We formally announced today the addition of our fourteenth Sponsoring Organization, the National Council for Behavioral Health (National Council), the unifying voice of America’s health care organizations that deliver mental health and addictions treatment and services.

COA Sponsoring Organizations are separately incorporated, nonprofit national membership bodies comprised of organizations that provide services that are accredited by COA. They share a goal of enhancing the well-being of individuals, families, and communities internationally through the advancement of best practices. Each Sponsoring Organization is represented on COA’s Sponsor Advisory Council (SAC), which advises the chief executive officer (CEO) and provides feedback on COA’s standards and processes. 

In addition to having a representative on COA’s Sponsor Advisory Council, members of National Council will receive a 25% discount on their COA accreditation fee.

Jody Levison-Johnson, COA’s President and CEO shared, “I couldn’t be happier about this new partnership with the National Council. The depth and breadth of their knowledge, and their membership will help enhance COA’s ability to advance best practices in behavioral health through accreditation. We are so fortunate to have forged this new collaboration with such a strong leader in the behavioral health field.”

COA and National Council will collaborate on standards development, public policy, and translating trends in the behavioral health field to standards for providing quality services to communities.

“The National Council is thrilled to be a partnering with COA. As a membership organization, our priority is to help behavioral health providers deliver high quality, reliable care to those they serve, and this collaboration will help us further achieve that goal,” said Chuck Ingoglia, National Council’s President & CEO. “Together, we will tackle complex issues and identify vulnerabilities to improve the lives of those we serve.”

About the National Council for Behavioral Health

The National Council for Behavioral Health is the unifying voice of America’s health care organizations that deliver mental health and addictions treatment and services. Together with our 3,326 member organizations serving over 10 million adults, children and families living with mental illnesses and addictions, the National Council is committed to all Americans having access to comprehensive, high-quality care that affords every opportunity for recovery. The National Council introduced Mental Health First Aid USA and more than 2 million Americans have been trained.

Podcasts are a great way to learn and celebrate the work of our colleagues in the nonprofit and child welfare world. The list below includes some of our favorites for insightful and inspiring dialogue.

We hope you enjoy them as much as we have. Happy listening!

(in alphabetical order)

CaseyCast

Annie E. Casey Foundation’s President and CEO Lisa Hamilton brings in experts to discuss how the social sector is working to improve the lives of children, youth, and families.

Frequency: 1 episode a month

Length: 30 minutes

Recommended episode: Georgia Lawmaker Stacey Abrams Tells How State Policymaking Can Help Families and Kids Succeed

More Than Healthcare

Presented by the Alliance for Strong Families and Communities, Ascentria Care Alliance, and Beech Acres Parenting Center, this podcast uncovers keys to collaboration and holistic health in pursuit of improved health outcomes and lower costs for all.

Frequency: 2-3 episodes a month

Length: 25 minutes

Recommended episode: Podcast Episode 27: When COVID-19 Came and the Child Abuse Hotline Stopped Ringing

NASW Social Work Talks

The National Association of Social Workers accesses its incredible breadth of expertise within its network to share content that will inform, educate, and inspire.

Frequency: Weekly

Length: 20 minutes

Recommended episode: EP 26 Increasing Social Work Salaries in New York City

Nonprofit Everything

Sponsored by the Alliance for Nevada Nonprofits, Andy Schuricht and Stacey Wedding moderate this Q&A-style podcast that answers questions that are common to nonprofits – succession planning, burnout, performance evaluations, and more.

Frequency: 1-2 episodes per month

Length: 30 minutes

Recommended episode: More Nonprofit Myths

Nonprofit Lowdown

Rhea Wong, nonprofit consultant and speaker, shares insights from her 10+ years of experience working in nonprofits and accesses a variety of subject matter experts to share their knowledge on helping nonprofits tackle shared issues.

Frequency: Weekly

Length: 30 minutes

Recommended episode: #74 Unlocking Your Board’s Potential with Cindi Phallen

Nonprofits are Messy

Joan Garry, Nonprofit Leader and former Executive Director of GLAAD, has thoughtful conversations about tough subjects and interviews leaders in the nonprofit world.

Frequency: 1-2 episodes per month

Length: 45 minutes

Recommended episode: Ep 109: How to Have a Difficult Conversation (in two parts)

Our American States

Produced by the National Conference of State Legislatures (NCSL), Our American States offers compelling conversations that tell the story of America’s state legislatures, the people in them, the politics that compel them, and the important work of democracy.

