2024 Edition

Community Change Initiatives Definition

Purpose

Community Change Initiatives mobilize the community for action, strengthen the capacity of residents and agencies to effect and sustain change, build and improve neighborhoods, and lay the groundwork for future progress.

Definition

Community Change Initiatives engage community stakeholders in a participatory process designed to improve an identified aspect of the community. Initiatives typically strive to develop local leadership, enhance social capital and personal networks, and strengthen the community's overall capacity to accomplish tasks and goals. Agencies seeking accreditation for Community Change Initiatives (PA-CCI) work collaboratively with community stakeholders to facilitate this process.

Examples: The PA-CCI Standards can accommodate both comprehensive and targeted community initiatives. For example, while one initiative might aim to promote broad-based change across all community dimensions, another might have a more targeted focus. Areas targeted may include, but are not limited to:  
  1. economic opportunity and security;
  2. physical development and infrastructure;  
  3. safety and security;  
  4. health and wellness;
  5. education;  
  6. civic participation;  
  7. cultural enrichment; and  
  8. social capital.

Note:While many of COA's Service Standards, as well as its Administration and Management Standards, incorporate some of the principles that underlie community building, PA-CCI is designed for agencies that play a more active and deliberate role in facilitating community change.


If an agency primarily builds and improves the community by providing services to individuals (e.g. by providing Workforce Development Services (PA-WDS), or Case Management Services (PA-CM)), the agency should complete that section of standards only. Agencies that provide services to individuals and play an active role in facilitating community change should complete service sections for both activities. For example, an agency that promotes community change by both providing case management and convening community stakeholders should complete both PA-CM and PA-CCI.


Note:Agencies that provide technical assistance to community change initiatives have the option to complete only: PA-CCI 1, PA-CCI 2, PA-CCI 3, PA-CCI 4, and PA-CCI 6. Several of the practice standards within those core concepts also include NAs for technical assistance providers.


Note:Please see PA-CCI 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 CCI Crosswalk.

2024 Edition

Community Change Initiatives (PA-CCI) 1: Community-Centered Logic Model

The agency implements a program logic model that describes how resources and program activities will support the achievement of positive outcomes. 

Note: Please see the Logic Model 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 service delivery infrastructure and practices are weak or non-existent; or show signs of neglect, stagnation, or deterioration.
 

PA-CCI 1.01

A program logic model, or equivalent framework, identifies: 

  1. needs the program will address; 
  2. available human, financial, organizational, and community resources (i.e. inputs); 
  3. program activities intended to bring about desired results; 
  4. program outputs (i.e. the size and scope of services delivered); 
  5. desired outcomes (i.e. the changes you expect to see in the community); and 
  6. expected long-term impact on the agency, community, and/or system. 

Examples: Please see the W.K. Kellogg Foundation Logic Model Development Guide and COA Accreditation’s PQI Tool Kit for more information on developing and using program logic models. 

 

Examples: Information that may be used to inform the development of the program logic model includes, but is not limited to: 

  1. needs assessments and periodic reassessments; and 
  2. the best available evidence of service effectiveness. 
 

PA-CCI 1.02

The logic model identifies at least two outcomes appropriate to the program or service population. 

Interpretation: Outcomes data should be disaggregated to identify patterns of disparity or inequity that can be masked by aggregate data reporting. See PA-PQI 5.02 for more information on disaggregating data to track and monitor identified outcomes. 

2024 Edition

Community Change Initiatives (PA-CCI) 2: Personnel

Program personnel have the competency and support needed to build community capacity and promote community change.
Interpretation: Competency can be demonstrated through education, training, or experience. Support can be provided through supervision or other learning activities to improve understanding or skill development in specific areas.

Interpretation: Within the context of this standard, personnel may include paid employees or volunteers.

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 service delivery infrastructure and practices are weak or non-existent; or show signs of neglect, stagnation, or deterioration.
 

