I Don’t Want to Get Accredited… Here’s Why!

As the CEO of a nationally recognized accreditation consulting company, I am often confronted with questions about the benefits of a human service provider becoming accredited or I am asked to address perceived barriers to accreditation.  While earning national accreditation from organizations like The Joint Commission, CARF International, COA Accreditation (a division of Social Current)) or Accreditation Commission on Health Care (ACHC) can bring numerous benefits to behavioral health organizations, child welfare organizations, for-profit, nonprofit organizations and governmental agencies.  There may be valid reasons why some might choose not to pursue accreditation, and here are my responses to these top five fears:

1. Cost: We can’t afford it!

The accreditation process can be expensive, with costs related to application fees, facilities improvements, staff training, implementing necessary changes to meet accreditation standards, and potential consulting services. Some organizations, especially those operating on tight budgets, may fear the financial burden associated with accreditation to be a barrier.

Myth Buster – You can’t afford NOT to be accredited!

Accreditation is essential for organizations due to its pivotal role in enhancing credibility, competitive advantage, and access to opportunities. It ensures regulatory compliance, improves processes, and mitigates risks while fostering trust among stakeholders. In essence, it’s a strategic investment that bolsters reputation, expands market reach, and ensures sustained excellence in operations and performance.

2. Administrative burden: We are too busy running the organization and providing services!

Yes, it requires an investment of time, money and effort. Preparing for accreditation can be time-consuming and may require significant administrative efforts. Staff may need to find time to focus on compliance with accreditation standards, which could affect day-to-day operations.

Myth Buster – The heavy lift is with the initial accreditation; after that, proactive maintenance allows for the organization to fully benefit from the process and reaccreditation efforts should be much less of a lift.

Internal financial controls, governance, HR and training, strategic planning, risk management, ethical practices, outcomes measurement, and additional areas all require attention to be ready for review by your selected accrediting body.

Note: Many organizations seeking initial accreditation may find that they need to do more preparation work on the administrative/management side of the business rather than programs and services, due to the predominate focus of state licensing reviews on an organization’s programs.

3. Staffing constraints: We don’t have enough people to devote to accreditation efforts!

Health and human service organizations, especially those in underserved areas, may struggle to allocate the necessary human resources, time, and effort to meet accreditation requirements. Staffing shortages, high turnover, or limited access to training resources can make the accreditation process challenging.

Myth Buster – Accredited organizations regularly report that becoming accredited resulted in lower staff turnover and better recruitment efforts.

TJC Study on Accreditation ROI

TJC Infographic

Accreditation signals to employees and potential hires the organization’s commitment to quality, professionalism, and continuous improvement. Meeting standards often involves investing in employee training and development, which can increase job satisfaction and career advancement opportunities. Additionally, accreditation enhances the organization’s reputation, making it more attractive to top talent seeking stable and reputable workplaces. By showcasing adherence to industry standards and a dedication to excellence, accreditation strengthens recruitment efforts by positioning the organization as an employer of choice within the industry.

SMART PEOPLE LIKE TO WORK IN WELL-MANAGED, WELL-SUPERVISED, WELL-ORGANIZED AGENCIES!

4. Already meeting state regulations – Isn’t this enough?

Behavioral health, child welfare and other human service organizations are often subject to extensive state regulations and oversight. If an organization is already in compliance with state regulations, they might question the need for pursuing additional national accreditation, especially if they perceive the state’s regulations as rigorous and comprehensive.

Myth Buster – Meeting standards is compliance with the bare minimum.

Accreditation goes beyond mere compliance, offering a myriad of benefits that elevate the organization’s operations, services offered and reputation. It often unlocks access to additional funding streams and referral sources that prioritize accredited providers, expanding the organization’s financial resources and client base. Moreover, accreditation signals a commitment to excellence and best practices. By going above and beyond licensure requirements, accreditation distinguishes the organization from competitors, affirming its dedication to superior service delivery and continuous improvement. This distinction is increasingly important to individuals, families, and communities seeking reputable and reliable services. While meeting state standards is essential, accreditation propels human service organizations to new heights by securing funding, enhancing credibility, and ensuring unparalleled quality and distinction in service provision.

