WHO IS ACCREDITED?

Private Organization Accreditation

Lutheran Social Services of New England is a high-performing nonprofit organization. LSS is a powerful difference maker and go-to resource, driving ourselves to constantly anticipate futures that are different from the past. For 140 years, LSS has been caring for people in need in New England.
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VOLUNTEER TESTIMONIAL

Audrey Coleman, RN-MSN

Volunteer Roles: Military Reviewer; Peer Reviewer; Team Leader

My first experience with COA was in 1999 with what was a NC Area Program. I started as a peer reviewer in 2005, doing two to four site visits a year. I am also a team leader and have recently been approved to be a military reviewer.
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Purpose

Crisis Response and Information Services operate as part of the community’s crisis response system to provide immediate, dependable responses and reliable information to promote safety and stability for the individual in crisis.

PA-CRI 10: Personnel: All Services

Service personnel are appropriately trained and supervised.

Rating Indicators
1
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. 
2
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.  
3
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.
4
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
    • Program staffing chart that includes lines of supervision
    • List of program personnel that includes:
      1. name;
      2. title;
      3. degree held and/or other credentials;
      4. FTE or volunteer;
      5. length of service at the agency;
      6. time in current position
    • Table of contents of training curricula
    • Procedures and criteria used for assigning and evaluating workload
    • Procedures for responding to a crisis or traumatic event 
    • Documentation of training
    • Job descriptions
    • Interview:
      1. Program director
      2. Relevant personnel
    • Review case records

  • FP
    PA-CRI 10.01

    All service personnel are oriented and trained prior to contact with the service population.


  • PA-CRI 10.02

    Service personnel receive comprehensive ongoing training on:

    1. the needs of the service population;
    2. procedures for making referrals or providing information;
    3. interview techniques;
    4. handling emergencies;
    5. assessing for and responding to suicide risk;
    6. the appropriate use of community resources; and
    7. laws governing disclosure of suspected abuse or other criminal behavior.

  • PA-CRI 10.03

    To minimize compassion fatigue and rapid turnover, the agency offers a standardized debriefing process for all service personnel.


  • PA-CRI 10.04

    Supervisors demonstrate a commitment to providing structure and support to direct staff to:

    1. address and reduce stress, anxiety, secondary traumatic stress, and vicarious trauma; 
    2. process and debrief following a crisis or traumatic event;
    3. create an atmosphere of problem-solving and learning;
    4. build and maintain morale;
    5. provide constructive ways to approach difficult situations with service recipients; and 
    6. facilitate regular feedback, growth opportunities, and a structure for ongoing communication and collaboration.

    Interpretation: Supervision is an important determinant of service recipient outcomes, agency culture, and staff retention.

    Interpretation: In order to promote workforce well-being, agencies should implement policies that address and help prevent stress-related problems. Strategies to reduce the adverse effects of secondary traumatic stress and vicarious trauma include: helping staff identify and manage the difficulties associated with their respective positions; promoting self-care and well-being through policies and communications with personnel; offering positive coping skills and stress management training; and providing adequate supervision and staff coverage. 

    Interpretation: Before a crisis or traumatic event occurs, the agency’s leadership should establish a coordinated plan detailing its agency-wide response strategy (see also PA-ASE 7), in accordance with all applicable confidentiality laws and regulations. For example, response plans in the event of a suicide can include: procedures for managing information about the death, coordination of internal or external resources, supports for those affected by the death, commemoration of the deceased, and follow-up with anyone at elevated risk for suicide. 

    Interpretation: The suicide attempt or death by a service recipient can be a traumatic experience for staff and appropriate supports and avenues for grief are often not provided. Staff may feel responsible for the individual’s death, professionally inadequate, blamed by colleagues, and ashamed. To help staff process the loss of a service recipient to suicide, voluntary non-judgmental support services should be made available to help the affected staff and other personnel grieve and prepare for future contact with individuals at risk for suicide. 

    Research Note: Secondary traumatic stress (STS) – distress that results from being exposed to the traumatic stories of others – and vicarious trauma (VT) – internal changes in the perception of self due to chronic exposure to traumatic material – have a significant impact on direct care workers and supervisors.  STS has been linked to increased absenteeism among employees, high staff turnover, and decreased compliance with organizational requirements. The impact of VT can impede organizational function and negatively influence an individual’s sense of trust, safety, control, and esteem. 


  • PA-CRI 10.05

    Employee workloads support the achievement of service recipient outcomes, are regularly reviewed, and are based on an assessment of the following:

    1. the qualifications, competencies, and experience of the worker, including level of supervision needed;
    2. the work and time required to accomplish assigned tasks and job responsibilities; and
    3. service volume.
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