Program personnel have the competency and support needed to build community capacity and promote community change.
Competency can be demonstrated through education, training, or experience. Support can be provided through supervision or other learning activities to improve understanding or skill development in specific areas.
Within the context of this standard, personnel may include paid employees or volunteers.
Currently viewing: COMMUNITY CHANGE INITIATIVES (CCI)
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.
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.
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; or
Supervisors provide additional support and oversight, as needed, to the few staff without the listed qualifications; or
Most staff who do not meet educational requirements are seeking to obtain them; or
With few exceptions, staff have received required training, including applicable specialized training; or
Training curricula are not fully developed or lack depth; or
Training documentation is consistently maintained and kept up-to-date with some exceptions; or
A substantial number of supervisors meet the requirements of the standard, and the organization provides training and/or consultation to improve competencies when needed; or
With few exceptions, caseload sizes are consistently maintained as required by the standards or as required by internal policy when caseload has not been set by a standard; or
Workloads are such that staff can effectively accomplish their assigned tasks and provide quality services and are adjusted as necessary; or
Specialized services are obtained as required by the standards.
Practice requires significant improvement, as noted in the ratings for the Practice Standards. Service quality or program functioning may be compromised; e.g.,
A significant number of staff (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; or
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; or
Supervisors do not typically provide additional support and oversight to staff without the listed qualifications; or
A significant number of staff have not received required training, including applicable specialized training; or
Training documentation is poorly maintained; or
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; or
There are numerous instances where caseload sizes exceed the standards' requirements or the requirements of internal policy when a caseload size is not set by the standard; or
Workloads are excessive, and the integrity of the service may be compromised; 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.
Implementation of the standard is minimal or there is no evidence of implementation at all, as noted in the ratings for the Practice Standards.
Table of contents of training curricula
Sample job descriptions from across relevant job categories
Documentation tracking staff completion of required trainings and/or competencies
Interviews may include:
Review personnel files
Personnel are trained on, or demonstrate competency in:
engaging and building trusting relationships with community members;
communicating effectively with relevant stakeholders;
adapting to changing situations and environments;
assessing community characteristics, assets, needs, and priorities;
capitalizing on assets and strengths within a community;
developing and monitoring implementation of results-oriented community plans;
leading and facilitating meetings and discussions;
managing groups and resolving conflicts;
building coalitions among community residents, associations, and institutions;
developing networks with groups outside the community that can advance the initiative;
understanding and working within relevant financial and administrative infrastructures;
understanding and implementing projects related to the focus and priorities of the initiative (e.g., improving infrastructure, preventing substance use, promoting public safety, etc.);
engaging in community work without maintaining a high profile or dominating the initiative’s public presence; and
promoting the sustainability of results.
Personnel include members of the community who:
are knowledgeable about community dynamics; and
demonstrate a long-term commitment to the community and the initiative’s goals.
Employee workloads support the achievement of community outcomes and are regularly reviewed.