5. Philosophical differences

Some organizations may believe they have philosophical or ideological differences with the accrediting bodies and fear they may not align with the accreditation standards or requirements. They might prefer to operate independently, based on their own principles and values, rather than adhering to external accreditation criteria.

Myth Buster – Rejecting accreditation based solely on ideological differences risks limiting growth, impact, and credibility.

Operating independently based on an organization’s principles and values is admirable, but rejecting accreditation due to perceived philosophical differences can be short sighted. Accreditation standards are designed to ensure the highest quality of service delivery, client safety, and organizational effectiveness. By aligning with these standards, organizations demonstrate their commitment to excellence and accountability, which can enhance credibility and trust among stakeholders. Accreditation also provides an objective framework for self-assessment and continuous improvement, which will help them identify strengths, weaknesses, and areas for development.

The accrediting bodies research and develop standards in a way to allow for unique programs and services; they are not written to standardize program delivery. It is possible to find an accrediting body that aligns with your values! It’s essential for organizations to carefully weigh the benefits and drawbacks of an accrediting body before making a decision, considering how it aligns with their mission, vision, values, and goals for serving their communities. At Accreditation Guru, our experts will gladly help you find the right fit.

 

Ultimately, the decision to pursue or not pursue national accreditation should be carefully considered in the context of the organization’s unique circumstances, mission/vision, and priorities. This decision will certainly have implications for funding, reputation, and the ability to attract clients. It’s essential to weigh the potential benefits of accreditation against their specific circumstances and priorities before making a final decision.

10 Steps to Selecting an Accrediting Body

Selecting a national accrediting body is a significant commitment for an organization that goes beyond the initial accreditation cycle. In most cases, it continues for many years, often for decades. Because of the investment in time, money and effort involved, the selection process should not be taken lightly.

Accrediting Bodies

Child and family service agencies and behavioral healthcare organizations overwhelmingly choose from three main accrediting bodies: CARF International, Council on Accreditation (COA) and the Joint Commission (formerly known as JCAHO). Each accrediting body emphasizes the critical elements of performance improvement, risk reduction, financial controls, client rights, and health and safety for staff and individuals served. And each also conducts an onsite survey to determine the organization’s level of compliance with the accreditation standards. However, there are significant differences between the three that impact the process and determine their “fit” with an organization.

Choosing an Accrediting Body

So, how do organizations choose between the accrediting bodies? Here are 10 key steps to help with the selection process:

  1. Determine if the accrediting bodies being considered are approved by federal or state authorities to meet your organization’s applicable mandates or recognitions.
  2. Check partner or “sister” organizations for accreditation status and decide if it would be helpful for all to use the same accrediting body.
  3. Look for any potential mergers or acquisitions on the horizon.
  4. Determine if your organization is medically based or looking for partnerships or referrals from the physical healthcare market.
  5. Determine the direct accreditation costs. Each accrediting body will be happy to give you an estimate.
  6. Determine if your goal is to accredit a specific program or service or all your programs/services.
  7. Know your baseline — Take Accreditation Guru’s free Accreditation Readiness Assessment online at https://accreditationguru.com/READY.
  8. Obtain and review the accreditation standards from each accrediting body.
  9. Check with your payers (Medicaid, private commercial insurances, Title IV-E for QRTPs) to verify which accrediting body is approved for reimbursement.
  10. Contact accredited entities providing similar programs/services or other accredited members of any national or state association that you are a member of and ask for the pros and cons of their accrediting body.

Once these steps have been completed, you should have a better understanding of which accrediting body is suited for your organization. Then the real fun of preparing for accreditation can begin!

For assistance navigating the road to national accreditation or if you would like to discuss which accrediting body would be the best fit for your organization, please contact us at info@accreditationguru.com or 212.209.0240.

Best of luck!

Accrediting Bodies Offer New Ways To Continue Accreditation Efforts

(Re)accreditation is often an important component of an organization’s strategic planning.  For congregate living facilities (residential or group home settings) seeking reimbursement under Title IV-E as a qualified residential treatment program (QRTP), achieving or maintaining accreditation by an approved accrediting body is a required component of strategic planning.    

Likewise, (re)accreditation may also be required to obtain/maintain license/certification for an organization to operate/deliver services or for reimbursement through commercial or public health insurance.   

