The Interpretation blog is meant, first and foremost, to be a resource for the COA community. We had several 2019 posts that our editorial team was proud of, but wanted to take a moment to highlight those that we feel are most helpful to organizations thinking about accreditation or going through the accreditation process.

The Benefits of Organizational Accreditation

When it comes to accreditation, we at COA believe strongly in a whole-organization approach. This post explores why we do things that way and how an organization stands to benefit from looking at themselves with a holistic lens. Find the post here.

Roadmap to Preparing for the Accreditation Process

Once an organization decides to pursue (re)accreditation, it can be difficult to know what step to take first! This post does a great job of walking through the considerations of preparing your team for the process and making sure that your workflow sets you up for success. Find the post here.

PQI: A Whiteboard Video

Some of the most common questions we get at COA revolve around what “Performance and Quality Improvement” means, why we emphasize it so much, and why organizations should care about it, too. This post (and its whiteboard video!) offers a nice, succinct introduction to what PQI is and why it matters. Find the post here.

The How and Why of Strategic and Annual Planning

Developing formalized plans can seem overwhelming, so some organizations might be tempted to put it off. But planning is an important part of the accreditation process, and essential to making sure that you carry out your mission! As its title suggests, this post explores both the why and how of strategic and annual planning. Find the post here.

Top 5 Tips and Tricks for Primary Contacts

The Primary Contact (an organization contact that communicates with COA throughout the accreditation process) is key to making sure that accreditation goes smoothly. If it’s your first time through, the job can seem intimidating. Fortunately, this post (sourced from real COA Accreditation Coordinators) has plenty of tips to help! Find the post here.

Bonus: Profiles in Accreditation

If this is your first time through the accreditation process (or you just want to hear tips from other COA-accredited organizations about making the best of it!), check out our Profiles in Accreditation post series. Launched in 2019, it contains interviews from a variety of organizations who describe first-hand what they got from accreditation, how they handled the workload, and more. Checkout the series below!

• Profiles in Accreditation: Ranch Ehrlo
• Profiles in Accreditation: Rose Brooks Center
• Profiles in Accreditation: Lad Lake
• Profiles in Accreditation: Family Service Lincoln

And there you have it! What were your top posts for 2019? Share your thoughts in the comments below.

This is a special message from Jody Levison-Johnson, COA President & CEO.

For many of us, the start of a new year (or new decade, in this case) provides an opportunity to take a step back to reflect, and for some, to project. What were the pivotal milestones last year? What did we learn? What could we be doing more of? Less of? In what direction are we heading? These are particularly salient for me this year. In March of 2019, I assumed the helm of the Council on Accreditation, and in 2020, we are launching some important refinements to our standards and processes, our look, and our approach.

One of the more profound steps COA took in 2019 was to establish a new mission statement. We believe that our new mission more accurately captures the future direction of our sector. It also conveys our intention for our organization within the sector. At COA, we partner with human and social service organizations to strengthen their ability to improve the lives of the people they serve. As an independent accreditor, we recognize the importance of an objective assessment of human and social service organizations’ performance across an array of best practice standards. And as an independent accreditor committed to improving communities and the lives of those living in them, we recognize the importance of partnering with the field to establish, maintain, and ensure adherence to these standards. It is through this partnership that we remain relevant, ensure rigor, and support our sector in achieving results.

As we look forward into 2020, there are important challenges before not only COA, but also all of us in the field. We need to continue to explore ways to demonstrate our impact on those we are supporting. While randomized controlled clinical trials are not in the cards for many of us, careful attention to outcomes–not just outputs–are a necessity. We need to be able to clearly articulate what our efforts accomplish and how we support improvements in the lives of those we work with. Then we need to demonstrate that simply and concisely—and in ways that are meaningful to a variety of audiences.

We also need to be thinking about our financial viability. As mission-driven organizations, we are committed to the greater good. Our ability to deliver on that commitment requires us to be good financial stewards. While some struggle with the idea of adopting a business orientation as it is viewed as somehow eroding our “mission driven-ness,” we need to see the business mindset as a core pillar of our ability to deliver on mission. Continued efforts to educate our communities on what it takes to deliver the quality and caliber of our services is essential. As Brené Brown says, “Clear is kind.” We need to clearly articulate what it takes to do our work well, and to seek supporters who allow us to deliver.

We also need to continue to elevate our visibility as human and social service organizations within our communities. We need to ensure that we have demonstrated not only how critical our services are, but also how crucial our role of “partner” is in the places we work. We know our communities’ needs; we employ our communities’ residents; we are consumers in our communities’ businesses. We are an integral part of the fabric of our communities. We are not simply service providers. We are mission-driven, civic-minded members of communities who make ongoing valuable contributions each and every day.

Moving into 2020, COA is excited to partner with each of you and the broader human and social service sector to advance these ideas and strengthen organizations and the people they serve. We will be seeking new and different ways that allow us to achieve our mission and, as always, are open to your ideas about how to accomplish this. We look forward to the year ahead and to working with all of you to ensure that your organizations, those served by them, and the communities you operate in are enriched in ongoing and meaningful ways.

Jody Levison-Johnson

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: Rose Brooks Center

Location: Kansas City, Missouri

First accredited: 2018

Snapshot:Rose Brooks Center is a domestic violence agency serving the Kansas City Metro-Area. Its mission is to break the cycle of domestic violence so that individuals and families can live free of abuse.

Rose Brooks Center services include a 24 hour crisis hotline; a 100-bed emergency shelter for adults, children, and their pets; individual and group therapy services; a supported recovery program; advocacy services co-located within 5 hospital systems, civil and criminal courts, and the police department; a rapid re-housing program; residential and non-residential case management services; employment and economic advocacy; a school-based violence prevention program serving over 30 local schools; and community training and education.

Interview with Rose Brooks Center

For this Profiles in Accreditation post, we asked Chief Operating Officer Lisa Fleming to share her experience heading up the accreditation process at an agency becoming accredited for the first time. Lisa emphasized how accreditation has enhanced Rose Brooks Center’s quality improvement and risk management processes, and how the hard work of the Self Study can pay off.

COA: Why was seeking accreditation important for your organization?

