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

Catholic Charities, Diocese of Covington

Wm. R. (Bill) Jones, ACSW, MDiv, Chief Executive Officer

Catholic Charities in Covington has been COA accredited since 1996. Though the time spent in completing the self study and hosting the site visit can sometimes feel sometimes daunting, the rewards far outweigh the effort. In our agency, the self-study is a group process that involves every member of the staff from the CEO to the building maintenance staff.
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Purpose

Residential Treatment Services provide individualized therapeutic interventions and a range of services, including education for residents to increase productive and pro-social behavior, improve functioning and well-being, and return to a stable living arrangement in the community.

RTX 21: Aftercare and Follow-up

The organization and the resident and his or her family work together to develop an aftercare plan, and follow-up occurs when possible and appropriate.

Interpretation: While the decision to develop an aftercare plan is based on the wishes of the resident, unless aftercare is mandated, the organization is expected to be proactive with respect to aftercare planning.

NA The organization has a contract with a public authority that prohibits or does not include aftercare planning.

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.,  
  • Minor inconsistencies and not yet fully developed practices are noted, however, these do not significantly impact service quality; or
  • Procedures need strengthening; or
  • With few exceptions procedures are understood by staff and are being used; or
  • Proper documentation is the norm and any issues with individual staff members are being addressed through performance evaluations (HR 6.02) and training (TS 2.03); or
  • Active client participation occurs to a considerable extent.
3
Practice requires significant improvement, as noted in the ratings for the Practice standards. Service quality or program functioning may be compromised; e.g.,
  • Procedures and/or case record documentation need significant strengthening; or
  • Procedures are not well-understood or used appropriately; or
  • Aftercare planning is not initiated early enough to ensure orderly transitions; or
  • Client participation is inconsistent; or
  • One of the Fundamental Practice Standards received a rating of 3 or 4.
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.,
  • There are no written procedures, or procedures are clearly inadequate or not being used; or
  • Documentation is routinely incomplete and/or missing; or  
  • 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
    • Aftercare and follow-up procedures
No On-Site Evidence
    • Interview:
      1. Program director
      2. Relevant personnel
      3. Residents
    • Review case records

  • RTX 21.01

    An aftercare plan is:
    1. developed with the resident, a parent or legal guardian, and others, as appropriate;
    2. supported by the resident’s service plan; and
    3. developed sufficiently in advance of case closing to ensure an orderly transition.

    Interpretation: The decision to develop a plan for community living is based on the wishes of the resident, unless it is mandated. In some programs and services, aftercare planning is an integral part of the service and the organization is expected to be strongly proactive with respect to aftercare planning.


  • RTX 21.02

    Aftercare plans identify information and services needed or desired by the resident, available supports, and specific steps for obtaining these services.


  • RTX 21.03

    The organization takes the initiative to explore suitable resources within the community and contact service providers, when appropriate and with the permission of the resident, family, or legal guardian.


  • RTX 21.04

    The organization follows up, as appropriate, when possible, and with the permission of the resident.

    Interpretation: Reasons why follow-up may not be appropriate include, but are not limited to, cases where the person’s participation is involuntary, or where there may be a risk to the resident, such as in cases of abuse, neglect, or exploitation.

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