2024 Edition

Administration and Management Introduction

Purpose

 Through sound administration and effective management, the agency achieves its mission and strategic goals; assures appropriate use of public resources for the public good; and remains responsive to the needs of the communities it serves. 

Introduction

COA’s Administration and Management standards outline the responsibilities of agency leadership to foster a culture of transparency, accountability, and community responsiveness; provide oversight of operations; and promote program and operational improvements. The responsibilities set forth in the standards represent the multi-faceted functions the leadership of a public agency assumes in cooperation with relevant stakeholders.

Currently viewing: ADMINISTRATION AND MANAGEMENT

Viewing: PA-AM - Administration and Management
Next: PA-AM 1 - Agency Mission

VIEW THE STANDARDS

Note:Please see PA-AM Reference List for the research that informed the development of these standards. 


Note: For information about changes made in the 2020 Edition, please see the PA-AM Crosswalk. See also ETH Public Crosswalk for Ethical Practice standards that are now found in PA-AM.

2024 Edition

Administration and Management (PA-AM) 1: Agency Mission

The agency’s mission:
  1. is responsive to the needs of the communities it serves;
  2. guides the agency’s administrative operations and delivery of services; and
  3. serves as a benchmark of organizational effectiveness.
Interpretation: COA recognizes that an agency’s mission may be established in statute, and its parameters framed by budget authorization.
NA State-administered agency regional office

1
Full Implementation, Outstanding Performance
A rating of (1) indicates that the agency's practices fully meet the standard and reflect a high level of capacity.  
  • All elements or requirements outlined in the standard are evident in practice, with rare or no exceptions: exceptions do not impact service quality or agency performance. 
2
Substantial Implementation, Good Performance
A rating of (2) indicates that an agency's infrastructure and practices are basically sound but there is room for improvement.
  • The majority of the standards requirements have been met and the basic framework required by the standard has been implemented. 
  • Minor inconsistencies and not yet fully developed practices are noted; however, these do not significantly impact service quality or agency performance.
3

Partial Implementation, Concerning Performance
A rating of (3) indicates that the agency's observed infrastructure and/or practices require significant improvement.  

  • The agency has not implemented the basic framework of the standard but instead has in place only part of this framework.  
  • Omissions or exceptions to the practices outlined in the standard occur regularly, or practices are implemented in a cursory or haphazard manner.  
  • Service quality or agency functioning may be compromised.  
  • Capacity is at a basic level.
4
Unsatisfactory Implementation or Performance
A rating of (4) indicates that implementation of the standard is minimal or there is no evidence of implementation at all.  
  • The agency’s observed administration and management infrastructure and practices are weak or non-existent; or show signs of neglect, stagnation, or deterioration.
2024 Edition

Administration and Management (PA-AM) 2: Implementing Agency-Wide Change

The agency ensures effective implementation of agency-wide initiatives through sound leadership and strategic management of the change process that fosters support and emphasizes sustainability.
NA State-administered agency regional office

1
Full Implementation, Outstanding Performance
A rating of (1) indicates that the agency's practices fully meet the standard and reflect a high level of capacity.  
  • All elements or requirements outlined in the standard are evident in practice, with rare or no exceptions: exceptions do not impact service quality or agency performance. 
2
Substantial Implementation, Good Performance
A rating of (2) indicates that an agency's infrastructure and practices are basically sound but there is room for improvement.
  • The majority of the standards requirements have been met and the basic framework required by the standard has been implemented. 
  • Minor inconsistencies and not yet fully developed practices are noted; however, these do not significantly impact service quality or agency performance.
3

Partial Implementation, Concerning Performance
A rating of (3) indicates that the agency's observed infrastructure and/or practices require significant improvement.  

