Private Organization Accreditation

CSS Healthcare Services provides Community based health services to the young, the elderly and to Individuals with Developmental Disability. Founded in 1997, we have the ability to offer a variety of quality community-based services to our clients, which has greatly contributed to our growth and success.


Nicole Deprez-Garrity, M.Ed.

Volunteer Roles: Endorser, Lead Endorser

Nicole Deprez-Garrity is a lead After School Endorser based in Germany.
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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.

PA-CCI 5: Planning

The agency works with stakeholders to develop a results-oriented plan that is based on the findings of the community assessment and designed to strengthen and improve the community.

Research Note: Community building initiatives do not typically follow a linear path – in contrast, planning and action can occur simultaneously and interactively throughout the course of an initiative. Accordingly, although strategic planning is an essential part of the improvement process, some literature emphasizes that initial planning need not be exhaustive. Instead of striving to develop an all-encompassing plan before taking any action, launching some tangible activities with visible benefits early in the initiative may help to build momentum, keep stakeholders motivated, and increase the likelihood of success.

Research Note: One planning model for community change initiatives is called Results Focused Planning, which starts by reframing an identified community deficit or need as a positive result for the community. Once the desired result(s) have been identified, an action plan can be developed, executed, and monitored to support achievement of the chosen outcome(s).  

NA The agency only provides technical assistance to community change initiatives.

Rating Indicators
Full Implementation, Outstanding Performance
A rating of (1) indicates that the agency's practices fully meet the standard and reflect a high level of capacity.  
  • All elements or requirements outlined in the standard are evident in practice, with rare or no exceptions; exceptions do not impact service quality or agency performance. 
Substantial Implementation, Good Performance
A rating of (2) indicates that an agency's infrastructure and practices are basically sound but there is room for improvement. 
  • The majority of the standards requirements have been met and the basic framework required by the standard has been implemented.  
  • Minor inconsistencies and not yet fully developed practices are noted; however, these do not significantly impact service quality or agency performance.  
Partial Implementation, Concerning Performance
A rating of (3) indicates that the agency's observed infrastructure and/or practices require significant improvement.  
  • The agency has not implemented the basic framework of the standard but instead has in place only part of this framework.   
  • Omissions or exceptions to the practices outlined in the standard occur regularly, or practices are implemented in a cursory or haphazard manner. 
  • Service quality or agency functioning may be compromised.   
  • Capacity is at a basic level.
Unsatisfactory Implementation or Performance
A rating of (4) indicates that implementation of the standard is minimal or there is no evidence of implementation at all.  
  • The agency’s observed service delivery infrastructure and practices are weak or non-existent; or show signs of neglect, stagnation, or deterioration.  
Please see Rating Guidance for additional rating examples. 

Table of Evidence

Self-Study Evidence On-Site Evidence On-Site Activities
    • Planning procedures
    • Copy of plan(s)
    • Evidence of collaboration with stakeholders (i.e., meeting notices, meeting agendas, meeting minutes, correspondence, documentation of decisions)
    • Interview:
      1. Program director
      2. Relevant personnel
      3. Stakeholders
    • Observe community meetings, if possible

  • PA-CCI 5.01

    The agency actively involves stakeholders in developing a plan for community change.

  • PA-CCI 5.02

    The plan addresses:

    1. priorities and areas of focus;
    2. measurable goals and desired outcomes;
    3. strategies for achieving goals and desired outcomes;
    4. resources and skills needed to implement strategies and activities;
    5. reasonable timeframes for implementing activities and achieving goals;
    6. the roles and responsibilities of different stakeholders;
    7. measures for tracking and evaluating progress; and
    8. strategies for promoting the long-term sustainability of the initiative, and its achievements.

    Interpretation: The content of the plan should reflect the community’s current readiness to take on a particular initiative; taking into account, among other things, the community’s resources, priorities, and motivation to act on a particular issue.

    Interpretation: As noted in PA-CCI 1, strategies for achieving desired goals and outcomes should be based in evidence whenever possible. For example, if one of the initiative’s goals is to prevent youth substance use, it should employ techniques and practices that have been proven effective in that field.

    Research Note: Community issues are often interconnected; however, this does not mean that initiatives should attempt to address all community priorities at once. In fact, recent literature suggests that it is not feasible to address all relevant issues simultaneously, and highlights the merits of incremental growth that responds to community needs and opportunities. For example, when an initiative begins because one high-prioritiy problem has prompted stakeholders to act, the community might choose to deal with and make progress on that issue before focusing on any others. 

    Research Note: A logic model is one way to summarize the results of the assessment and outline planned activities for stakeholders. The logic model provides an organized framework for connecting identified needs and goals with the activities and resources needed to achieve desired results. 

  • PA-CCI 5.03

    The plan is:

    1. based on the community assessment;
    2. resulted-oriented; and
    3. tailored to local conditions and priorities.

    Interpretation: Like the community assessment, the strategies included in the plan for improving the community should be respectful of diversity and difference.

    Research Note: Literature emphasizes that there is no single template or model for facilitating community change. Solutions should be tailored to the circumstances of the community.

  • PA-CCI 5.04

    The agency coordinates with other local groups to ensure there is no duplication of effort or competing priorities.

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