Frequency: 3 episodes a month

Length: 25 minutes

Recommended episode: Episode 80: Teens in Foster Care: Challenges and Solutions

Social Work Conversations

From the University of Kentucky College of Social Work, this podcast showcases talented professionals and gives listeners practical tools they can use to change the world.

Frequency: 1-2 episodes per quarter

Length: 30 minutes

Recommended episode: Episode 31 – Dr. Jones talks with Police Chief, Mike Ward, and the agency’s social worker, Kelly Pomilio about the need for integrating social workers alongside our officers

Did we miss one of your favorites? Please add it in the comments!

The Council on Accreditation (COA) realizes that the current COVID-19 environment has presented organizations with a myriad of operational challenges as they continue to operate and provide services in this new environment.  This is even more pronounced for those organizations seeking accreditation to meet the Family First Prevention Services Act (FFPSA) mandate deadlines.

To help alleviate some of the burden that organizations are currently facing, COA is providing a new Phased Accreditation option for new organizations seeking accreditation under the FFPSA mandate.  This new option will allow organizations to first achieve QRTP accreditation in advance of achieving full-organizational accreditation.

What is Phased Accreditation?

COA’s Phased Accreditation provides an organization the opportunity to accredit the mandated QRTP service area first, based on a mutually agreed upon timetable and focused standards.  The organization will then immediately proceed to its pursuit of full-organizational accreditation, in keeping with COA’s philosophy on accreditation.

Who is eligible?

New Private organizations seeking accreditation under the FFPSA mandate.

How do organizations benefit?

The Phased Accreditation option allows organizations to expedite the timeline to accredit the mandated service area while allowing the organization additional time to complete full-organizational accreditation.  This approach allows organizations to achieve QRTP Accreditation in approximately 6-8 months.

Upon successful completion of the QRTP accreditation, the organization’s program will be accredited for four years. If the organization’s remaining services are accredited within a year of the QRTP accreditation, the organization will be accredited for four years from the decision date of the organization-wide accreditation (up to 5 years).

What are the Accreditation and Site Visit fees?

Our standard Private Accreditation and Site Visit fees apply.  Members of our Sponsoring Organizations still receive the 25% discount on their Accreditation fee.  There will be an additional Site Visit and fee of $2,200 per reviewer for the QRTP portion of the Phased Accreditation. The initial Phased Accreditation Site Visit will most likely be comprised of a single Peer Reviewer. 

To learn more about our Phased Accreditation approach, please reach out to Joe Perrow.

A big thank you to Catholic Charities of Buffalo, New York for this guest post!

We at Catholic Charities Special Supplemental Nutrition Program for Women, Infants, and Children (WIC) Program believe that empathy can create positive change, giving WIC participants the most resources and best experiences possible to live healthier lifestyles with their families and community. Our term for this is called “Participant-Centered Nutrition Services.” With the family and their needs at the center of each interaction at WIC, we can better focus on the nutrition education and resources appropriate to suit them. With this in mind, we created the Shopping Experience Simulation.

The goals of the Shopping Experience Simulation initiative were to:

• Address the barriers encountered by WIC participants during the grocery store experience that prohibit them from using WIC checks to buy nutritious foods;
• Encourage empathy among the staff of nutritionists and nutrition assistants for our WIC families and the issues that they face when using WIC benefits;
• Increase attendance of WIC families at appointments so they may receive nutrition and health information and get referrals to other resources that are available for families in the community ; and
• Identify educational opportunities for WIC staff to improve the WIC shopping experience by providing better nutrition counseling before WIC participants go shopping.

The Shopping Experience Simulation (the Simulation) included three steps: planning, simulation, and debriefing. A team of three staff planned and coordinated all activities in the Simulation. This team met with grocery store management to plan the Simulation, created simulated WIC checks to represent all different kinds of WIC participants, and coordinated which staff would work together. In the Simulation, all WIC participant types were represented: pregnant women, breastfeeding postpartum women with infant, postpartum women formula feeding her infant, and families with toddlers and preschoolers. In the Simulation, staff in teams of two were assigned a WIC participant role, and had 30 minutes to shop with the simulated WIC checks. Immediately after the shopping experience WIC staff attended a debriefing session that included a survey, a group discussion, and a brainstorming session for takeaways.

Planning

In the planning phase, we contacted TOPS Supermarkets  as the vendor partner for the Simulation. After phone conversations, we selected the local store  and held a meeting  with the company executive, store manager, and store management team to review the  Simulation plan and establish expectations for all parties. TOPS Supermarket would supply two training checkouts and cashiers to simulate real physical check out of food items, enforcing all WIC policies concerning separating food items, signing and dating checks, and purchasing of approved items. Afterwards, store personnel would replace all simulation food items to proper place in store.