LF: For several years, Rose Brooks Center had the goal of obtaining accreditation in our strategic plan. We were fortunate to have a local funder, the Jackson County Community Mental Health Fund, that offers agency capacity-building grants for improving mental health outcomes. Specifically, they provide funding to grantees to pay for accreditation fees. Since the early 90’s, the Mental Health Fund has provided Rose Brooks Center with leadership and guidance in using outcome data and quality assurance indicators to make improvements to our funded programs. Their capacity-building grant helped to ensure we moved to the next level of fully implementing best practice standards and building out our quality improvement process.

We recognized that accreditation would be the next step for ensuring quality services. It would also be important to sustaining a culture of quality improvement. While we had general policies and procedures in place for agency operations, we knew we would benefit from the structure and researched best practice standards offered by COA.

In addition, we have benefited from the institutional knowledge of several agency leaders who have been here for twenty or more years. As we planned for the next five to ten years, we knew that there needed to be a way of transferring this institutional knowledge and formalized processes for ensuring quality.

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

LF: There were several factors that influenced our decision to partner with COA. First, the COA process includes standards specialized for domestic violence services and emergency shelter operations. These standards reflect guiding principles of trauma-informed care and the standards set forth by our state domestic violence coalition.

Two of our local domestic violence agency partners had also selected COA and highly recommended COA. We benefitted from their lessons learned and work product as we conducted our Self-Study. We hope to pay it forward to another domestic violence program considering COA.

The consultation with our Accreditation Coordinator was a benefit that was not originally factored into our decision, but certainly was one that was extremely helpful and valuable to our self-study process. We always highlight this service to other agencies who are in the process of selecting an accreditor.

COA: Were there any unexpected results after completing the Self Study and Performance and Quality Improvement (PQI) process?

LF: The level of staff participation throughout the Self Study and ongoing PQI process has exceeded our expectations. It has been a valuable and effective way to instill a culture of improvement throughout the agency, and it has offered a professional development opportunity for staff who have an interest in program management. Recently, a PQI Team member expressed her interest in being a full time PQI Coordinator if the position was ever created. It was a result affirming our original goal of sustaining a culture of improvement.

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

LF: We used many of the Intensive Accreditation Training and Performance and Quality Improvement Tool Kit documents to train staff, agency leadership, and the board. At our first staff training we used the Culture of Improvement document, and staff shared examples of Rose Brooks Center practices that supported each component of a culture of improvement. The activity and document helped connect staff to the things they do on a regular basis but may not have considered to fit with the more formal definition of Performance and Quality Improvement. We did a similar presentation with our board to share the benefits of accreditation, explain the self-study process, and train on the new or updated policies and procedures.

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

LF: COA accreditation sustains a foundation of research-based best practices throughout our organization. This helps to ensure that our agency achieves our intended outcome goals, exceeds our indicators for service delivery quality and safety, and manages agency operations with the highest degree of ethical and fiduciary standards. The accreditation process and resulting new or updated policies and procedures continually inform and guide our program development and improvement, training and professional development, risk prevention and management activities, and overall agency capacity building activities.

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

LF: Establishing routine and formalized processes for agency-wide performance and quality improvement and risk prevention and management that will be sustained long-term. Concurrent to the self-study process, our agency has continued to work on succession planning and staff professional development. Several staff with over 20 years of institutional knowledge will retire within the next 5 to 10 years. The accreditation process has been incredibly effective in transferring the institutional knowledge, expertise, and processes that have resulted financial stability and quality services to the next generation of leaders. 

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

LF: One of the proudest collective moments for our staff was having a project with a final successful outcome that validated the quality and value of our work. Seeing the volume of evidence describing all that staff do on a daily basis was a pretty great feeling.

We appreciate having the researched-based standards offered by COA, as well as the flexibility and empowerment to create agency procedures that can both fulfill the requirements of the standards and be customized to meet the unique needs our workforce and the people we serve.

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

LF: Managing a full time position while working a project that could in itself be a full time job position. It’s worth it. But it’s a lot. Thankfully, I had a great team of supervisors and staff to help with the project. We also appreciated the help from Sabrina (our Accreditation Coordinator) in determining a reasonable timeline for completion.

COA: How has COA accreditation/reaccreditation impacted operational success?

LF: COA accreditation has formalized our Performance and Quality Improvement (PQI) and risk prevention and management processes. In turn, we have been able to include these up-to-date recommendations and improvement needs into multiple grant proposals. The monitoring and improvement processes provide our grant writers with timely, detailed, and substantiated Statement of Need for a wide variety of local, state, federal, and foundation grants. We have been awarded funding for program enhancements, staff training, equity and inclusion consultation services, facility and security improvements, and client supplies using PQI and risk prevention and management data.

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?

LF:

1. Use the tools, documents, training, and consultation offered by COA. Our monthly meetings with our Accreditation Coordinator, Sabrina, were extremely helpful to increasing our understanding of the standards and thinking through what needed to be developed or what existing procedure could be adapted to fit with a standard. They were also a reassurance that COA’s goal was to help us successfully achieve accreditation.

In addition, I would also recommend sending the staff person with the primary responsibility for coordinating the self-study to the in-person Intensive Accreditation and the Performance and Quality Improvement training offered by COA.

2. Reach out to another similar agency who has gone through COA’s self-study and site visit process. Most are very willing to share their policies and procedures. It can really help you get past a “writer’s block” and get you started. Likely they can help re-assure you about the process and its benefits.  

3.  Designate a leader and a team that has an expansive and detailed knowledge of agency operations to coordinate the self-study process. At first we hired a consultant to do the coordination, but the volume of concurrent projects, processes to be developed, and constant communication proved challenging for an external position. For our agency, it worked best to have the COA Coordinator (our Chief Operating Officer) develop a timeline and document checklist using the COA tools. The COA Team, comprised of program directors and the Executive Team, met at least monthly to review progress. Program directors involved their team members to update or create program-specific procedures.

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

LF: Personally, the self-study process was one of the most challenging projects I have worked on in my 28 years at Rose Brooks Center. It is also one that I take the most pride in having led. As an Executive Team, it has given us increased confidence that the culture of improvement and our commitments to safety, quality, trauma informed- care, and equitable and inclusiveness will be sustained.

Thank you, Rose Brooks Center!