  • The agency has not implemented the basic framework of the standard but instead has in place only part of this framework.  
  • Omissions or exceptions to the practices outlined in the standard occur regularly, or practices are implemented in a cursory or haphazard manner.  
  • Service quality or agency functioning may be compromised.  
  • Capacity is at a basic level.
4
Unsatisfactory Implementation or Performance
A rating of (4) indicates that implementation of the standard is minimal or there is no evidence of implementation at all.  
  • The agency’s observed administration and management infrastructure and practices are weak or non-existent; or show signs of neglect, stagnation, or deterioration.
 

PA-AM 2.01

Prior to initiating an agency-wide initiative, agency leadership:
  1. identifies the needed change or identifies the purpose of a mandated change;
  2. works with relevant stakeholders to establish a shared project vision that aligns with the agencies core values; and 
  3. assesses the agency's readiness and capacity for change including strengths, needs, and available resources at the system, organizational, and personnel level.

Examples: The readiness assessment may include an assessment of:
  1. the sociopolitical climate; 
  2. available funding; 
  3. administrative resources and processes (e.g. computer systems); 
  4. policy and procedure alignment with the desired change; 
  5. communication mechanisms for knowledge and information sharing; and 
  6. the knowledge-base, attitude, and workload of staff who will be responsible for carrying out the change. 
Examples: Relevant stakeholders can include, but are not limited to: staff at all levels, individuals and families served, community-based providers, contracted providers when applicable, and universities. 
 
 

PA-AM 2.02

An assessment-based implementation plan promotes the sustainability of the initiative by:
  1. identifying financial, organizational, and human resource needs;
  2. establishing communication protocols for ongoing, two-way communication;
  3. developing, revising, or implementing policies and procedures in accordance with new ways of doing work;
  4. updating human resources and personnel development and supervision practices to reflect the attitude, knowledge, and skill set needed to effectively implement new practices with fidelity; and
  5. outlining ongoing implementation monitoring activities.

Examples: Examples of methods for identifying needed resources include, but are not limited to, making recommendations to oversight entities regarding resource allocation; collecting and regularly reporting barriers to successful implementation to oversight entities; and developing partnerships with external stakeholders who can help to advance the agency's implementation goals by advocating on its behalf with the community, funders, and other entities as needed.
2024 Edition

Administration and Management (PA-AM) 3: Agency Leadership

Agency leadership oversees operations and sets the direction of the agency through the following activities:
  1. long-term and annual planning;
  2. developing, implementing, and evaluating policy; 
  3. succession planning and leadership development;
  4. providing financial oversight; and
  5. interfacing with other government entities and oversight entities.
Interpretation: The individual or entity (i.e. office, unit, committee, etc.) responsible for carrying out each of the functions in this section can vary depending on the agency’s size and administrative structure. Agencies should establish for themselves a consistent definition for “agency leadership” and identify the applicable parties responsible for carrying out the responsibilities outlined in this section.

1
Full Implementation, Outstanding Performance
A rating of (1) indicates that the agency's practices fully meet the standard and reflect a high level of capacity.  
  • All elements or requirements outlined in the standard are evident in practice, with rare or no exceptions: exceptions do not impact service quality or agency performance. 
2
Substantial Implementation, Good Performance
A rating of (2) indicates that an agency's infrastructure and practices are basically sound but there is room for improvement.
  • The majority of the standards requirements have been met and the basic framework required by the standard has been implemented. 
  • Minor inconsistencies and not yet fully developed practices are noted; however, these do not significantly impact service quality or agency performance.
3

Partial Implementation, Concerning Performance
A rating of (3) indicates that the agency's observed infrastructure and/or practices require significant improvement.  

  • The agency has not implemented the basic framework of the standard but instead has in place only part of this framework.  
  • Omissions or exceptions to the practices outlined in the standard occur regularly, or practices are implemented in a cursory or haphazard manner.  
  • Service quality or agency functioning may be compromised.  
  • Capacity is at a basic level.
4
Unsatisfactory Implementation or Performance
A rating of (4) indicates that implementation of the standard is minimal or there is no evidence of implementation at all.  
  • The agency’s observed administration and management infrastructure and practices are weak or non-existent; or show signs of neglect, stagnation, or deterioration.
 

