WHO IS ACCREDITED?

Private Organization Accreditation

Heartland for Children is the not-for-profit agency responsible for the foster care system in Polk, Highlands, and Hardee Counties.
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ORGANIZATION TESTIMONIAL

The Village for Families & Children, Inc.

Galo A. Rodriguez, M.P.H., President & CEO

COA Peer Reviewers demonstrated their expertise through their knowledge of COA standards as well as experience in the behavioral health field. In addition, COA’s seminars and tools were very helpful in guiding us through the accreditation process.
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Purpose

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.

CCI 8: Personnel

Personnel have the training, skills, experience, and knowledge needed to build community capacity and promote community change.

Rating Indicators
1
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.
2
Practices are basically sound but there is room for improvement, as noted in the ratings for the Practice standards; e.g., 
  • With some exceptions, staff (direct service providers, supervisors, and program managers) possess the required qualifications, including: education, experience, training, skills, temperament, etc., but the integrity of the service is not compromised.
    • Supervisors provide additional support and oversight, as needed, to staff without the listed qualifications.
    • Most staff who do not meet educational requirements are seeking to obtain them.
  • With some exceptions staff have received required training, including applicable specialized training.
    • Training curricula are not fully developed or lack depth.
    • A few personnel have not yet received required training.
    • Training documentation is consistently maintained and kept up-to-date with some exceptions.
  • A substantial number of supervisors meet the requirements of the standard, and the organization provides training and/or consultation to improve competencies.
    • Supervisors provide structure and support in relation to service outcomes, organizational culture and staff retention.
  • With a few exceptions caseload sizes are consistently maintained as required by the standards.
  • Workloads are such that staff can effectively accomplish their assigned tasks and provide quality services, and are adjusted as necessary in accord with established workload procedures.
    • Procedures need strengthening.
    • With few exceptions procedures are understood by staff and are being used.
  • With a few exceptions specialized staff are retained as required and possess the required qualifications.
  • Specialized services are obtained as required by the standards.
3
Practice requires significant improvement, as noted in the ratings for the Practice standards.  Service quality or program functioning may be compromised; e.g.,
  • One of the Fundamental Practice Standards received a rating of 3 or 4.
  • A significant number of staff, e.g., direct service providers, supervisors, and program managers, do not possess the required qualifications, including: education, experience, training, skills, temperament, etc.; and as a result the integrity of the service may be compromised.
    • Job descriptions typically do not reflect the requirements of the standards, and/or hiring practices do not document efforts to hire staff with required qualifications when vacancies occur.
    • Supervisors do not typically provide additional support and oversight to staff without the listed qualifications.
  • A significant number of staff have not received required training, including applicable specialized training.
    • Training documentation is poorly maintained.
  • A significant number of supervisors do not meet the requirements of the standard, and the organization makes little effort to provide training and/or consultation to improve competencies.
  • There are numerous instances where caseload sizes exceed the standards' requirements.
  • Workloads are excessive and the integrity of the service may be compromised. 
    • Procedures need significant strengthening; or
    • Procedures are not well-understood or used appropriately; or
  • Specialized staff are typically not retained as required and/or many do not possess the required qualifications; or
  • Specialized services are infrequently obtained as required by the standards.
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.,

For example:
  • 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
    • List of personnel that includes:
      1. name;
      2. title;
      3. degree held and/or other credentials;
      4. FTE or volunteer;
      5. length of service at the organization;
      6. time in current position
    • Table of contents of training curricula
    • Procedures and criteria for assigning and evaluating workloads
    • Program staffing chart that includes lines of supervision
    • Job descriptions
    • Training curricula
    • Documentation of training
    • Interview:
      1. Program director
      2. Relevant personnel
    • Review personnel files

  • CCI 8.01

    Personnel have the competencies needed to:

    1. engage and build trusting relationships with community members;
    2. communicate effectively with relevant stakeholders;
    3. adapt to changing situations and environments;
    4. assess community characteristics, assets, needs, and priorities;
    5. capitalize on assets and strengths within a community;
    6. understand and interpret data, including measuring progress towards achievement of desired outcomes;
    7. develop and monitor implementation of results-oriented community plans;
    8. lead and facilitate meetings and discussions;
    9. manage groups and resolve conflicts;
    10. build coalitions among community residents, associations, and institutions;
    11. develop networks with groups outside the community that can advance the initiative;
    12. understand and work within relevant financial and administrative infrastructures;
    13. understand and implement projects related to the focus and priorities of the initiative (e.g., improving infrastructure, preventing substance use, promoting public safety, etc.);
    14. work with stakeholders in a culturally competent manner that considers gender, race, ethnicity, sexual orientation, developmental level, disability, and other relevant characteristics; 
    15. engage in community work without maintaining a high profile or dominating the initiative’s public presence, and
    16. promote the sustainability of results.

    Interpretation: Competence can be demonstrated through a combination of education, training, and experience, including life experience. Some states may offer or require licensing, certification, or credentialing for personnel in this field.

    Note: As referenced in COA’s standards for “Human Resources” (HR) and “Training and Sup