We would like to thank Lisa for her thoughtful insights into the first-time accreditation process and acknowledge the entire Rose Brooks Center board and 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!

So, you’ve been designated by your organization as the Primary Contact—the point person for communicating with the Council on Accreditation (COA) and spearheading the accreditation process. Maybe you’re feeling a little overwhelmed; you might not be sure about the best way to get the job done. Fear not! We’re here to help with tips on how to make the process as smooth as possible, whether this is your first time managing the accreditation process or your fifth.

1) Get organized

If we were to create a job description for the Primary Contact role, strong organizational skills would be first on the list of required traits. You need to be able to organize, prioritize, and project manage. This includes assessing the scope of the work, identifying available/necessary resources, and planning for the completion of tasks while working towards deadlines.

There are a lot of moving parts during the accreditation process, so it is critical to stay on top of due dates and important notifications from COA. You also need to make sure that these are communicated within your organization, and that you clearly outline expectations regarding the workload and workplan for other staff to maintain efficiency.

Sound like a lot? Don’t worry! We have some resources that can help those efforts. Here are a few to get you started:

• SELF-PACED TRAINING: Getting Organized/Creating a WorkplanThis self-paced training provides guidance on coordinating and managing the work of the self-study process, with the goal of developing a comprehensive accreditation work plan.
• BLOG POST: Roadmap to Preparing for the Accreditation Process Another handy, step-by-step guide to help you get a handle on the various tasks involved with accreditation.
• BLOG POST: Creating Effective Workgroups on the Road to AccreditationGet tips on how to organize and delegate work to different staff.
• MYCOA PORTAL: Your Standards and Self-Study StepsWe built the MyCOA Portal with the goal of setting you up for success. The Standards & Self-Study tab (option five in the blue navigation bar at the top of the screen) is one good example of this: it features a checklist of steps to complete during the Self-Study process; a progress bar to help you track how you’re doing; and links to important documents to help you along the way.

2)  Communicate clearly and often

The accreditation process centers around good internal and external communication.

From an external standpoint, as the Primary Contact you are responsible for overseeing all communications between your organization and COA. Whether it is over the phone or email, it is essential to keep your Accreditation Coordinator in the loop about any significant program updates or organizational changes.

From an internal standpoint, it is important to have staff, management, and your governing body appropriately informed of the process. This will not only help everyone work together to get things done, but also ensure that accreditation’s benefits are felt organization-wide.

3) Be transparent

Transparency is another critical factor to your success as a Primary Contact. This goes hand in hand with being a good communicator.

We often say that the Self-Study process is like holding a mirror up to your organization. This works best for everyone when the mirror is a clear one! Your Accreditation Coordinator is there to provide technical assistance and targeted support, but they can only do so if you communicate honestly about your struggles so that they can help you navigate your pain points. Identify your organization’s needs and be eager to ask questions.

This advice applies when communicating within your organization as well. Often, we find that one staff member doesn’t always hold all the knowledge/documents that are necessary to complete the accreditation process; therefore, it is important that you approach other staff and pull them in as a resource when needed.

4) Get involved

We’ve already highlighted the importance of working with your Accreditation Coordinator – they are there to answer questions, interpret the standards, and guide you through the process. But don’t forget about all our other resources that are there for you to tap into!

If it’s feasible time- and budget-wise, attending our live Intensive Accreditation and Performance and Quality Improvement trainings can be very impactful, particularly if you or your organization are new to the accreditation process. We hold these trainings a few times a year. They are a great resource not only for taking a deeper dive into managing accreditation and learning strategies to enhance your PQI system, but also for networking with (and learning from!) colleagues that are in the same boat as you. Attending these is not a prerequisite for being a stellar Primary Contact, of course, but they are helpful if you can make it to them.

COA also has a plethora of self-paced trainings, tip sheets, tool kits, and more. Your MyCOA Portal will offer suggestions of which of these will work best for you at different points in the accreditation process. Be sure to use it! You will find everything that you need there to successfully navigate the process. The portal is secure, customized and will always include the specific information that is relevant to your organization.

Digging into these resources will provide you with a good overview of 1) how COA is going to review your organization, and 2) all the major milestones you need to hit along the way. This will help you to grasp the amount of work needed and the different deadlines that your organization is going to approach. Knowing these will help you guide others in your organization toward success.

5)  Be an accreditation cheerleader

Getting through the accreditation process is all about creating and maintaining momentum with your team. COA’s review is very comprehensive, and so it includes many potential ways for different staff to participate. Establishing and championing those opportunities can contribute to making accreditation more fun, rewarding, and successful.

We encourage Primary Contacts to tap into their creative side. Try developing a game that incorporates COA’s accreditation standards or creating a fun visual that tracks your progress. Your job is all about being a good motivator, so celebrate the victories both big and small. With as hard as you’re working, you all deserve it!

Though being a Primary Contact can feel like a lot of responsibility, rest assured that accreditation is by no means a one-person job. The process–from pulling together Self-Study evidence to preparing for the Site Visit–should be a team effort. Your role, then, is of a team captain. With these tips, we hope you can get out there and lead your crew to success!

Further reading

If you want to do a deeper dive, we’ve pulled together some additional resources below. Don’t forget to also check out those linked directly in your MyCOA portal.  

• Accreditation Learning Plan
• Preliminary Self-Study Fact Sheet
• Three-Part PQI Recorded Webinar Series
• PQI Tool Kit
• Intro to Logic Models
• Governance Standards Tool Kit
• Policies and Procedures Checklist
• Preparing for the Site Visit 

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:  Family Service Association

Location: Lincoln, Nebraska

First accredited: 1998

Latest reaccredition: 2019

Snapshot: Family Service is a nonprofit organization that has been providing services to the families of Lincoln, Nebraska for 125 years.  They recently updated their mission to be “Helping Families Thrive.” Currently, Family Service provides families with four programs:  Women, Infants, and Children; Child Care Food; Behavioral Health; and Out-of-School Time, which includes before- and after-school care, as well as summer care. 

