WHO IS ACCREDITED?

Private Organization Accreditation

HeartShare assist individuals with developmental disabilities through education, day, residential and recreation programs, case management, and health services, and provides foster care/adoption services, counseling, after school and energy assistance programs, and programs for people with HIV/AIDS.
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ORGANIZATION TESTIMONIAL

ClearPoint Credit Counseling Solutions

Tim Spearin, Vice President, Quality Assurance

ClearPoint Credit Counseling Solutions has been accredited by the Council on Accreditation (COA) since 1996.  Reaccreditation attests that a member organization continues to meet the highest national operating standards as set by the COA.  It also provides assurance that ClearPoint Credit Counseling Solutions is performing services which the community needs, conducting its operations and funds successfully.
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Purpose

Individuals who participate in Opioid Treatment Programs improve social, emotional, and vocational functioning, achieve optimal productivity, and attain the recovery they seek.

OTP 20: Personnel

Opioid treatment program personnel are trained and competent to carry out tasks related to their positions.

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
    • Table of contents of training curricula
    • Procedures and criteria used for assigning and evaluating workloads
    • Documentation of training
    • Training curricula
    • Policy and procedures addressing employee health and vaccinations and other documents as necessary
    • Documentation of workload assessment
    • Interview:
      1. Supervisors
      2. Personnel
    • Review personnel files

  • OTP 20.01

    A medical director assumes responsibility for:

    1. administering medical services; and
    2. carrying out other duties prescribed by law or regulation to be assumed by a physician in an opioid treatment program.

  • OTP 20.02

    The medical director and program administrator or sponsor stay current with all applicable federal, state, and local laws and regulations applicable to opioid treatment programs, including those that address technology-based service delivery.


  • OTP 20.03

    The clinical team makes level of care, treatment, and termination-of-service decisions with service recipients and includes the participation of a physician in the review and decision-making process.

    Interpretation: A physician, often in the role of a consultant, supervises and prescribes needed medical care or examinations.


  • FP
    OTP 20.04

    All personnel and consulting providers are annually screened for tuberculosis and receive a hepatitis B vaccination if they are considered to be at risk for exposure to hepatitis.


  • OTP 20.05

    Personnel receive ongoing in-service training about:

    1. the concept of addiction as a disease;
    2. establishing a working alliance with individuals receiving treatment;
    3. the goals of opioid treatment in regard to other drug use;
    4. the latest information, theories, and techniques in identification, diagnosis, and treatment of alcohol and other drug problems, including the harm reduction model; and
    5. interventions that demonstrate respect for sociocultural values, personal goals, lifestyle choices, and complex family interactions.

    Research Note: There are many factors associated with retention of participants in treatment, including severity of psychiatric symptoms. Research suggests that a therapeutic alliance is associated with treatment outcomes, and individuals with more severe psychiatric symptoms are more likely to complete treatment if they have a strong alliance with the service provider.


  • OTP 20.06

    Ongoing in-service training for personnel also addresses:

    1. relapse prevention;
    2. recognition of co-occurring health and mental health conditions and integrated services available to meet them;
    3. management of drug overdose;
    4. special treatment needs of women;
    5. criminal justice issues, as appropriate;
    6. the benefits and limitations of tests that screen for drug use; and
    7. HIV/AIDS symptoms, risk-reduction and infection control guidelines, testing, and counseling techniques and skills.

  • OTP 20.07

    Direct service personnel workloads support the achievement of client outcomes, are regularly reviewed, and are based on an assessment of the following:

    1. the qualifications, competencies, and experience of the worker, including the level of supervision needed;
    2. the work and time required to accomplish assigned tasks and job responsibilities; and
    3. service volume, accounting for assessed level of needs of new and current clients and referrals.
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