PA-AM 3.01

The agency establishes the following in an accessible, written format:
  1. communication protocols and reporting information for major functions/operations; and
  2. other structures or processes for implementing leadership responsibilities, including establishing task forces/committees.
 
Fundamental Practice

PA-AM 3.02

Leadership involves personnel across positions and departments in long-term planning every four to five years that includes:

  1. a review of the agency’s mission, values, mandates and strategic direction;
  2. a review of the demographics of its defined service populations;
  3. an assessment of the previous long-term planning cycle, including current strengths and areas for opportunity;
  4. an assessment of equity, diversity, and inclusion strategies;
  5. measurable goals and objectives that support fulfillment of its mission, mandated responsibilities, and quality improvement priorities; and
  6. strategies for meeting identified goals.

Examples: To enhance its review, the agency can draw upon the findings of other external needs assessments, such as those conducted by the United Way, municipal planning boards, universities, or other agencies with a community-wide focus. Child and family-serving agencies may also refer to KidsCount, SACWIS, AFCARS, and NCANDS data; legislative study committee reports; and/or public health reports.
 
Fundamental Practice

PA-AM 3.03

The agency develops and implements an annual plan that integrates the priorities and objectives of each of its departments and programs, and:
  1. is staff driven;
  2. operationalizes the agency’s long-term strategic plan;
  3. reflects changing conditions and needs, such as resource allocation, funding and regulatory changes; and
  4. responds to information from PQI activities.
Related Standards:
Interpretation: State-administered agencies may develop one annual plan but should be able to demonstrate regional level planning activities and feedback.

Examples: Annual plans can also incorporate other regular planning processes, including:
  1. HR planning;
  2. evaluation of training needs;
  3. budget planning;
  4. technology and information management; and
  5. the annual PQI report.
 
Fundamental Practice

PA-AM 3.04

Leadership’s policy development, implementation, and evaluation responsibilities include: 
  1. establishing, reviewing, and revising policy;
  2. analyzing and adopting any changes to policies resulting from recommendations from various stakeholder groups;
  3. providing clear, timely, and thorough communications when policies are established or revised;
  4. ensuring front line supervisors have the information and support needed to guide staff on implementing policies;
  5. providing feedback to those establishing policy on recommendations from various stakeholder groups, including front line staff and their supervisors; and
  6. evaluating the costs and benefits of implementing policies for consumers and for the agency.
 
 
Fundamental Practice

PA-AM 3.05

Agency leadership’s financial oversight responsibilities include:
  1. setting resource development targets and goals, as reflected in federal, state, and county budgets and/or consolidated plans; and
  2. working with the legislature, legislative committees, and other relevant public entities to advocate for adequate and timely flow of resources to implement the agency’s strategic planning and budgeting decisions.
 

PA-AM 3.06

Agency leadership establishes and maintains collaborative partnerships with cabinet-level personnel, appointees, and personnel from other government entities.
 

PA-AM 3.07

Agency leadership provides regular, timely reports on operations, finances, and implementation of the long term plan and system-wide initiatives to the legislature, and oversight entities.

Examples: Reports to oversight entities on the agency's finances can include:
  1. current financial status and any anticipated problems;
  2. shifting strategic priorities and their financial implications; and
  3. financial planning and funding alternatives.

Examples: Relevant public entities within a county model may include a county board, designated county board members, county committees, etc.  
 

PA-AM 3.08

Agency leadership, including the agency head and regional directors in state-administered agencies, have demonstrated competence in the agency’s mission and services as well as public human services administration, including human resources management, financial management, and cross-system collaboration.
Interpretation: Competence to fulfill the core functions of the position can be demonstrated through any combination of experience, formal education, and training.
 

PA-AM 3.09

To ensure continuity during transitions in leadership, the agency maintains succession planning procedures and a succession plan.
Interpretation: For state-administered agencies the succession plan should include relevant regional positions, such as regional directors.