Two of Family Service’s four programs are accredited with COA: Behavioral Health and Out-of-School Time.  Their Out-of-School Time program is their largest program.  It consists of 14 before- and after-school care programs and seven Community Learning Center programs.  Their Behavioral Health program provides licensed therapists to 22 schools within Lincoln Public Schools and six schools in Saunders County.  It also includes of a Community Response Program, which connects families with community resources that will support families to meet their goals and strengthen relationships within the community.

Interview with Family Service Lincoln

For this Profiles in Accreditation post, we asked Director of Strategic Initiatives Jessica Radford, Ed.D. to share her experience at an organization that has been accredited by COA for the last ten years. Jessica told us how reaccreditation has helped drive the organization’s quality improvement forward. She also shared how she appreciated how COA accreditation felt not like an evaluation via checklist, but an effort from a team.

COA: What were some of the drivers for seeking reaccreditation this latest time around?

JR: It was important for our organization to seek reaccreditation to learn how quality programs and services are defined and to help us identify areas of growth.  All our Management Team was new within the past two years.  Reaccreditation provided us with the opportunity to really dig into the organization and its practices.  We learned what was done historically, what was currently being done, and how we could improve it. 

Accreditation helped us to evaluate and update practices that are oftentimes overlooked. Some of these included safety and risk assessments, HR audits, and an annual review of policies and procedures.  It also helped us evaluate our system for communicating with staff and involving stakeholders.  Sometimes we forget to evaluate our common organization practices and their effectiveness because we just keep doing things the way they’ve always been done.  Accreditation helped us hone in on these practices and improve them.

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

JR: Our organization has been accredited with COA for the last ten years, and the staff take great pride in this accreditation.  COA holds their organizations to high standards and has a rigorous accreditation process.  So it was important for Family Service to continue this accreditation with COA for consistency, as well as to ensure we were providing good services to employees and families.

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

JR: We held a kick-off meeting where we brought everybody together and talked about the importance of accreditation, the process, and the role they would play.  We provided updates through emails and meetings.  When we received our accreditation, we had a cookie celebration and invited the board and stakeholders.

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

JR: The main benefit for us through our COA accreditation was the framework for evaluating and improving the organization and its practices.  Sometimes it can feel overwhelming, not knowing where to begin with improvements or trying to identify what needs to be improved.  COA provided a very thorough framework for us to follow, allowing us to assess the organization and its practices comprehensively so that we could target areas to work on.  The standards also provided guidance for how to make improvements and what best practices are for nonprofit organizations.

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

JR: All of it. 😊

The standards were easy to understand and provided clear guidance.  The staff at COA were very responsive and helpful.  They always responded within a day anytime I emailed or called them, and they always had an answer for me.  They were also very willing to take the time to help me and make sure I understood the process and standards. 

The feedback given to us from our on-site reviewers was also very valuable and appreciated.  For example, the on-site reviewers talked with us about the training of the organization. Following this conversation, we purchased an online training system and began implementing it.  The system communicates with staff, tracks training completion, and provides lots of training options to staff. 

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

JR: I liked all the guidance that was provided through the accreditation process.  The standards were very easy to understand and provided lots of explanations through the Interpretations.  The staff at COA were so knowledgeable and helpful.  The Intensive Accreditation Training was full of great information and guidance.  Our on-site reviewers provided lots of great feedback on areas we can improve.  The process really felt like a team effort.

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

JR: Organizing all the evidence.  😊

I found it helpful to organize the standards and evidence into tables.  I put together tables with three columns:  Standard, Required Evidence, and Family Service Evidence.  This helped me to keep track of what document went with what standard and to be sure I provided evidence for each of the areas of Required Evidence.  It helped me organize it into more of a checklist.

COA: How has COA reaccreditation impacted operational success?

JR: The reaccreditation has really helped drive our quality improvement forward.  It has given us specific areas to improve on and helped us set goals and objectives.  It’s only been a few months since we received our accreditation and we have already made some great improvements.

Because of our accreditation, we have worked to improve the training we provide our employees.  We have created an onboarding process which includes some safety trainings and some behavior trainings.  We have created an annual training plan which includes monthly safety trainings for all staff and bi-monthly supervision trainings for all supervisors.  The system we have implemented tracks trainings completed by staff in one on-line system.  This has helped us to keep track of trainings as well as identify training needs for staff.  This has not only improved our training program, but also the culture at our organization.  Staff now feel that safety and training is a priority to Family Service.

We have also become more aware and thoughtful about reviewing our practices on a regular basis.  We have implemented annual HR audits, stakeholder meetings and surveys to get feedback on our programs, annual reviews of policies and procedures to make sure they reflect what we are doing, quarterly safety checks and risk assessment reports, and improved data collection to help us analyze practices and programs.

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?

JR: The coordinator of the process needs to be a very organized person.  A large part of the process is collecting and organizing evidence to be submitted.  If the person is already good at organizing projects and information, setting deadlines, and delegating duties, this will make the process less overwhelming.

Use your COA team.  Do not be afraid to ask questions.  Everybody on our COA team was so helpful.  It felt more like a team effort instead of an evaluation and checklist.

Use the process as an opportunity to identify areas of growth.  Do not try to look perfect for COA.  Be honest about your practices and procedures.  This will help you use the process to identify areas of growth and make improvements.

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

JR: I cannot say enough good things about our accreditation team.  Mary Glenn was amazing, and I couldn’t have done it without her.  She was always so helpful and knowledgeable.  Even when I felt overwhelmed or like we were doing things wrong, she helped guide me and reassure me that we were on the right track with things. 

Our on-site reviewers were so pleasant and knowledgeable as well.  They did a wonderful job at the introductory meeting explaining accreditation and the process to our board and staff.  All our staff enjoyed having them on site and talking with them.  Their feedback during the exit meeting was so valuable as well.  It really gave us areas to improve on. 

When we received our final accreditation report, nothing was a surprise because everybody had been so transparent through the process.  It was really a team effort to get our accreditation, and COA was a big part of that team.

Thank you, Family Service Lincoln!

We would like to thank Jessica for her thoughtful insights into the reaccreditation process, and acknowledge the entire Family Service Lincoln board and team for embracing accreditation and collectively contributing to the promotion of best practices. Thank you, all!