Fortunately, all three accrediting bodies have found efficient and meaningful ways to continue their work so organizations can continue in their accreditation efforts.  

CARF International:   

CARF’s Digitally Enhanced Site Surveys have been occurring since mid-May and CARF advises Accreditation Guru (AG) that this process has been met with very positive responses from its programs.   

Council on Accreditation (COA) 

Effective July 1, COA is providing virtual options for site visits and will work with each organization to determine most appropriate option.  Having an onsite presence is part of some of the COA options. 

The Joint Commission:  

The virtual survey option offered since June by The Joint Commission for behavioral health care accreditation of Opioid Treatment Programs (OTPs) will be expanded to include a virtual survey option for organizations meeting Joint Commission eligibility requirements (including certain technology capabilities).  On-site survey is also an option for some organizations in geographic areas identified as low risk by Joint Commission leadership – details here. 

All three accrediting bodies are asking organizations to confirm with applicable federal/state/local regulators that virtual site visits/surveys are acceptable.  (AG has been advised by The Joint Commission that the US Administration of Children and Families has approved virtual surveying for Qualified Residential Treatment Programs (QRTPs) if accepted by any related state regulatory authority).   

Accreditation Guru assists organizations in creating a customized (re)accreditation timeline based on its strategic planning and provides support along the way to successfully meet each milestone.  A re(accreditation) calendar provides a visual tool to keep leadership and staff focused for an efficient process. 

If you have questions on (re)accreditation please contact us – 212.209.0240 or email info@accreditationguru.com

Pine River Institute CEO, Vaughan Dowie, Sits Down with Accreditation Guru

Located near Shelburne, Ontario, Pine River Institute is a residential treatment center and outdoor leadership experience for youth 13 to 19 years old struggling with addictive behaviors and often other mental health issues. Shelburne is approximately 60 miles northwest of Toronto.

Pine River Institute’s decision to apply for and maintain national accreditation was based solely on internal drivers – commitment to quality and safety and to increase parents’ confidence.

Why did Pine River utilize a consulting service?

Eight or nine years ago, Pine River Institute was getting ready for its Council on Accreditation (COA) first re-accreditation on-site survey and the key staff involved in the original, initial accreditation process was no longer with Pine River Institute. Pine River Institute’s CEO, Vaughan Dowie, met Jennifer Flowers, Founder & CEO of Accreditation Guru, Inc. at a COA training event in New York City.

During a conversation with Jennifer that he learned that there were accreditation consulting services available for organizations like Pine River Institute.

Why did Pine River engage Accreditation Guru?

Knowing that the pre-work is most important and wanting good support, he engaged Jennifer. He selected Accreditation Guru, Inc because he found Jennifer to be very open to help; very knowledgeable; and, she had a good understanding of what was being asked of Pine River Institute by COA.

What was Pine River’s experience with Accreditation Guru like?

Vaughan’s experience with Accreditation Guru was very positive. With Accreditation Guru’s support, Pine River Institute was able to successfully navigate the accreditation process. Jennifer was always available; always able to answer questions; always came through! Her approach was down to earth with realistic answers. In fact, his initial experience led to “repeat business” and Pine River Institute has partnered with Accreditation Guru several times for COA re-accreditation. Each time, less support was needed as Jennifer helped PineRiver Institute to learn to “walk by itself.

Uniqueness of Pine River

Pine River Institute is unique in that it provides a “traditional” residential as well as an outdoor wilderness therapeutic program. Although both programs involve risk and exceptional risk management, the wilderness program has greater risk.

All programs are somewhat unique and special, but accreditation is as close as you are going to get to a third-party oversight/as close as you can get to a proxy for quality. Parents must have faith in an organization keeping their children safe. Other quality indicators (such as testimonials) can only go so far. When you are placing your child in a place where you know no one, you want some assurance of safety and quality.

Pine River Institute has 36 beds with a current waiting list of 200 children. If parents cannot wait for a Pine River Institute opening and ask Vaughan for advice on selecting another organization, he always advises the parents to only consider accredited programs. In order to be a “grown-up” you need to be nationally accredited.

To learn more on accreditation consultation, call us at 212.209.0240 or email Rocio@AccreditationGuru.com for assistance in setting up a commitment-free phone call with our CEO, Jennifer Flowers.

