Private Organization Accreditation

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


Family Services of the North Shore

Kathleen Whyte, Manager of Human Resources / Accreditation Coordinator

Family Services of the North Shore is about to enter our third accreditation cycle with COA. Accreditation has provided us with a framework that enables us to demonstrate accountability to our clients, our funders and our donors. There is no question that the accreditation process and COA have benefited our agency.
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Through sound administration and effective management, the MFR program achieves its vision, mission and strategic goals; assures appropriate use of resources for the good of customers; and remains responsive to the needs of the military community.


The Administration and Management standards outline the responsibilties of MFR program leadership to foster a culture of transparency, accountability, and responsiveness to the military community; provide oversight of operations; and promote MFR program and operational improvements. The responsibilities set forth in the standards represent the multi-faceted functions that leadership assumes to ensure effective delivery of quality services.


  • Revised Standard - 07/28/17
    MIL-AM and MIL-RPM were combined and updated.

Note: MIL-AM and MIL-RPM were combined and updated in June 2017 to reflect current practice. For more information please refer to the MIL-AM Update Summary

Note: Please see MIL-AM Reference List for a list of resources that informed the development of these standards.

Administration and Management Narrative

Self-Study Evidence
    • Describe 2-3 examples of how the MFR program responded to risks identified by the risk prevention and management review processes. Please describe the steps, the decision-making process, and actions taken to bring the issue to resolution. (MIL-AM 1.02)
    • Describe two or three examples of how the MFR program services have been adapted in the past four years in response to the changing needs of customers (MIL-AM 1.03).
    • Describe how the MFR program sets strategic direction (MIL-AM 1.04). Include in the description: 
      1. how MFR program leadership uses available data to set strategic direction
      2. any significant political, regulatory, cultural or economic changes that have impacted the MFR program’s strategic direction and/or ability to fulfill its mission
      3. the part of the long-term or strategic plan that has been the least difficult to advance, and indicate the reasons why
      4. the part of the long-term or strategic plan that has been the most difficult to advance, and indicate the reasons why.
    • Describe how the MFR program provides access to information about the program to stakeholders (MIL-AM 1.07)
    • Describe the MFR program's status with implementing the performance and quality improvement standards (MIL-AM 5). Include in the description:
      1. strengths and accomplishments
      2. challenges
      3. two or three areas for improvement that are currently being targeted through implementation of the MFR program’s PQI system. 
    • Which systems, if any, are computerized and which are not (e.g., the financial management system, PQI, human resources)? Are customer files maintained electronically or in hard copy? (MIL-AM 7.01)
    • When services are delivered via technology (e.g. telephone, computer, etc), describe the types of services being provided, the technologies being used, and how this service delivery approach helps meet the needs of customers. (MIL-AM 9)
    • Provide any additional information that would increase the Peer Review Team's understanding of how the MFR program's technology and information systems contribute to the achievement of the MFR program’s mission.
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