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

Since Congress passed  the Family First Prevention Services Act (FFPSA) in February 2018, stakeholders across the U.S. have been working to maximize the opportunity posed by this tremendous reform to our child welfare system. To ensure that children and families reap the positive benefits of FFPSA, service-providing agencies, social workers, child welfare officials, accrediting bodies, policy makers, and advocacy organizations have been rigorously planning for implementation, all while trying to keep up-to-date on the latest guidance and policy. 

Looking for an FFPSA 101? Watch our informational video.

As COA began working with service providers impacted by FFPSA, we found that organizations were not only interested in information about the accreditation process, but also resources relevant to the larger scope of FFPSA provisions. That’s why we created the COA FFPSA Resource Center, a hub of FFPSA-related content including federal guidance, tools and resources, accreditation information, events and trainings, and news. 

We are continually evolving the website as new guidance and/or policy is released and as states move forward with implementation. Have a resource, article, or tool that you’d like to see posted on the Resource Center? We’d love to hear from you! Reach out to us by email at PublicPolicy@coanet.org. 

Just starting to peruse the site and not sure where to start? Fear not! We’ve created a list of 5 helpful resources to get you started. 

1. Federal Requirement Comparison: QRTP and PRTF

From the Building Bridges Initiative

With the support of the Annie E. Casey Foundation, Building Bridges created this comparison to assist providers in understanding the federal requirements set forth for Qualified Residential Treatment Programs (QRTP) and Psychiatric Residential Treatment Facilities (PRTF). The information is organized in a table by requirement component, so that readers can do a line-by-line comparison of each program’s respective requirements. Though QRTPs and PRTFs have some similarities, these programs were created and defined separately in federal law in order to establish varying levels of care for children and youth with significant behavioral health needs. 

Building Bridges is a national initiative working to identify and promote practices and policies that will create strong coordinated partnerships and collaborations between families, youth, community- and residentially-based treatment and service providers, advocates, and policy makers to ensure that comprehensive mental health services and supports are available to improve the lives of young people and their families.

View the comparison here. 

2. Responsibly Defining Candidacy within the Context of FFPSA: 5 Principles to Consider

From the Center for the Study of Social Policy

The Center for the Study of Social Policy created this brief of guiding principles for states to consider as they work to identify a definition of foster care candidacy that fits within the context of their state policies and prevention service array. 

FFPSA defines the term ‘child who is a candidate of foster care’ to mean “a child who is identified in a prevention plan under section 471(e)(4)(A) as being at imminent risk of entering foster care…but who can remain safely in the child’s home or in kinship placement as long as services of programs specified in section 471(e)(1) that are necessary to prevent the entry of the child into foster care are provided” (Sec. 50711). This means each state will be responsible for defining candidacy in their State IV-E Plan, which will be submitted to the Children’s Bureau. State definitions of “candidacy” will be extremely important in deciding which children and families will be served under FFPSA prevention services. This resource provides a guiding methodology for state policymakers in creating that definition and assists in considering the way such a policy will impact children and families in their state.  

View the resource here. 

3. Program Standards for Treatment Family Care

From the Family Focused Treatment Association (FFTA)

As we learn more about the impact that FFPSA implementation will have, it has become clear that there is a need to bolster the continuum of child welfare services offered to meet the needs of children and families. Treatment Family Care (TFC), also known as Treatment Foster Care (TFC), has emerged as a leading service to meet the behavioral needs of children in home-settings rather than residential care. The strict parameters established around residential placement under FFPSA puts a spotlight on TFC as a service that can maintain a residential level of care while keeping children and youth in a home-setting. 

Though TFC services are provided across the country, federal guidance related to funding opportunities, practice standards, and program oversight has never been issued. Fortunately, Congress is currently considering the Treatment Family Care Services Act (HR3649 and S1880), which will provide states with a clear definition and guidance on federal TFC standards under the Medicaid program and other federal funding streams. This clarification will promote accountability for states offering TFC, support FFPSA implementation, promote appropriate TFC services for reimbursement, and drive personnel training and standards. 

FFTA first published their own Program Standards for TFC in 1991 to define the model and set parameters for the field. In 2019, FFTA published the revised 5th edition, which provides several updates to the previous edition and in particular approaches the standards from a broader perspective of Treatment Family Care. This is in response to the changing needs of children, youth, and families; programmatic changes; and service expansions impacting TFC services. In particular, the new edition expands the view of TFC by integrating a focus on children living with kin. This inclusion was necessitated by an increasing expectation to meet the treatment needs of children in kin settings, stemmed by the belief that living with family can minimize the trauma associated with separation from parents.

View the FFTA’s program standards here. 

4. Title IV-E Prevention Services Clearinghouse website

From the U.S. Administration for Children and Families (ACF)

The Title IV- E Prevention Services Clearinghouse was established in accordance with FFPSA by the Administration for Children and Families (ACF) within the U.S. Department of Health and Human Services (HHS). Its goal is to conduct an objective, rigorous, and transparent review of research on programs and services intended to support children and families and prevent foster care placements. Programs submitted to the Clearinghouse are rated as “well-supported”, “supported”, “promising practice”, or as “not meeting criteria”. The initial programs that have been rated include mental health services, substance abuse prevention and treatment services, in-home parent skill-based programs, and kinship navigator programs. 

Ratings will help determine programs’ eligibility for reimbursement through Title IV-E funding. The Clearinghouse continues to be updated as new services are reviewed and rated, those interested in receiving real time notifications of updates can sign up here. 

Access the Title IV-E Prevention Services Clearinghouse here. 

5. National and state FFPSA news

From our FFPSA Resource Center

Implementation of FFPSA will mark the largest reform to our national child welfare system in decades. Since FFPSA passed in February 2018, there have been hundreds of news outlets reporting on the many components of reform at the national and state level, including information on implementation, related legislation, funding opportunities, service delivery, and more. The large scope of provisions can make it difficult to find the information that is relevant to your role in implementing FFPSA. That’s why COA created a FFPSA news round-up, updated regularly with content published related to state-specific activities and national news related to FFPSA. 

State-level news can be viewed here and national-level news can be found here. Want to get alerts when important updates are published? Sign up for our mailing list. 

We hope these resources will support you and your agency in learning more about the provisions of FFPSA. We would like to thank all of the organizations that have produced content to assist our field with this important legislation. 

