Private Organization Accreditation

One Hope United offers a range of services aimed at our mission of "Protecting children and strengthening families" including early childhood education, early intervention and prevention, family preservation, foster care, residential, and adoption.


Holy Family Institute

Sister Linda Yankoski, President/CEO

The Council On Accreditation provides all stakeholders involved in the delivery of social services the assurance that the organization is credible, effective, and is committed to quality improvement. The COA process is an important tool for anyone involved in leading an organization to establish best practices and maintaining and updating these practices over time.
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A qualified, trained, and supported workforce contributes to the delivery of quality services that promote customer satisfaction and positive service delivery results. 

MIL-HR 1: Positive Work Environment

Through the adoption and implementation of human resource policies, the MFR program provides an equitable work environment that promotes a high level of staff satisfaction and is supportive of productivity and diversity. 

Table of Evidence

Self-Study Evidence On-Site Evidence On-Site Activities
    • Description of the mechanisms in place for obtaining staff input and providing feedback on staff recommendations (MIL-HR 1.07)
    • Description of staff recognition efforts (MIL-HR 1.08)
    • Non-discrimination/EEO and anti-harassment policy and procedures (MIL-HR 1.01)
    • Staff training curricula (MIL-HR 1.01, MIL-HR 1.09, MIL-HR 1.11)
    • Local-level documentation for tracking staff completion of required trainings (MIL-HR 1.01, MIL-HR 1.09, MIL-HR 1.11)
    • Nepotism policy (MIL-HR 1.02)
    • Procedures for tracking completion of required background investigations (MIL-HR 1.03) 
    • Legislation or regulations pertaining to background investigations (MIL-HR 1.03)
    • Local-level documentation for tracking the completion of background investigations for relevant staff (MIL-HR 1.03) 
    • Documentation of local level human resource information provided to government employees (e.g. training curricula, handbook, self-paced power point slides, links to online resources, etc.) (MIL-HR 1.04)
    • Procedures for soliciting feedback from government employees who leave the program (e.g. exit interview procedures) (MIL-HR 1.05)
    • Local-level documentation for tracking receipt of feedback and/or completion of exit interviews (MIL-HR 1.05)
    • Policy and procedures governing the use of volunteers, if applicable (MIL-HR 1.06)
    • Volunteer assignments, if applicable (MIL-HR 1.06, MIL-HR 1.11)
    • Meeting minutes and/or schedules from program or team meetings (MIL-HR 1.07)
    • Grievance procedures (MIL-HR 1.09)
    • Evidence of improvements made in response to staff satisfaction concerns (MIL-HR 1.10)
    • Interview: 
      1. MFR program director
      2. Relevant staff (MIL-HR 1.04)

  • FP
    MIL-HR 1.01

    The MFR program promotes a workplace that is free of discrimination and harassment by: 

    1. adhering to relevant policy and procedures; and
    2. ensuring access to relevant training for staff on an annual basis.

  • MIL-HR 1.02

    MFR program leadership adheres to human resources policies that:

    1. prohibit preferential treatment except when permitted under the law; and 
    2. address nepotism with regard to hiring, supervision, and promotion. 

  • FP
    MIL-HR 1.03

    The MFR program has a mechanism for tracking completion of required background investigations for government employees, contractors, volunteers, and student interns including specialized screenings for indivdiuals who will be working with children and youth.

    Note: MIL-HR 1.03 is NA for volunteers when the MFR program is being reviewed under Volunteer Coordination (MIL-VC).  

  • MIL-HR 1.04

    Government employees receive up-to-date information on human resource policies and procedures specific to the local MFR program. 

  • MIL-HR 1.05

    Government employees who leave the MFR program voluntarily or due to a Permanent Change of Station have the opportunity to provide feedback on the MFR program’s strengths and weaknesses as well as address issues related to the transition.

  • MIL-HR 1.06

    MFR programs that use volunteers to provide direct services specify their roles and responsibilities and how they will be supervised.

    NA The MFR program does not use volunteers to provide direct services.
    NA The MFR program is being reviewed under Volunteer Coordination (MIL-VC).

  • MIL-HR 1.07

    The MFR program promotes open communication and collaboration among disciplines and staff levels by:

    1. holding regular program and team meetings; 
    2. soliciting feedback from staff regarding program operations and service delivery; and
    3. providing feedback to staff about their suggestions and recommendations.

    Note: MIL-HR 1.07 is NA for volunteers when the MFR program is being reviewed under Volunteer Coordination (MIL-VC).

  • MIL-HR 1.08

    The MFR program recognizes and rewards the contributions of staff. 

    Note: MIL-HR 1.08 is NA for volunteers when the MFR program is being reviewed under Volunteer Coordination (MIL-VC).

  • MIL-HR 1.09

    Government employees and volunteers are trained on and familiar with the formal grievance procedures, which includes:

    1. the right to file a grievance without interference or retaliation;
    2. a description of how grievances are filed, to whom, and who will make a final determination;
    3. timelines for resolution;
    4. how the resolution is documented; and
    5. an explanation of any appeal, rights, or recourse.

  • MIL-HR 1.10

    MFR program leadership takes action to identify and address staff satisfaction concerns expressed by government employees and volunteers working within their MFR program.

  • MIL-HR 1.11

    The MFR program promotes productive and positive relationships between government employees  and volunteers by:

    1. training staff on how to work effectively with volunteers;
    2. recognizing staff accomplishments in this area, including excellence in supervising volunteers; and
    3. minimizing any perceived threat to paid positions by clearly defining the boundaries of volunteer participation in the MFR program.

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