Examples: Information included in a succession plan may include, for example:
  1. under what conditions interim authority can be delegated and the limits of that authority;
  2. relevant positions and the key leadership and management functions of those positions;
  3. to whom various leadership and management functions will be delegated; and
  4. the mechanisms for assessing personnel's readiness to assume leadership positions and for providing training, mentorship, and other leadership development opportunities to ensure readiness.
 

PA-AM 3.10

The agency develops an equity statement outlining its commitment to equity, diversity, and inclusion (EDI) that is shared with its stakeholders.

Interpretation: The equity statement should reflect the agency’s history, connect EDI to its mission, and outline how the agency demonstrates its commitment to EDI.

2024 Edition

Administration and Management (PA-AM) 4: Community and Provider Engagement

The agency fosters a culture of community responsiveness by:
  1. conducting public outreach and education;
  2. engaging a diverse group of stakeholders in collaborative, purposeful, and ongoing partnership; and
  3. incorporating recommendations from collaborative efforts into its organizational decision-making related to regulatory processes, risk management, quality improvement, and long-term planning activities.
Interpretation: For state-administered agencies, there is a role for both the central and regional offices in effectively engaging relevant stakeholders. While it will be the responsibility of the central office to provide leadership in this area, the regional offices need to establish similar relationships with relevant stakeholders in their jurisdiction.  Efforts at the regional level should complement the state-wide approach, while focusing on those stakeholders and issues that are most relevant to their region and its residents.

Examples: For state agencies providing child and family services, community and provider engagement can include involving stakeholders in developing and monitoring the State Child & Family Services Plan as well as participating in both the assessment and improvement phase of the Federal Child and Family Service Reviews.

Examples: Stakeholders can include, but are not limited to: the courts, legal system, and law-enforcement officials; tribes and tribal organizations; individuals and families; internal staff; community-based agencies including mental health, substance use, and domestic violence service providers; state and local governments; advocacy and professional organizations; health care providers; educators; representatives from communities of faith; business community representatives; other public agencies and providers; contracted providers; and the media.

1
Full Implementation, Outstanding Performance
A rating of (1) indicates that the agency's practices fully meet the standard and reflect a high level of capacity.  
  • All elements or requirements outlined in the standard are evident in practice, with rare or no exceptions: exceptions do not impact service quality or agency performance. 
2
Substantial Implementation, Good Performance
A rating of (2) indicates that an agency's infrastructure and practices are basically sound but there is room for improvement.
  • The majority of the standards requirements have been met and the basic framework required by the standard has been implemented. 
  • Minor inconsistencies and not yet fully developed practices are noted; however, these do not significantly impact service quality or agency performance.
3

Partial Implementation, Concerning Performance
A rating of (3) indicates that the agency's observed infrastructure and/or practices require significant improvement.  

  • The agency has not implemented the basic framework of the standard but instead has in place only part of this framework.  
  • Omissions or exceptions to the practices outlined in the standard occur regularly, or practices are implemented in a cursory or haphazard manner.  
  • Service quality or agency functioning may be compromised.  
  • Capacity is at a basic level.
4
Unsatisfactory Implementation or Performance
A rating of (4) indicates that implementation of the standard is minimal or there is no evidence of implementation at all.  
  • The agency’s observed administration and management infrastructure and practices are weak or non-existent; or show signs of neglect, stagnation, or deterioration.
 

PA-AM 4.01

The agency’s public outreach and education activities include:
  1. regularly providing the public with clear, timely, and accurate information about the agency’s mission, programs, activities, service recipients, and finances;
  2. informing the public of the positive impact agency programs are having on the community and its residents;  and
  3. fostering a positive relationships with the local media.

Examples: Ongoing communication with the public and the media provides an opportunity for the agency to communicate information on its initiatives, policy and advocacy efforts, proactive problem solving efforts, and stories of success. This cultivates a working relationship with the media and builds public awareness of the positive work being done by the agency, which can mobilize public support for policy issues or changes that impact the agency's work.

For example, child and family services agencies can inform local communities about progress towards reducing racial and ethnic treatment disparities to strengthen partnerships and sustain collective work to address racial disproportionality.
 