Though we’ve identified these five resources to get you started, we encourage you to continue your research and explore all of the information available at www.coafamilyfirst.org. And since we couldn’t pick just five…

Bonus resource!

Accreditor Comparison Guide

Needing to pursue national accreditation as a result of FFPSA? The first step is to find an accreditor that is the right fit for your organization. To support agencies in choosing an accreditor, we created a comparison guide that details the differences between the COA, CARF, and JC accreditation processes.

Download the comparison here.

Watch a special message from Jody Levison-Johnson, COA’s new President & CEO, and then read on below to hear more about her thoughts on what’s next for COA.

TRANSCRIPT

Hi.  I’m Jody Levison-Johnson, the new president and CEO of the Council on Accreditation, or as some in the field like to call us, “COA (Kō-Ah).”  I wanted to take a few moments to introduce myself and share a bit about the future of COA.

My background includes work in direct service organizations, oversight and funding entities, and national policy and advocacy arenas. Leading COA is the realization of my lifelong dream to shape the human services field and profoundly impact the lives of the people in need. 

And the timing of my arrival here could not have been better.

This is truly an exciting time at COA. We are changing the field by helping organizations offer services of the highest possible quality to their clients and their communities.

For a long time and for many people, accreditation has just been another box to check, a means to an end to ensure eligibility for funding streams or to meet regulatory requirements. But it is so much more than that. 

We hope to elevate–both within COA and among our accredited organizations–the true value of accreditation. That value is to the end user, the consumers—the children, youth, families and adults–who rely on the services that our organizations provide.

Our mission is simple: To help organizations improve the quality and effectiveness of their services by aligning with the best practices established in our standards.

Throughout our more than forty-year history, COA has regularly evolved both our standards and processes to meet the changing needs of the field.  This evolution will continue as we move towards 2020. Look for more details on that in the coming months—we have some exciting updates just around the corner.

While we continue to evolve as an organization, one thing remains constant: COA’s unwavering dedication to supporting you so that you can best support your community and those that you serve.

Thanks to each and every one of you. We are so grateful for the work that you do every day on behalf of COA and the communities that you serve.  Here’s to continued collaboration and success.

Notes from Jody

As I approach the six month mark at COA, I can confidently say that my excitement for our work has never been greater. I tease it a little in this video but want to encourage you again to keep an eye out for messages from us in the coming months—there is a lot to share, and I truly believe it will be valuable for you and your organizations.

Engagement with the broader human services community is the foundation of COA, from the critical input we get on our standards, to our peer-based review system, to the important partnerships with our sponsoring and supporting organizations, funders, and regulators. I have spent the last few months visiting with some of the COA community to learn how we can better support you and your important work. These meetings have provided me with an opportunity to hear about the profound impact COA is making on the field, and ultimately on those being served by our accredited organizations. Each meeting has also provided food for thought on areas for development–things COA can consider doing to continue to increase the value of our work.

That is our goal with the coming updates: to continue to make accreditation as valuable for our organizations and impactful for our communities as it can be. As always, we want to provide you with a framework that serves you so that you can best serve your communities. Because community is such an important part of COA, it is my hope that you will continue to work with us through this process, giving us feedback so that together, we can drive the field forward.

A big thank you to those who have met with me already and shared your thoughts–it has been invaluable. I hope to continue to keep in touch and look forward to meeting more of you in the future.

I am grateful to lead an organization with such a dynamic, diverse, and passionate staff, a robust team of talented and dedicated volunteers, and a versatile array of accredited organizations – all of whose commitment to quality is unwavering.

Here’s to what’s next.

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“How Do You PQI?”

This is phrase that COA came up with a few years ago to introduce our newest toolkit. As an accreditation insider, we think it’s a clever phrase in that it conveys that:

• PQI is a necessity
• PQI is something that you do and that has motion, and
• PQI is customizable.

(We also like that it rolls off the tongue easily, unlike the word “accreditation.”)

Unfortunately, not everyone is an accreditation insider. We love our acronyms at COA, and use them everywhere–in our standards, in our process, in our technology (shout out to the VIP portal!). But acronyms and jargon can be confusing to anyone not in the know, and create barriers to understanding. “PQI” is no different.

So what is PQI, you ask?

Good question–and a common question we’re asked when staffing COA’s exhibit booth at a conference. The conversation usually goes something like this:

Inquiring person: What is PQI?

Us: It’s the foundation of the accreditation process.

Inquiring Person: Yes, but what does it mean?

Us: “Performance and Quality Improvement.” It’s our name for Quality Improvement or Quality Assurance.

Inquiring person: Thanks. What’s “Quality Improvement”?

Us: On a basic level, we like to say that a PQI system is collecting data about your work, analyzing it, making course-corrections based on the data, and then tracking to see if those changes are working.

Then we usually see a glimmer of understanding in their eyes.  We give the inquiring person our PQI Toolkit postcard, and hope that it makes its way to the Quality Assurance/Data Nerd at their agency.

Based on our conversations with stakeholders, in-process organizations, and peers, we at COA know that PQI is can be a conceptual, difficult-to-grasp concept. We also know that agencies need a lot of help developing their PQI systems. This is why we talk about PQI a lot, and why we create trainings and tools to help.

One long-awaited tool is a high-level introduction to PQI for anyone new to the concept.  Now when we’re manning the exhibit table and get asked “What is PQI?”, we are thrilled to be able to reply:  

“Check out our PQI whiteboard video!”

Transcript

The most effective social service organizations are those that have been accredited to meet the highest standards of quality.

For more than 40 years, the nonprofit Council on Accreditation has partnered with health and human service organizations globally to improve outcomes by developing, applying, and promoting accreditation standards.

COA’s Performance and Quality Improvement standards, or PQI, require organizations to generate and review organization-wide data to establish performance targets that improve services and outcomes for all stakeholders. It’s a comprehensive process that includes working with the entire organization instead of assigning the responsibility for quality improvement to just a few individuals.

Information generated by the PQI system is used to:

• Monitor progress toward achievement of strategic goals and long-term direction,
• Manage programs and operations efficiently and effectively,
• Meet funder requirements to promote the organization and its services throughout the community, and
• Support direct service staff to meet program goals and have a positive impact on people served.

