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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VOLUNTEER TESTIMONIAL

Rochelle Haimes, ACSW

Volunteer Roles: Commissioner; Peer Reviewer; Standards Panel Member; Team Leader

Rochelle is a Consultant working with a variety of private organizations to become accredited. Her primary area of expertise is in facilitating the development of PQI systems and activities. Her previous experience with both small and large organizations is the cornerstone for her long-standing volunteer activities as a Peer reviewer and as a Team Leader.
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Purpose

Job seekers who receive workforce development, support, and financial asset building services achieve increased economic self-sufficiency through the attainment and retention of jobs in the community and the promotion of asset accumulation.

WDS 9: Personnel

Program personnel have the education, experience, training, and supervision needed to help job seekers progress toward their employment objectives.

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 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
    • Program staffing chart that includes lines of supervision
    • List of personnel that includes:
      1. name;
      2. title;
      3. degree held and/or other credentials;
      4. FTE or volunteer;
      5. length of service at the organization;
      6. time in current position
    • Table of contents of training curricula
    • Procedures and criteria for assigning and evaluating workloads
    • Documentation of training
    • Job descriptions
    • Training curricula
    • Interview:
      1. Supervisors
      2. Relevant personnel
    • Review personnel files

  • WDS 9.01

    Direct service personnel have the appropriate combination of education, training, and supervised experience to provide effective employment placements, and demonstrate competency in:

    1. establishing rapport with service recipients;
    2. coordinating services as part of a team; and
    3. identifying the needs of special populations.

  • WDS 9.02

    Direct service providers receive ongoing training on:

    1. screening topics relevant to the identified service population;
    2. adult learning principles and the diversity of workforce development approaches;
    3. working with youth to explore career opportunities;
    4. interagency confidentiality and professional ethics;
    5. public assistance eligibility requirements, benefits, and how to access them; and
    6. barriers to employment.

  • WDS 9.03

    Direct service personnel who provide financial asset-building services demonstrate competency in:

    1. identifying support networks of family, friends, and community resources;
    2. counseling individuals on any local or state asset limitation regulations and their implications for continued receipt of public assistance;
    3. identifying local programs that provide assistance and incentives for financial asset building; and
    4. overcoming obstacles to asset building for immigrants, refugees, and migrant or seasonal workers, including predatory lending.

    Interpretation: Obstacles to asset building for immigrants, refugees, and migrant or seasonal workers can include a lack of appropriate documentation or identification; difficulty understanding local banking, mortgage, and business systems; and prejudice among employers, local businesses, and citizens.

    NA The organization does not provide financial asset-building services.


  • WDS 9.04

    Supervisors are qualified by a bachelor’s degree, or equivalent training and experience, to provide effective supervision and leadership to direct service personnel.


  • WDS 9.05

    A supervisor is available to provide case consultation at all times services are provided.


  • WDS 9.06

    Employee 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 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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