PA-AM 4.02

The agency assesses its existing relationships with key community partners, both existing and potential, and develops an assessment-based community and provider engagement plan that: 
  1. outlines community and provider engagement goals and strategies for achieving them;
  2. allocates sufficient resources to support community and provider engagement initiatives; 
  3. establishes centralized oversight and coordination when the agency has partners in different communities or jurisdictions; and
  4. includes mechanisms for monitoring progress towards meeting engagement goals.
Interpretation: Community and provider engagement goals should be incorporated into the agency’s long-term plan (PA-AM 3.02).

Examples: Various structures may be in place to sustain community and provider engagement and the model(s) chosen will vary based on the agency's community partnership goals.  Examples of mechanisms to facilitate community and provider engagement include, but are not limited to:
  1. work groups;
  2. advisory boards;
  3. decision-making boards;
  4. memoranda of understanding;
  5. systems of care;
  6. quality improvement structures;
  7. collaborative contract monitoring procedures;
  8. long-term planning structures; and
  9. case-level service delivery teams.
 

PA-AM 4.03

The agency communicates and collaborates with stakeholders by:
  1. establishing a shared purpose and goals for partnership;
  2. setting clear guidelines for participation including defined roles, resource expectations, rules of engagement, and dispute resolution;
  3. identifying and addressing the needs of participating stakeholders, including  training resources;
  4. documenting all important decisions; and 
  5. developing clear mechanisms for frequent, ongoing, two-way communication.
 

PA-AM 4.04

The agency encourages active consumer participation in advisory activities by:
  1. partnering with local consumer or advocacy groups to reach consumers and encourage their involvement;
  2. training agency staff on strategies for partnering with consumers in advisory activities;
  3. developing outreach and informational materials that target consumers and provide them with information necessary to make an informed decision about participating;
  4. creating an environment that welcomes consumers and values their voice; and
  5. offering trauma-informed training and mentorship to consumers participating in advisory activities.
Related Standards:
 

PA-AM 4.05

The agency fosters community responsiveness by establishing and maintaining a stakeholder advisory group or groups that include representatives of:
  1. relevant community groups;
  2. consumers;
  3. families;
  4. service providers;
  5. advocates; and 
  6. others with an interest in the success of the agency at achieving its mission or purpose.
NA State-administered agency regional office
 

PA-AM 4.06

The agency:
  1. incorporates recommendations of advisory and collaborative efforts into its risk management, emergency preparedness, quality improvement, and long-term planning activities; and 
  2. periodically reports back to its partners on decisions made and actions taken.
 

PA-AM 4.07

Personnel receive training on the agency’s communications plan and/or procedures for responding to critical incidents, including position-specific communication guidelines for responding to inquiries from the media and the public. 
 

PA-AM 4.08

Child and family services agencies have formal partnerships with area tribes or tribal representatives that include:
  1. ongoing collaboration and information sharing;
  2. Tribal involvement in staff and resource family training; and
  3. consultation with Tribal representatives on policy and practice issues.

NA The agency does not provide child and family services and is not assigned the Child and Family Services (PA-CFS) standards.

2024 Edition

Administration and Management (PA-AM) 5: Service Array and Resource Development

The agency partners with stakeholders in the service delivery system to integrate, advocate for, and coordinate the array of services public and/or private providers deliver to meet the needs of the service population.
 
Interpretation: For state-administered agencies, implementation of this section will vary at the state and regional level. While many of the practices outlined in this section are primarily the responsibility of the state central office, regional offices are expected to work with community partners and the central office to better meet the needs of the communities they serve.

Examples: Partnership in this context can include the pursuit of contracts when agencies are purchasing social or human services to meet an identified need within the service population.   

Examples: The service delivery system can include services and benefits provided by other federal or federally assisted programs serving the same population.