The organization reviews findings and feedback while taking action to:

• Eliminate or reduce identified challenges,
• Replicate good practices,
• Recognize and motivate staff, and
• Improve services for the communities they serve and assist with fulfilling their mission.

And hopefully now you think the phrase “How Do You PQI?” is clever, too.

Want to dig deeper into PQI? Check out our comprehensive PQI Toolkit.

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Your organization has decided to embark on the journey of pursuing accreditation! This commitment can invoke many sentiments—happiness, anticipation, fear, anxiety, and maybe even a splash of frustration. These are all normal feelings. The accreditation process is a major project with a myriad of components. One way to be successful in your accreditation work is to use a project management approach, as it is critical to divide the required work into smaller, manageable steps. Here is a handy, step-by-step guide you can use to conceptualize the tasks that are on the horizon.

Work styles & organizational culture

COA has an organization-wide accreditation model. This means that not only are programs being reviewed, but also the administrative divisions as well. Getting many colleagues involved in the accreditation process will help the organization manage the workload and focus on developing, updating, or sustaining practices that are ultimately in the best interest of the consumers served. 

People have different personalities, which includes varied preferences and approaches to their work responsibilities. There are those who are process-oriented people that do a really great job poking holes in plans and asking questions that may not have been considered. Then there are staff who can reflect and acknowledge the progress that has been made within the organization through that point in time. Knowing some of these characteristics and preferences will be helpful in thinking about who should handle different aspects of the work.

How and why the organization is choosing to pursue accreditation is essential to framing the work that lies ahead. Even if the organization is mandated to achieve accreditation, what the organization hopes to accomplish through this process is valuable for all to hear. Ask yourself: What is the message we will convey to our board, advisory group, staff, consumers, and other relevant stakeholders about what accreditation means for the organization and its future? People want something they can believe in, something that resonates with them, so taking time to reflect and think about the “why” behind this journey is an opportunity to capitalize on building momentum.

Accreditation workload – forming the structure

COA accreditation includes all aspects of the organization’s administration and service delivery operations.  There are three types of standards: administration and management, service delivery administration, and service. Most organizations will have at least ten standard sections to review based on the three categories.  It is essential to have multiple staff managing different standard sections, because no one staff member will have all the answers (and that is a good thing)!

A question we often hear from organizations is “How will we manage the accreditation work?” You must consider whether your organizational structure serves as a sufficient framework to review the standards. This means that those individuals responsible for particular divisions would delegate tasks to staff within their department. For example, the director of human resources would review the human resources management standard section and assign tasks as needed to his/her staff. Similarly, program directors would follow the same process to review service standard areas.

Another option for managing the work includes the creation of functional work groups, which includes assembling teams with individuals from different departments and/or programs to review one or more standard sections. For example, an administrative work group can be formed to review multiple standard areas including risk management, administrative service environment, ethical practice, etc. This type of work group would include an interdisciplinary team of quality improvement, program, information technology, and other staff as needed.

Decision-making authority and flow of communication

Once a decision is made on whether to use the structural work groups, functional work groups, or a hybrid of the two, the organization must consider the decision-making authority. As teams begin to work on reviewing the standards against current practices, you may find that policies, procedures, and protocols may need to be developed or modified. The organization must be clear on who has the authority to implement new procedures and practices. 

Typically, if hierarchical work groups are used, the head of the department or program would be responsible for managing the approval process. Larger organizations may have a chief operations officer or director, and that person may be responsible for final approval. In smaller organizations, decision-making authority may be the sole responsibility of the executive director. In functional work groups, the decision-making authority may be less transparent, so the organization should establish the process for preliminary and final approval of procedures and new protocols. This will be particularly important once staff begin doing the actual work that is part of the Self-Study and Site Visit phases of the accreditation process.

Regardless of the structure chosen to manage the work, the individual responsible for overseeing the accreditation process needs to ensure that work groups and teams routinely provide information and updates to them. Sharing information and progress with the leadership team is a must, especially if the accreditation lead is not a part of said team.

Responsibilities associated with stages of accreditation process

There are six stages in the accreditation process, each with different responsibilities. Below are some salient tasks for which the organization is responsible.

Application & agreement

The application and agreement phase of the process is an opportunity for the organization to assess the cost of accreditation and explore the service standard sections that may be relevant to the programs provided. Once the organization has decided to pursue COA accreditation, the accreditation agreement is signed and the work begins.

Intake

Think of the intake stage as COA’s opportunity to acquire information from the organization on all your programs and locations in which they operate. When highlighting the scope of services at each program, be concise. COA uses this information to determine the appropriate service standard for each program. Do not spend many months in this stage of the process – it will prolong the assignment of service standards. The organization’s Site Visit will not be scheduled until all program documentation has been submitted to COA.

Self-Study

When the organization enters the self-study stage of the accreditation process, all standard sections have been assigned and the due dates for the Preliminary Self-Study and Self-Study have been scheduled, along with the start date for the Site Visit.

During this phase of the accreditation process, the organization should implement the structure for managing the standards review. Work groups should conduct an assessment of its current practices, policies and procedures against the COA standards. A self-assessment helps the organization to know where it needs to prioritize its time and resources.

Site Visit

Once the Self-Study has been submitted, the accreditation work groups should begin compiling documentation to have available during the Site Visit. Reserve a meeting room for the Peer Review team to use while they are onsite for the duration of the Site Visit. All documentation should be clearly labelled by standard section, including the relevant core concept standard. The information the Peer Review team will evaluate can be available in paper or electronic format.

Building and sustaining momentum

If you are following the steps as listed, by now the “why” behind accreditation has already been established. An inventory of the strengths of staff has been conducted, and the process for managing the accreditation work is in place. Now the organization needs to formally roll out this significant initiative and keep staff engaged throughout the entire process. 

Set a kick-off date

A kick-off event, such as an all-staff meeting, is a great way to launch the accreditation work. Use this time as an opportunity for the executive director to explain to staff why the organization is pursuing accreditation and why it is valuable. It is an opportunity to inform staff that pursuing accreditation can provide professional development and team building.

Themes and activities

Knowing the “why” behind the organization’s pursuit of accreditation may not be enough for some. For those who are charged with managing the accreditation process, consider ways to make different aspects of the work fun and exciting. Television shows, sports, movies, are all options that may be suitable to connect accreditation work groups. Visual display boards serve as a reminder and can foster healthy competition within the organization.