The Simulation was piloted by 13 staff from the Kenmore and North Buffalo WIC locations. Staff would be provided one month of WIC checks. Checks would represent a variety of WIC food packages, including breast feeding mother and baby, infant on specialized formula, participant-requested soy products, and a standard package for child and pregnant woman. Participating staff would have 30 minutes to purchase WIC approved foods as listed on checks, following WIC policies. Staff members were given WIC check folders and food sheets to follow and guide the experience. The staff members were not given the WIC pictorial food guide as an aid. The Store Manager was available for any questions or assistance.

Simulation

Even with all of this structure in place, reality set in. Shelves were bare where baby food should be. Aisles were crowded, and labels were difficult to find to make sure the item was correct. It took over 18 minutes for the pharmacist to unlock the baby formula case. The wait in the cashier’s line was embarrassingly long, as each item had to be checked to make sure it was as written on the check. Staff became frustrated, losing their checks in abandoned shopping carts. If children would have been added to the mix, as they are in reality, it would have been a truer simulation, and almost certainly more frustrating. To ensure an accurate reflection of the shopping experience, the WIC staff immediately completed a written debriefing questionnaire on feelings and experiences associated with the Simulation. Staff then had an opportunity to verbally share experiences and brainstorm ideas for making the shopping experience better, including how to counsel WIC participants to better prepare them for shopping and using WIC benefits.

Debriefing

The debriefing  results were tallied and shared with the entire WIC Leadership Team, WIC staff, and the New York State WIC Learning Community. As a result of the Shopping Experience Simulation results, educational action steps were designed to administer this Simulation training to all 107 employees at all 21 sites across the 3 counties that we serve (the Erie, Niagara, and Chautauqua Counties in Western New York). A report with the debriefing data was then e-mailed to executives at TOPS Supermarket to share the impact the Shopping Experience Simulation would have on WIC activities. This partnership and feedback with TOPS Supermarket also generated ideas on how to make the general shopping experience better.

We took challenges in stride, and made adjustments for future Simulations.  We noted that too many WIC staff participated at one time, which overwhelmed the small store and training cashiers. To lessen the impact on the store, fewer staff will be trained at one time in the future. Too many checks were given out , and it became too much to handle. In the future, one week of WIC checks will be given to each staff member.  

What was learned was more valuable than the resources that went into the execution of the Simulation. This Simulation effectively used resources, as it cost virtually nothing to train the staff. The only cost associated with the Simulation was staff time. Feeling overwhelmed themselves allowed WIC staff to connect with WIC participants. Staff learned to be less judgmental, more supportive, and more open to the needs of WIC families. The WIC Shopping Experience Simulation illustrated  how small but effective educational changes can provide better participant-centered nutrition services and make the work of WIC participants, WIC staff, and vendors  easier through a more successful shopping experience. Empathy resulting from the experience will give WIC staff an increased capacity to respond to concerns of WIC participants and validate WIC participants’ experience and feelings while shopping with WIC checks.

Embedding lessons learned 

As a result of the simulation, several changes have been made to all Catholic Charities WIC office procedures:

• All WIC staff will participate in the Shopping Experience Simulation within the next year and ongoing as more WIC staff are hired;
• All WIC support staff are providing follow-up calls to all new WIC participants, offering support and assistance in any aspect of the WIC process, including successfully using WIC benefits to purchase nutritious WIC foods;
• WIC Nutritionists will spend additional time reviewing the WIC Acceptable Food Cards, including highlighting foods preferred by WIC participants to better prepare them for their selections available when they go to the store;
• All staff will emphasize the importance of WIC check safety and importance of organization and planning in order to have a successful and stress-free shopping experience;
• The WIC Program will collaborate with Vendor Management Agency to act as liaison between the WIC Program and stores to organize simulations. This will help the planning team to accomplish a seamless process for orienting staff on the Shopping Experience Simulation; and
• To make the Simulation more realistic  and to develop empathy for WIC participants with transportation issues, the Simulation in the future will include riding the bus or walking a short distance with food purchases.