1
Full Implementation, Outstanding Performance
A rating of (1) indicates that the agency's practices fully meet the standard and reflect a high level of capacity.  
  • All elements or requirements outlined in the standard are evident in practice, with rare or no exceptions: exceptions do not impact service quality or agency performance. 
2
Substantial Implementation, Good Performance
A rating of (2) indicates that an agency's infrastructure and practices are basically sound but there is room for improvement.
  • The majority of the standards requirements have been met and the basic framework required by the standard has been implemented. 
  • Minor inconsistencies and not yet fully developed practices are noted; however, these do not significantly impact service quality or agency performance.
3

Partial Implementation, Concerning Performance
A rating of (3) indicates that the agency's observed infrastructure and/or practices require significant improvement.  

  • The agency has not implemented the basic framework of the standard but instead has in place only part of this framework.  
  • Omissions or exceptions to the practices outlined in the standard occur regularly, or practices are implemented in a cursory or haphazard manner.  
  • Service quality or agency functioning may be compromised.  
  • Capacity is at a basic level.
4
Unsatisfactory Implementation or Performance
A rating of (4) indicates that implementation of the standard is minimal or there is no evidence of implementation at all.  
  • The agency’s observed administration and management infrastructure and practices are weak or non-existent; or show signs of neglect, stagnation, or deterioration.
 

PA-AM 5.01

Ease of entry into a system of highly accessible services is achieved through:
  1. access guidelines responsive to the service population; 
  2. staff that understand the services provided by other community providers;
  3. clearly articulated service utilization goals; and
  4. mechanisms for monitoring service utilization and addressing identified concerns.
CFS Interpretation: For state agencies providing child and family services, standard implementation should include ensuring that services are accessible to families and children in all jurisdictions covered in the state’s Child and Family Services Plan.
 

PA-AM 5.02

The agency partners with local communities to continually improve the service array by:
  1. conducting periodic assessments of community need and existing resources;
  2. developing a plan for resource development to meet identified needs; and 
  3. monitoring the effectiveness of plan implementation.
Interpretation: Assessments of community need may be conducted by a third party and utilized by the agency to make resource development plans. 

Interpretation: For state-administered agencies, the assessment of community need and existing resources should include obtaining feedback from regions and frontline staff on regional service needs and the quality of services. 
NA State-administered agency regional office

Examples: Partnerships with local communities should address unmet needs in the community and advocate for issues of mutual concern such as improving support and accommodations for people with special needs, improving access to needed services for underserved populations and marginalized communities, and identifying solutions to community-specific needs including racial equity and cultural and linguistic diversity.

Examples: Child and family services agencies can also use their performance on certain CFSR outcomes measures, such as ability to place siblings together, placement within the county/geographic region, and length of stay in care, to assess the need to modify the service array. 
 

PA-AM 5.03

When applicable, agencies work to develop effective partnerships with intervening justice systems, such as juvenile and family courts to:
  1. advocate for changes or improvements in the service array and other issues of mutual concern;
  2. evaluate mechanisms for ongoing collaboration and information-sharing; 
  3. improve the effectiveness of administrative operations and case outcomes; and
  4. develop MOUs for service provision, when needed.
2024 Edition

Administration and Management (PA-AM) 6: Conflict of Interest

The agency prevents the enrichment of insiders and other abuses through the enforcement of a conflict of interest policy consistent with state laws and regulations.
NA State-administered agency regional office
Related Standards:

Note:Please see the Conflict of Interest Policy and Procedures Template for additional guidance on this standard.

1
Full Implementation, Outstanding Performance
A rating of (1) indicates that the agency's practices fully meet the standard and reflect a high level of capacity.  
  • All elements or requirements outlined in the standard are evident in practice, with rare or no exceptions: exceptions do not impact service quality or agency performance. 
2
Substantial Implementation, Good Performance
A rating of (2) indicates that an agency's infrastructure and practices are basically sound but there is room for improvement.
  • The majority of the standards requirements have been met and the basic framework required by the standard has been implemented. 
  • Minor inconsistencies and not yet fully developed practices are noted; however, these do not significantly impact service quality or agency performance.
3

Partial Implementation, Concerning Performance
A rating of (3) indicates that the agency's observed infrastructure and/or practices require significant improvement.  