Final thoughts

The accreditation process can be overwhelming —there are many aspects that need to be managed. Hopefully, your creative juices are flowing with ways to make this organization-wide initiative manageable and fun. Remember, to get others involved, align the work with the strengths of staff and challenge the organization to always strive to be better.

Been through the accreditation process before? Share your thoughts on some things you wish you had known before you started the accreditation process. Recently completed the accreditation process? Let us know some of your pro tips that helped your organization through!

Welcome to the first in a new series of blog posts entitled 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: Lad Lake

Locations: Milwaukee and Dousman, Wisconsin

First Accredited: 2014

Reaccredited: 2018 

Snapshot: Lad Lake has been evolving to meet the needs of Wisconsin’s most vulnerable children for 170 years.  Serving more than 1,200 youth annually, the organization’s 300 staff accomplish its mission of “guiding the growth of at-risk youth to reach their potential and live responsibly” through four major program commitments: two residential care centers for youth who have experienced trauma from the child welfare and juvenile justice systems; alternative education for students with special learning needs; independent living services for youth “aging out” of the foster care system; and community services such as in-home therapy, specialized mentoring, and supervised visitation for parents and children. 

Interview with Lad Lake

For our first Profiles in Accreditation post, we asked Lad Lake President and CEO Daniel O. Magnuson, MA, MSW to share his thoughts on his organization’s journey through reaccreditation. He emphasized how accreditation provided a framework for operational success, as well as the importance of having the entire organization–including the board–engaged with the process.

COA: Why was it important to Lad Lake to seek accreditation initially?

DM: We sought our initial accreditation in preparation for the retirement of a long-serving CEO; we wanted to position Lad Lake for improved impact and financial sustainability.

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

DM: As we implemented the initial accreditation plan in 2014-2015, we also completed a comprehensive strategic planning initiative.  COA’s accreditation framework helped us to focus and look at activities on an organizational level, which made the execution of our strategic plan more effective. Reaccreditation affirmed our internal sense that we were making significant progress in all domains of our performance, and in a dramatic fashion!

Additionally, accreditation provides Lad Lake with a competitive advantage with many of our stakeholders.  This will be increasingly important as the federal Families First Prevention Services Act is implemented.

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

DM: Our partnership with the Alliance for Strong Families and Communities and our executive leadership’s deep connection with the Alliance network made COA the obvious choice for accreditation.  It is the “gold standard” for our industry.

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

DM: COA accreditation provides Lad Lake with a framework for (and the discipline to stay focused on) our strategic priorities. It helps us to learn together, to adjust our approaches to achieve our intended impact, and to strengthen our financial sustainability in the face of changing market conditions.   

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

DM: The primary unexpected result was the degree to which Lad Lake’s management teams embraced COA accreditation, especially reaccreditation. The standards, the policies, and the procedures developed in our self-study and PQI processes have, for the most part, become the way Lad Lake does business.  Accreditation is not “just another thing” on the plate of busy managers and leaders.  Rather, it is our primary frame of reference for accomplishing our work. 

Additionally, the COA accreditation and reaccreditation processes were completed in the face of very serious financial challenges.  These challenges required the development and execution of a difficult turnaround plan.  Rather than distracting our leadership from that plan, COA accreditation provided a disciplined process to focus our attention on the key drivers for our success. 

As CEO, I do not believe our financial turnaround, improved quality and financial sustainability could have been possible without the discipline of thought offered by accreditation and reaccreditation.

COA: Why was it important for you to have a high level of stakeholder engagement across your organization?

DM: One element of our organizational vision is to fulfill our mission with an “aligned, engaged, and happy workforce.”  This can be a tall order in an industry with such challenging work and shoe-string budgets!  The COA process, in concert with a clear strategic plan, helped us to articulate what we wanted employees to align and engage with.  It also helped us to communicate those directions across our organization.  This has grounded Lad Lake’s daily activities in a larger vision of improving the lives of youth and families in need.

COA: How has COA accreditation/reaccreditation impacted operational success at Lad Lake?

DM: Accreditation and reaccreditation has been transformative for Lad Lake.  In concert with our updated strategic plan, COA provided a framework to operationalize and monitor our process improvements across all domains of our organization, from impact to human capital to financial sustainability to governance. A host of key performance indicators focused the work of the board, management, and staff. 

The results have been extraordinary.  All our programs now share common goals in safety, health, social support, and hopeful futures.  Process improvement is closely tracked with client feedback and validated assessment methodologies.  Findings inform refinements in program design.  Risk management in many key areas has dramatically improved.  After years of financial losses, Lad Lake has moved to a position of financial sustainability.

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

DM: We did so in various ways. Firstly, many managers and supervisors were (and are still) involved in various teams devoted to quality improvement and risk management.  Internal communication methods such as staff newsletters, email communication, and face-to-face meetings helped to extend the accreditation story to team members. Accreditation at Lad Lake is so closely aligned with our strategic priorities and key performance indicators that our board of directors discusses it at every meeting.

COA: At the board level, what were the driving factors for seeking accreditation?

DM: The board was particularly interested in accreditation to help it better understand and address the impact of the organization’s services on youth and families. The pending retirement of a CEO and the prospect of a new CEO coming aboard added extra urgency to Lad Lake’s initial pursuit of it.

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

DM: The board fully embraced accreditation.  They understood its value and likened the process to quality initiatives and accreditation in their respective industries.  Linking accreditation to our strategic planning and turnaround agenda required careful attention, but accreditation helped, not hindered, that process.

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

DM: I would advise organizations to:

1.       Embrace accreditation as the way you do business, not as an extra initiative to take on.

2.       Embrace strategic planning. Find the right strategic planning process for you, and closely link accreditation with your strategic plan. 

3.       Communicate and engage your board of directors with COA.   Many parallels may exist in their industries (e.g., Six Sigma, ISO 9001, Joint Commission, etc.).

Thank you, Lad Lake!

We would like to thank Dan for his thoughtful insights into the accreditation process and acknowledge the entire board and team for embracing accreditation and collectively contributing to the continued success of Lad Lake.

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