or  
  • Two or more Fundamental Practice Standards received a rating of 3 or 4.

Table of Evidence

Self-Study Evidence On-Site Evidence On-Site Activities
    • Planning procedures
    • Copy of plan(s)
    • Evidence of collaboration with stakeholders (i.e., meeting notices, meeting agendas, meeting minutes, correspondence, documentation of decisions)
    • Interview:
      1. Program director
      2. Relevant personnel
      3. Stakeholders
    • Observe community meetings, if possible

  • CA-CCI 5.01

    The organization actively involves stakeholders in developing a plan for community change.

  • CA-CCI 5.02

    The plan addresses:

    1. priorities and areas of focus;
    2. measurable goals and desired outcomes;
    3. strategies for achieving goals and desired outcomes;
    4. resources and skills needed to implement strategies and activities;
    5. reasonable timeframes for implementing activities and achieving goals;
    6. the roles and responsibilities of different stakeholders;
    7. measures for tracking and evaluating progress; and
    8. strategies for promoting the long-term sustainability of the initiative and its achievements.

    Interpretation: The content of the plan should reflect the community’s current readiness to take on a particular initiative; taking into account, among other things, the community’s resources, priorities, and motivation to act on a particular issue.

    Interpretation: As noted in CA-CCI 1, strategies for achieving desired goals and outcomes should be based in evidence whenever possible. For example, if one of the initiative’s goals is to prevent youth substance use, it should employ techniques and practices that have been proven effective in that field.

    Research Note: Community issues are often interconnected; however, this does not mean that initiatives should attempt to address all community priorities at once. In fact, best practice suggests that it is not feasible to address all relevant issues simultaneously, and highlights the merits of incremental growth that responds to community needs and opportunities. For example, when an initiative begins because one high-priority problem has prompted stakeholders to act, the community might choose to deal with and make progress on that issue before focusing on any others.

    Research Note: A logic model is one way to summarize the results of the assessment and outline planned activities for stakeholders. The logic model provides an organized framework for connecting identified needs and goals with the activities and resources needed to achieve desired results.

  • CA-CCI 5.03

    The plan is:

    1. based on the community assessment; 
    2. results oriented; and
    3. tailored to local conditions and priorities.

    Interpretation: Like the community assessment, the strategies included in the plan for improving the community should be respectful of diversity and difference.

    Research Note: Best practice emphasises that there is no single template or model for facilitating community change. Solutions should be tailored to the circumstances of the community.

  • CA-CCI 5.04

    The organization coordinates with other local groups to ensure there is no duplication of effort or competing priorities.

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