PA-CCI 2.01

Personnel are trained on, or demonstrate competency in:
  1. engaging and building trusting relationships with community members;
  2. communicating effectively with relevant stakeholders;
  3. adapting to changing situations and environments;
  4. assessing community characteristics, assets, needs, and priorities;
  5. capitalizing on assets and strengths within a community;
  6. developing and monitoring implementation of results-oriented community plans;
  7. leading and facilitating meetings and discussions;
  8. managing groups and resolving conflicts;
  9. building coalitions among community residents, associations, and institutions;
  10. developing networks with groups outside the community that can advance the initiative;
  11. understanding and working within relevant financial and administrative infrastructures;
  12. understanding and implementing projects related to the focus and priorities of the initiative (e.g., improving infrastructure, preventing substance use, promoting public safety, etc.);
  13. engaging in community work without maintaining a high profile or dominating the initiative’s public presence; and
  14. promoting the sustainability of results.
 

PA-CCI 2.02

Personnel include members of the community who:
  1. are knowledgeable about community dynamics; and
  2. demonstrate a long-term commitment to the community and the initiative’s goals.
 

PA-CCI 2.03

Employee workloads support the achievement of community outcomes and are regularly reviewed.

Examples: Factors that may be considered when determining employee workloads include, but are not limited to:
  1. the qualifications, competencies, and experience of the worker including the level of supervision needed; and
  2. the work and time required to accomplish assigned tasks and job responsibilities.
2024 Edition

Community Change Initiatives (PA-CCI) 3: Community Engagement

The agency engages a diverse group of community stakeholders to plan and carry out initiatives that improve the community.

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 service delivery infrastructure and practices are weak or non-existent; or show signs of neglect, stagnation, or deterioration.
 

PA-CCI 3.01

On an ongoing basis, the agency helps the initiative identify and engage a group of stakeholders that represent many segments of the community including agencies, institutions, and residents who reflect the diversity of the community.

Examples: Relevant agenices and institutions can include, but are not limited to: civic associations, tenant associations, neighborhood centers, parks and recreation services, schools and colleges, faith-based institutions and associations, health and social services agencies, libraries, cultural institutions, youth development or afterschool programs, for-profit businesses, public officials and policymakers, funders, and the media.
 

PA-CCI 3.02

The agency provides opportunities for community stakeholders to be involved in all aspects of the initiative by:
  1. providing timely notification of meetings;
  2. documenting all important decisions in writing;
  3. developing procedures for communicating with community stakeholders about the initiative and its activities;
  4. regularly reporting to the community on the initiative’s status, progress, and outcomes; and
  5. developing procedures for community stakeholders to provide regular feedback about the initiative and the agency's role in the initiative.
Interpretation: In the event that a key stakeholder chooses not to participate, the agency must document efforts to encourage participation and show that the stakeholder was not intentionally excluded.
NA The agency only provides technical assistance to community change initiatives.

Examples: Strategies and techniques for facilitating communication with stakeholders include, but are not limited to: community meetings and public forums, newsletters, news releases, resident information brokers and organizing coordinators, neighborhood networks, house parties, festivals; parades, and other special events.
 

PA-CCI 3.03

The agency facilitates a collaborative working arrangement by:
  1. bringing community stakeholders together as peers and equals;
  2. ensuring that no stakeholder, including the agency itself, dominates the initiative;
  3. demonstrating tolerance, understanding, and respect for both stakeholders and the community as a whole;
  4. facilitating the development of trust and respect among community stakeholders;
  5. following fair and clearly-understood procedures for decision-making and dispute resolution; and
  6. addressing and managing any conflicts that arise.
NA The agency only provides technical assistance to community change initiatives.
2024 Edition

Community Change Initiatives (PA-CCI) 4: Developing Stakeholders' Capacities and Connections

Community stakeholders are provided with opportunities to develop the skills and connections they need to participate in the initiative and sustain positive changes in their community.