The Shopping Experience Simulation accomplishes much with little investment. Catholic Charities WIC Program has shared the Shopping Experience Simulation with all other WIC Programs in New York State as an innovative practice. The original team that developed the Shopping Experience Simulation has presented the project on the state level in the WIC Learning Community and for a WIC Conference in Albany, New York. The Shopping Experience Simulation demonstrates a new way of thinking about WIC participants. Walking in their shoes through their experience creates empathy and enriched practices. This has been warmly received in the New York State WIC community. I encourage readers to ask yourself what experiences you can provide your staff to augment their understanding of your clients. Concentrate on your services. Simulating customer service experiences while following our steps of planning, simulation, and debriefing will help your staff gain client perspective. Gathering data from simulation experience will help frame action steps to make your business and services more client-friendly.

The views, information and opinions expressed herein are those of the author; they do not necessarily reflect those of the Council on Accreditation (COA). COA invites guest authors to contribute to the COA blog due to COA’s confidence in their knowledge on the subject matter and their expertise in their chosen field.

Grace McKenzie

Grace McKenzie holds a Master’s Degree in Education from Buffalo State College. For the past fifteen years, she has worked in Community Relations and Outreach for various nonprofit organizations. Currently, she works at Catholic Charities of Buffalo as the Outreach Supervisor for WIC. As a mom, she enjoys family time with her two girls, including exploring nature, tending the garden, visiting museums and family time at home.

Virtual Review Options for Organizations

In response to the COVID-19 pandemic and out of an abundance of caution, COA has postponed all scheduled Site Visits through June 30, 2020.  This is not a decision we made lightly, as the safety and well-being of our volunteers and organizations is not something we would ever waver on. 

Effective July 2020, COA will offer organizations pursuing accreditation, new virtual review options to complete their Site Visit requirements, a foundational part of the accreditation process.

Incorporating feedback from our volunteers and organizations, the new options will allow organizations to move forward with completing their accreditation requirements, prioritizes the safety and health of our volunteers, organizations, and the individuals they serve, while maintaining the integrity and rigor of our accreditation process.

The virtual review options range from conducting reviews virtually, in whole or part, and some reviews with limited on-site presence. Eligibility for the virtual review options is dependent on the operational and situational environment of an organization and will remain in effect until further notice.

Virtual Reviews will occur using HIPAA compliant platform(s) and are inclusive of:

• Staff interviews
• Interviews with the individuals served
• Case record review
• Personnel record review
• Documents (i.e. evidence) typically reviewed on-site
• Walk-through of the facility to allow reviewers to assess conditions such as access to transportation, required postings in prominent areas, and other critical standards

Organizations with Site Visits immediately impacted will be contacted directly by the assigned Accreditation Coordinator.

Should you have any questions regarding these options, please reach out to Ruby Goyal-Carkeek, Vice President of Accreditation at rgoyal-carkeek@coanet.org.

A big thank you to Alternative Family Services (AFS) for this guest post!

Did you read the earlier COA post on “6 Resources for potential foster parents” and are looking for more information and insights? Then you’ve come to the right place. Whether you want to know more about how to foster a child or you’re more interested in adoption, keep reading below for more.

Fostering

Additional federal government resources

In addition to The Child Welfare Information Gateway, there are other great sources of information direct from the federal government. For example, USA.gov has multiple resources about foster care, adoption and other related fields.

State and county resources

Not only does foster care vary by state, but it also varies by county or parish and even sometimes by municipality. These are great resources, as they can let you know specifically what you’ll need to become a licensed and approved foster home.

In California, where we here at AFS are based, state-level information usually comes from the California Department of Social Services. And, most counties in the state, such as San Francisco County, will have their own departments dedicated to child welfare broadly and foster care specifically. Seeking out information local to you is very important and will make your journey towards fostering a youth easier.

Interested in staying up to date on the newest laws being considered at the state level? The National Conference of State Legislatures is a good place to start.

Private organizations

In the foster care space, there are numerable nonprofits across the country. Whether they’re a foster family agency like AFS or a more philanthropic organization like the Annie E Casey Foundation, nonprofits can have a wealth of knowledge and resources to take advantage of both before and after you’re certified to foster children.

News sources

In the world of foster care, it’s important to stay current on industry news. As a Resource Parent, it’s key to stay on top of any changes in legislation and always be aware of best practices. Consider setting up a Google News alert, and regularly check sources like the Chronicle of Social Change and your local news outlets.

Adoption

Dedicated private adoption resources

In addition to the many great resources in the last COA post, here are some other great sources of information and insights: AdoptUSKids, adoption.org, the Center for Parent Information and Resources, the Dave Thomas Foundation, the North American Council on Adoptable Children and many others.

Social media

Talking to someone who’s been through the adoption process can be helpful and reassuring — in this way, social media can be great. There are active communities of parents who have adopted children on Facebook, Pinterest and Twitter ready to provide you with inspiration, guidance, ideas and even just a sympathetic ear.