  • The agency has not implemented the basic framework of the standard but instead has in place only part of this framework.  
  • Omissions or exceptions to the practices outlined in the standard occur regularly, or practices are implemented in a cursory or haphazard manner.  
  • Service quality or agency functioning may be compromised.  
  • Capacity is at a basic level.
4
Unsatisfactory Implementation or Performance
A rating of (4) indicates that implementation of the standard is minimal or there is no evidence of implementation at all.  
  • The agency’s observed administration and management infrastructure and practices are weak or non-existent; or show signs of neglect, stagnation, or deterioration.
 
Fundamental Practice

PA-AM 6.01

A conflict of interest policy is tailored to the agency’s specific needs and characteristics, and:
  1. defines conflict of interest;
  2. identifies groups of individuals within the organization covered by the policy;
  3. addresses transactions between oversight entities and the agency;
  4. ensures that contracts and business arrangements serve the agency’s and service recipients’ best interests, not private interests;
  5. addresses policy enforcement;
  6. provides a framework for evaluating situations that may constitute a conflict; and
  7. invests management with developing procedures that facilitate disclosure of information to prevent and manage potential and apparent conflicts of interest.
NA The agency is not responsible for developing the conflict of interest policy.
 
Fundamental Practice

PA-AM 6.02

Advisory group members, personnel, and consultants who have a financial interest in the agency’s assets, business transactions, leases, or professional services:
  1. disclose this information; and 
  2. do not participate in any discussion or vote taken with respect to such interests.
 

PA-AM 6.03

The agency prohibits:
  1. making or accepting payment or other consideration in exchange for referrals; 
  2. preferential treatment of community partners, advisory group members, personnel, or consultants in applying for and receiving the agency's services; and
  3. steering or directing referrals to private practices in which personnel, consultants, or the immediate families of personnel and consultants are engaged. 
Interpretation: It is permissible to include on referral lists personnel and consultants with private practices, or family members of personnel and consultants, but the agency may not actively direct service recipients to the practices of these individuals and must clarify in writing the relationship between the private practitioners and the organization.

NA The agency does not provide child and family services and is not assigned the Child and Family Services (PA-CFS) standards.

2024 Edition

Administration and Management (PA-AM) 7: Protection of Reporters of Suspected Misconduct

The agency prohibits employment-related retaliation against employees and others affiliated with the agency, who come forward with information about suspected misconduct or questionable practices, and provides an appropriate, confidential channel for reporting such information.
NA State-administered agency regional office
Related Standards:

1
Full Implementation, Outstanding Performance
A rating of (1) indicates that the agency's practices fully meet the standard and reflect a high level of capacity.  
  • All elements or requirements outlined in the standard are evident in practice, with rare or no exceptions: exceptions do not impact service quality or agency performance. 
2
Substantial Implementation, Good Performance
A rating of (2) indicates that an agency's infrastructure and practices are basically sound but there is room for improvement.
  • The majority of the standards requirements have been met and the basic framework required by the standard has been implemented. 
  • Minor inconsistencies and not yet fully developed practices are noted; however, these do not significantly impact service quality or agency performance.
3

Partial Implementation, Concerning Performance
A rating of (3) indicates that the agency's observed infrastructure and/or practices require significant improvement.  

  • The agency has not implemented the basic framework of the standard but instead has in place only part of this framework.  
  • Omissions or exceptions to the practices outlined in the standard occur regularly, or practices are implemented in a cursory or haphazard manner.  
  • Service quality or agency functioning may be compromised.  
  • Capacity is at a basic level.
4
Unsatisfactory Implementation or Performance
A rating of (4) indicates that implementation of the standard is minimal or there is no evidence of implementation at all.  
  • The agency’s observed administration and management infrastructure and practices are weak or non-existent; or show signs of neglect, stagnation, or deterioration.
Copyright © 2024 Council on Accreditation