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Examples: Different techniques may be used to help stakeholders develop skills and cultivate networks. Examples of potential strategies include, but are not limited to: mentoring, coaching, modeling, workshops, conferences, and technical assistance provided by outside experts. Capacity-building opportunities may be provided to a group of stakeholders or they may occur one-on-one as an individual prepares to take on a specific task or role. They may also be provided directly by the agency or through referral. Given the nature of community building initiatives and the extent to which stakeholders are to be involved in the process, stakeholders' capacities and connections will also be strengthened simply through their participation in the initiative.

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 service delivery infrastructure and practices are weak or non-existent; or show signs of neglect, stagnation, or deterioration.
 

PA-CCI 4.01

Individuals are provided with opportunities to:
  1. develop relevant skills;
  2. cultivate positive connections and social networks with other community residents;
  3. connect with agencies and institutions in the community; and
  4. mobilize for action.

Examples: Relevant skills may include, but are not limited to: organizing, leadership, problem-solving, decision-making, and group facilitation.
 

PA-CCI 4.02

Community agencies and institutions are provided with opportunities to develop and strengthen:
  1. their internal capacities, including their leadership and governance; and
  2. their networks and alliances with other community agencies and institutions.
 

PA-CCI 4.03

The agency helps community residents, agencies, institutions, and other stakeholders connect with people, resources, and opportunities outside of their community.
2024 Edition

Community Change Initiatives (PA-CCI) 5: Community Assessment

An assessment is conducted in partnership with relevant stakeholders to identify the community's characteristics, assets, needs, and priorities.
NA The agency only provides technical assistance to community change initiatives.

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 service delivery infrastructure and practices are weak or non-existent; or show signs of neglect, stagnation, or deterioration.
 

PA-CCI 5.01

A culturally and linguistically responsive assessment is conducted using planned, diverse strategies to systematically identify and analyze the community’s: 
  1. demographics and characteristics;
  2. protective factors, including the assets, skills, capacities, and resources of its residents, agencies, and institutions; and 
  3. needs, issues, and concerns.
Interpretation: Evidence-based assessment strategies should be used whenever possible.

Interpretation: COA recognizes that, in some cases, the agency might not conduct the community assessment directly and instead might utilize the results of an assessment already conducted by another party. For example, if the state department of health conducted an assessment which revealed that a certain problem existed in the community, the initiative might have been launched in response to that identified need. When this is the case, the agency is not expected to complete another community assessment. However, it should be prepared to provide evidence of the assessment it draws upon in order to demonstrate that the initiative has been built based on real data.

Regardless of who conducts the community assessment, the information should be up-to-date, ideally collected within the last three years.

Examples: A variety of strategies may be used to gather this information. Strategies may include, but are not limited to: surveys; one-on-one interviews; focus groups; reviews of existing demographic information, research, and literature, including environmental scans and needs assessments; informal outreach through door-to-door canvassing or visits to community centers and other gathering places; media analysis; and power mapping.

Examples: Community demographics and characteristics can include things like population statistics, age, marital status, household size, racial and ethnic background, language spoken, educational levels, employment rates, income, and health statistics.
 

PA-CCI 5.02

The agency works with relevant stakeholders to set the initiative’s priorities based on the findings of the assessment and a shared vision for the community.
Interpretation: In some cases an initiative’s primary priority may have been established in response to an already-identified concern. However, the agency should still work with community stakeholders to get their input about the pre-determined priorities, and stakeholders should be involved in establishing future priorities whenever possible.
2024 Edition

Community Change Initiatives (PA-CCI) 6: Planning and Monitoring Progress

The agency works with stakeholders to develop and monitor a results-oriented plan that is based on the findings of the community assessment, and guides the initiative’s activities and projects.
Interpretation: Rather than following a linear path, planning and action often occur simultaneously and interactively throughout the course of an initiative. Accordingly, although planning is an essential part of the improvement process, initial planning need not be exhaustive. Instead of striving to develop an all-encompassing plan before taking any action, some agencies may launch some tangible activities with visible benefits early in the initiative in order to build momentum, keep stakeholders motivated, and increase the likelihood of success.