But, it’s important to take information from social media with a grain of salt, especially from individuals claiming to be experts. It’s important to be cautious of misinformation. When in doubt, seek out trustworthy sources like COA-certified nonprofits to answer your questions.

A local attorney

Adoption impacts your taxes, estate planning and so much more. Make sure everything is in order by working with legal help.

What other fostering and adoption resources do you use? Let us know in the comments section below. We’d love to hear from you!

The views, information and opinions expressed herein are those of the author; they do not necessarily reflect those of the Council on Accreditation (COA). COA invites guest authors to contribute to the COA blog due to COA’s confidence in their knowledge on the subject matter and their expertise in their chosen field.

Alternative Family Services

Founded in 1978, Alternative Family Services (AFS) provides thoughtful, informed care, adoption and mental health services to foster children and youth throughout Northern California. The mission of Alternative Family Services is to support vulnerable children and families in need of stability, safety and wellbeing in their communities.

AFS, a COA-certified foster family agency, currently serves the diverse and varied needs of 1,500 foster youth, plus their biological and foster families, in the San Francisco Bay Area and Greater Sacramento Regions. Services provided by AFS include therapeutic foster care, Intensive Services Foster Care, support for foster children with developmental disabilities, therapeutic visitation, community-based mental health services, transitional housing support, independent life skills training, and much more.

Since the inception of the COVID-19 pandemic, COA has been carefully monitoring the situation in order to make decisions that ensure the health and wellbeing of our staff, volunteers, and organizations. The safety of the COA community is paramount to us, and non-negotiable. 

As a result, it is with a heavy heart that we share that given the current pandemic in the NYC-area, the designation of the NYC-area as a “hot spot” and “epicenter,” the current prohibitions on group gatherings, and that the National Institute of Allergy and Infectious Diseases (NIAID) at the National Institutes of Health has reported that there will be no vaccine against the virus for 12 to 18 months, it would be impossible to hold an event in August at the Marriott at Brooklyn Bridge.

We are extremely disappointed that we will not have the opportunity to see everyone this summer and are considering other ways to connect and foster the rich dialogue and exchange that results from bringing everyone together.

Be well and stay healthy.

As a nonprofit accrediting body that supports best practices across the country, the Council on Accreditation (COA) is calling on Congress to support $60 billion in emergency stimulus funding and emergency small business loans for nonprofits. Nonprofits compose a significant portion of the social safety net who provide critical supports during times of crisis. Without this financial assistance, nonprofits will be at risk of engaging in mass layoffs and potentially closing their doors resulting in millions of Americans losing access to essential services.  

As part of the accreditation process, organizations must demonstrate sound financial management practices as this has a definitive relationship with their ability to deliver mission-driven services. Without critical financial support, this ability will be compromised, at a time when Americans need these services the most.  

To mitigate the impact of COVID-19 on nonprofits, stimulus funding must: 

1. Expressly provide charitable nonprofits with $60 billion in emergency funding. The sector needs an immediate infusion of $60 billion and a mechanism must be constructed for a rapid infusion of cash to those organizations serving immediate needs in communities facing lost and declining revenue due to the pandemic.
2. Ensure all nonprofits qualify for new, emergency small business loans. Remove the Medicaid exclusion and 500 employee caps on nonprofits.
3. Create a robust universal charitable deduction. Allow post March 1, 2020 donations to be claimed on 2019 and future tax returns. Incentives for immediate charitable giving would ensure a rapid infusion of cash to those organizations serving immediate needs in communities facing lost and declining revenue due to the pandemic.  

In this unprecedented time, Congress has recognized the emergency financial needs of private business by developing this trillion-dollar financial stimulus package. Congress must now recognize this same emergency financial need for vulnerable nonprofit organizations. Americans are expected to have increased need for vital services as a result of the COVID-19 pandemic, with anticipated rises in substance use, domestic violence, homelessness, and hunger. By financially supporting nonprofits during this time, Congress will be supporting all Americans who require access to essential services.  

COA is asking our network to immediately contact your representatives/senators today and tell them to support $60B in emergency stimulus funding and emergency small business loans for nonprofits. 

Find your US Representatives:  

https://www.house.gov/htbin/findrep

Find your US Senators:   

https://www.senate.gov/general/contact_information/senators_cfm.cfm

Thank you for your help!

Welcome to the Council on Accreditation (COA) blog post series Profiles in Accreditation! 

