WHO IS ACCREDITED?

Private Organization Accreditation

Money Management International is a nationwide nonprofit organization that provides counseling and education related to credit, housing and bankruptcy, and offers debt management assistance if needed. MMI also conducts community education programs in the areas where we have a physical presence.
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ORGANIZATION TESTIMONIAL

Brewer-Porch Children's Center

James W. Thompson, Executive Director

The COA standards as applied to the operations at Brewer-Porch Children’s Center at The University of Alabama has given the administration an opportunity to examine best practice and improve the quality of care provided to clients.
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Purpose

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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