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 service delivery infrastructure and practices are weak or non-existent; or show signs of neglect, stagnation, or deterioration.
 

PA-CCI 6.01

The agency actively involves stakeholders in developing a plan for community change that is:
  1. based on the community assessment;
  2. results-oriented;
  3. tailored to local conditions and priorities; and
  4. respectful of diversity and difference.
NA The agency only provides technical assistance to community change initiatives.
 

PA-CCI 6.02

The plan addresses:
  1. priorities and areas of focus;
  2. the community’s current readiness to take action on a particular issue;
  3. measurable goals and desired outcomes;
  4. strategies for achieving goals and desired outcomes;
  5. resources and skills needed to implement strategies and activities;
  6. reasonable timeframes for implementing activities and achieving goals;
  7. the roles and responsibilities of different stakeholders;
  8. measures for tracking and evaluating progress; and
  9. strategies for promoting the long-term sustainability of the initiative and its achievements.
NA The agency only provides technical assistance to community change initiatives.

Examples: Factors affecting a community's readiness to take action on a particular issue can include the community's resources, priorities, and motivation to act.
 

PA-CCI 6.03

The agency coordinates with other local groups to ensure there is no duplication of effort or competing priorities.
NA The agency only provides technical assistance to community change initiatives.
 

PA-CCI 6.04

The agency works with relevant stakeholders to implement activities and projects that:
  1. address the priorities and goals specified in the plan; 
  2. build or improve some aspect of the community; and
  3. allow stakeholders to collaborate in a way that builds social and human capital.
 

PA-CCI 6.05

The agency periodically reevaluates the implementation and ongoing appropriateness of the established plan, including: 
  1. assessing the degree to which community stakeholders have become engaged in the initiative;
  2. ensuring that the agency and relevant community stakeholders are fulfilling their identified responsibilities as outlined in the plan; 
  3. responding to any issues that arise or circumstances that change during the course of the initiative; 
  4. conducting data-driven evaluation of progress towards goals including identifying areas of success and areas in need of additional effort; 
  5. evaluating whether the priorities and goals included in the plan are still applicable and appropriate; 
  6. making any adjustments or modifications needed to achieve goals; and 
  7. expanding the plan to address additional community priorities, if applicable and appropriate.
NA The agency only provides technical assistance to community change initiatives.
2024 Edition

Community Change Initiatives (PA-CCI) 7: Sustaining Progress

The agency works with relevant stakeholders to ensure the initiative and its achievements will be sustainable over time.
NA The agency only provides technical assistance to community change initiatives.

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 service delivery infrastructure and practices are weak or non-existent; or show signs of neglect, stagnation, or deterioration.
 

PA-CCI 7.01

The agency works with relevant stakeholders to develop, cultivate, and sustain current and future community leadership through training, mentoring, and experiential development opportunities.
 

PA-CCI 7.02

The agency promotes increased community responsibility for sustaining positive outcomes by: 
  1. identifying the activities that will sustain results over time and responsible parties;
  2. fostering continued engagement of relevant stakeholders; and 
  3. determining its role in the future of the initiative.
Interpretation: Agencies typically take a less active role once an initiative is sufficiently organized to ensure sustained results. However, the extent to which an initiative can operate with autonomy may vary given the circumstances that prompted its development. For example, some funding sources may mandate a certain level of onging management and involvement by the lead agency (i.e. the agency seeking COA accreditation).
 

PA-CCI 7.03

The agency promotes ongoing engagement of internal and external stakeholders and the community by: 
  1. publicizing the initiative's achievements and lessons learned; and
  2. celebrating achievements.
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