The organizations that COA accredits are diverse in both the communities they serve and their reasons for seeking accreditation (or reaccreditation).  Profiles in Accreditation will explore the accreditation experience through the perspective of these organizations. Through them, we can discover the value of accreditation, best practices, lessons learned, and recommendations.

Organization profile

Name: Ranch Ehrlo Society

Locations: Regina, Prince Albert, Moose Jaw, Fort Qu’Appelle, and the Rural Municipalities of Edenwold, Corman Park, and Buckland, Saskatchewan, Canada

First accredited: 1977

Reaccredited: 2019

Snapshot: Ranch Ehrlo, a non-profit organization, was founded by the late Dr. Geoff Pawson in 1966. It started as a single residential unit for six troubled boys and grew to a multi-service agency that serves thousands every year. Ranch Ehrlo offers a wide range of accredited mental health and developmental services on campuses located in and around Regina, Saskatoon, and Prince Albert, in the Canadian province of Saskatchewan. Its services include assessment and psychotherapy for members of the broader community, family treatment and reunification, early learning, vocational training, emergency receiving services, treatment foster care, affordable housing, residential treatment and education for children and youth with mental health and addictions needs, residential care for older adolescents and adults with pervasive and complex developmental disorders, and community recreation and sports programs for at-risk youth. Clients are referred to Ranch Ehrlo from across the country.

Ranch Ehrlo’s mission isto provide quality preventative and restorative services to, and advocacy for, vulnerable individuals and families through highly engaged and professional employees. Itenvisions communities where all individuals and families achieve their full potential.

Ranch Ehrlo is guided by the CARE model, Children And Residential Experiences: Creating Conditions for Change. Developed by Cornell University, CARE is a multi-level program aimed at improving services for children and youth in care. Based on six guiding principles (developmentally focussed, family involved, relationship based, trauma informed, competence centred, and ecologically oriented) the CARE model is designed to significantly influence the way professionals work with children.

Interview with Ranch Ehrlo Society

For this Profiles in Accreditation post, we asked Ranch Ehrlo President and CEO Andrea Brittin to share her experience of the COA accreditation process at a large organization that dedicated itself to becoming accredited not because of a mandate, but because of a passion for best practices. Ms. Brittin  emphasized how accreditation has encouraged growth and enhanced cohesion across the agency.

* * *

COA: Why was seeking initial accreditation important for your organization?

AB: In the early 1970’s, Ranch Ehrlo Society sought to obtain accredited membership with the Child Welfare League of America (CWLA) to assist in the development of sound policies, procedures, and standards of practice.  As the CWLA was one of the founding members of COA, it was a natural progression for us to seek accreditation from this body to validate our effectiveness and keep abreast of the latest in research and best practice.

COA: What were some of the drivers for seeking reaccreditation?

AB: Ranch Ehrlo Societystrongly believes that maintaining best practice, as well as continual self-assessment, aids quality improvement and rejuvenates the agency. This benefits both those we serve and agency personnel. Undergoing the process of reaccreditation demonstrates that we, as an organization, continue to effectively manage our resources, allowing us to accomplish our goals. The reaccreditation process is one of many strategies we use to assist in stabilizing, measuring, and validating our effectiveness, ensuring that we are kept highly informed of the latest research and practice in the human services field. Our organization has grown exponentially since we were first accredited more than 40 years ago, so it is essential to have a method of review in place to be sure all elements are functioning smoothly.

COA: What about the COA accreditation process made you decide to partner with us?

AB: For clients and participants, COA accreditation demonstrates:

• Best practices carried out by appropriately trained staff.
• Client participation in their own service planning.
• A safe and respectful environment.
• Privacy protections of their confidential information.
• Positive outcomes.
• Cultural competence.

For employees, it demonstrates:

• Focus on health and safety with minimized risks.
• Efficient, effective, and supported environments. Defined professional staff qualifications. Performance evaluation and employee development in a culture of excellence.

For the board, it demonstrates:

• Sound financial management.
• Ethical practices.
• Current, relevant, and monitored strategic plan. Effective performance, quality improvement and risk management systems.
• Policies and procedures address pertinent issues.

For Funders and Referral Agencies, it demonstrates:

• Validation of high-quality services.
• Sound financial practices.
• Performance and quality improvement.
• Efficient organizational operations.
• Effective risk management policies.

COA: Were there any unexpected results after completing the Self Study and PQI process?

AB: We are very proud that COA standards and expectations have been engrained in the fabric of Ranch Ehrlo Society. New quality improvement initiatives, process developments, or procedure amendments are not undertaken “for COA”. These tasks are welcomed, as they are a testament to the value the agency places on continuous improvement. Although self-examination is not always simple, especially when obstacles are presented, the agency has learned to relish the challenge, with the solid best-practice framework and support COA offers. Comfort with self-reflection is an organizational shift from previous accreditation cycles.

COA: How did you engage and communicate the value of accreditation to the entire organization during the accreditation process?

AB: A team of subject matter experts was appointed to each of the 21 sections/sub-sections of standards assigned to Ranch Ehrlo. These teams, in tandem with the quality improvement department, examined the standard implementation required and orchestrated the collection of evidence. This approach allowed investment in the process by a greater population of personnel.

Throughout the year leading up to the Self Study submission and Site Visit, communication to agency employees was ongoing. Emails, website stories, standing agenda items at departmental or program meetings, etc.–all worked simultaneously to ensure staff were informed and engaged.

All agency employees, regardless of position, program, or location, had the opportunity to partake in the process. There are various ways this occurred – from composing a written narrative, to offering input for policies in development, to being informally interviewed or observed during the Site Visit, to learning about the process through agency communications. This provided a sense of ownership in the agency’s intentions and functioning.

COA: What do you see as the main benefit of COA accreditation?

AB: We at Ranch Ehrlo strongly believe that adhering to best practices, as well as continual evaluation, helps us enhance our services for the young people, adults, and families we serve. For that reason (and many more), we choose to pursue accreditation as a means to periodically and thoroughly review EVERYTHING we do. It is not mandatory for Ranch Ehrlo Society to be COA accredited.  Our decision to do so signifies our commitment to renewal and growth. COA offers extremely thorough training, documentation, and support throughout the process, so, although accreditation is a great deal of work, guidance was always available.

COA: What about the accreditation process do you feel was most valuable to your organization?

AB: The self-study process is always a valuable opportunity for reflective practice and learning.   In the past, it has proven so impactful and valuable for staff to hear the comments of Peer Reviewers at the Exit Meeting, and to read about strengths and areas for improvement in the Final Accreditation Report. 

Also, Ranch Ehrlo Society has been in the process of implementing the CARE (Child and the Residential Experience) Model of treatment over the last two years. All agency employees, regardless of role, tenure or location, have been or will be trained in the model, and continual training is offered to direct-care staff. By reviewing the vast majority of our policies and procedures throughout the reaccreditation process, we were able to ensure that CARE tenets and language are woven into our daily practice, both operational and treatment-based.

COA: What did you like most about the accreditation process?

AB: It is a collaborative process that requires numerous departments, programs and personnel to work closely to review policies and procedures and to evaluate the degree of standard implementation. By engaging collectively with colleagues, a cross-section of staff from a variety of areas were reviewing information, so processes were examined more thoroughly and under a variety of lenses. This led to a greater understanding and appreciation of the organizations’ functioning, allowing for enhanced cohesion.

The Site Visit was also extremely beneficial, as it provided real-time advice and feedback from the Peer Reviewers and gave employees a face-to-face connection with COA. The visit allowed us to demonstrate our successes, but we were also not afraid to have our challenges highlighted. This truly allows for reflective practice and growth.

COA: What was the biggest challenge during the accreditation process?

AB: Ranch Ehrlo Society is a large organization, with close to 900 employees working in dozens of programs and locations across the province of Saskatchewan. We were assigned 21 different sections of standards and submitted over 1000 documents for our Self Study. There was a great deal of organization and communication required to coordinate review teams and evidence.

COA: How has COA (re)accreditation impacted operational success?

AB: Ranch Ehrlo Society firmly believes that accreditation improves the overall quality of care for those we serve. By aligning ourselves with COA’s best-practice standards over the last forty-plus years, we are confident every facet of agency operation is first-rate. COA has given us the opportunity to strengthen our continuous improvement efforts and enhance our programming, while establishing a highly-competent workforce and supporting our mission. The process makes us more cognizant of proactively reviewing and, if required, revising policies and procedures and other agency operations.

COA: What are the top three pieces of advice or tips that you would give to an organization considering or currently undertaking the accreditation process for the first time?

AB:

1. Be sure to give yourself PLENTY of time to prepare for each phase of the process. Some required documentation or processes will already exist, but many others will have to be revised or created. Set due dates well in advance of final submission deadlines. It may take much longer than you anticipate preparing evidence and implement procedures. Carve out time in your daily calendar to complete COA-based tasks. This will keep you on schedule.
2. Thoroughly review the standards prior to beginning the implementation review and document collection process, noting where information is required from a cross-section of departments. For example, the Residential Treatment Services Standards (RTX) may be the focus for employees working in those programs, but they will likely require collaboration with Human Resources for staffing lists, training information, etc. This will avoid scrambling for evidence when due dates approach.
3. Depending on the size of your organization, the Stakeholder Survey process may be a much larger project-within-a project than anticipated. Collecting the contact information and engaging the assistance and input of hundreds of stakeholders across the country was a challenge for our agency.

COA: Are there any other learnings or insights that you’d like to share?

AB: Fully embrace the accreditation process. It is not easy, and it extremely time consuming, but it is all worth it in the end. Delve into the COA-offered trainings, both in-person and online and connect regularly with your accreditation coordinator with COA. The process is not meant to be an audit, but rather a collaborative means for growth in an organization. Do not be afraid to highlight areas of challenge or where improvement is required. That is the intention of the process. No organization is perfect, but accreditation can assist each organization in living up to their full potential.

Thank you, Ranch Ehrlo Society!  

We would like to express our gratitude toward Ms. Brittin for her inspiring insights and tips and acknowledge the entire Ranch Ehrlo team for embracing accreditation and collectively contributing to the promotion of best practices.  Thank you, all!

Do you have a COA accreditation story to tell? Click here to share it. You could be the next organization we feature!

This is Part II of a series on the thinking behind the Council on Accreditation (COA)’s 2020 Edition updates. Visit Part I here.   

As we mentioned in Part I of this series, the goal of the COA 2020 Edition Standards is to promote the development of effective, mission-driven organizations that are equipped to meet the needs of their clients. Strategic planning is the vehicle by which an organization can move towards closing the gap between where they want to be (their mission) and where they are today.

That is why we have introduced a new Core Concept standard on Logic Models into every service section of the 2020 Standards. These will guide organizations to think systematically about the client outcomes they hope to achieve, the ultimate impact each of their programs is intended to have, and how the program will utilize its assets and resources to achieve its goals.

Below are answers to some commonly asked questions about the new Client-Centered Logic Model Core Concept.

Q: Why did COA strengthen our standards for program logic models?

A: In order to achieve something, you first need to define what you are trying to achieve! Funders are already asking organizations to demonstrate how they are achieving their mission, as well as what impact their programs have on the people they serve.  Completing a program logic model is a proven method for identifying how a program will use its assets, resources, and program activities to promote desired outcomes and have its intended effect.

Quality improvement is one of the aspects of COA accreditation that presents a challenge for organizations. It is also one of those that has the biggest impact. A logic model, or an equivalent framework, concisely demonstrates an organization’s quality improvement efforts at the program level. 

Q: Why is COA creating a greater focus on outcomes?

A: Once you know what you want to achieve and how you will do it, you then need to measure your success.  It is essential for organizations to demonstrate their program’s effectiveness through the use of data. Measuring outcomes is one mechanism to do this, as it helps determine the level of performance or achievement that occurred over time because of the services provided (i.e. how services are changing the lives of their service recipients).  

This is why it’s important to define and measure outcomes. Without knowing the intended result, it becomes difficult to demonstrate the true impact of the services provided.

In many ways, outcomes represent the hallmark of service provision; they help an organization articulate why someone should come to this organization for services. Outcomes data can also help organizations make informed decisions about their resource needs and how those resources should be allocated in order to sustain positive change. 

Q: Is COA rating organizations on whether or not they achieve the intended outcomes?

A: No, we are not rating an organization on the success of their outcomes. Instead, we look at: 1) an organization’s implementation of a framework for defining their success, 2) how they measure that achievement, and 3) what changes they make based on that data. The logic model is intended to support programs–and ultimately the organization–by providing organizations with a tool to demonstrate to themselves, their communities, and their funders that their programs are producing the desired impact.

Q: What is the difference between an outcome and output?

A: Outcomes indicate a change over time as a result of an active intervention.  Within the context of programs, outcomes represent what the program expects services recipients to leave with (e.g. improved quality of life; decreased depressive symptoms, etc.). Outcomes answer questions such as: has the service recipient’s behavior improved? Have parenting skills improved? Has knowledge been gained in a particular subject?

Outputs state what was produced or activities conducted. Outputs quantify the activities and should always be connected to a numerical value. Examples of outputs include: number of visits made, number of people served, number of counseling sessions.

Here at COA, we are optimistic about how the implementation of logic models can help organizations blaze new paths toward improved service delivery and outcomes. By starting with the end in mind, we in the human and social services field can focus on what matters most and has the greatest impact.