Accreditation’s Significance in Time of Crisis

Since late February 2020, child welfare agencies and behavioral health care organizations have been forced to focus on two critical functions – infection control and emergency management. Depending on the services provided and location of the organization, providers have been forced to change their operations in ways that include having all employees work remotely, provide telehealth services or even “closing the gates” and delivering residential services without people going on or off the property.

In these trying times, the framework provided by implementing national accreditation standards certainly helps service providers better manage the necessary pivot in operations and service delivery in this time of crisis.

Accreditation Standards – Detailed Plans and Strategic Safety Net

Accreditation standards that address risk prevention and management, infection prevention and control, performance and quality improvement, technology and information management and staff training are all being put to the test these days.

Effective risk management controls include, but are not limited to, emergency response preparedness. An accredited agency is required to have a written disaster plan for evacuation and relocation of staff and clients, parent-child reunification following a disaster, as well as specific plans to meet the needs of individuals with disabilities and other special needs during emergencies. The organization must also address coordination with governmental authorities and emergency responders. Further, staff needs to be trained on how to respond to medical threats and emergencies and how to handle potential safety risks they may encounter on the job.

Accreditation (maintenance and preparation) guides an organization through a thoughtful, structured and planned process to create an infrastructure for risk management and performance improvement that can be seamlessly implemented during times of crisis like this one.

The accreditation process also helps organizations review and strengthen their policies and practices through compliance with national standards of care. This includes creating processes for gathering and using data for continuous improvement of the quality of the services provided. It is not enough to collect and analyze data related to outputs such as the number of clinical sessions provided or the total number of clients served, but they also must identify, observe and measure the effects of a program’s services on clients.

“Plan and procedures for disaster readiness are a lived concept for CARF-accredited organizations. The readiness mindset of our programs has helped organizations and their staff to transition services to better support children and families during this pandemic.” – Leslie Ellis-Lang, MMFT, Managing Director, CARF Child and Youth Services *

Technology-Based Service Delivery – AKA Telehealth

Due to the pandemic and resulting COVID-19 funding legislation that now expands coverage for telehealth services for Medicaid and Medicare beneficiaries, a vast number of service providers were given the opportunity to make a seemingly overnight shift to employees working remotely and providing telehealth services.

The existing accreditation standards in place that address the management of technology-based service delivery allow companies to reference their strategic plan and immediately embrace the full-time use of this technology.

Any accredited organization that engages or plans to engage service recipients in technology-based service delivery needs to develop policies and procedures to guide telehealth service delivery to address privacy and security measures. They must also assess the appropriateness of technology-based service delivery for each individual and monitor effectiveness of using this model.

Accreditation standards further address competency-based training for personnel on the use of equipment and software, privacy and confidentiality issues, and recognizing and responding to emergency or crisis situations from a remote location.

While many organizations may not have developed a detailed pandemic response plan, wouldn’t it have been helpful to have already addressed and planned for the use of telehealth services and having employees work remotely under the framework of accreditation standards?

Accreditation Drivers

“Accreditation is not just a box to tick and this is even more apparent during times of crisis,” says Jody Levison-Johnson, President and CEO, Council on Accreditation (COA). “COA has standards that address key preparedness and response issues. These fall under the broad standards categories of human resources management, safety and security, and emergency preparedness – all of which are critical during times of crisis.” *

The three major accrediting bodies for human service organizations (CARF International Council on Accreditation and The Joint Commission) research and develop their unique set of accreditation standards that address a commitment to helping child welfare and behavior health care organizations provide safe and high-quality care, treatment or service. Applying the standards often leads to an increase in consumer confidence in service delivery. Read “Increasing Consumer Confidence Through Accreditation“.

“(The Joint Commission) recognizes the challenges behavioral healthcare organizations are facing during this difficult time and we want to hear from all behavioral health care providers what else we can do to help.” – Julia Finken, Executive Director, Behavioral Health Care Accreditation *

This Too Shall Pass

“This too shall pass” is comforting and indeed it will (or be better controlled). But, as the pandemic stretches on and businesses start to develop a “new normal” for addressing the various health and economic needs of the public at large, a pre-laid foundation of strategic plans and detailed response initiatives can provide a more effective pivot for a company.

Is your organization one of them? By scheduling time to focus on accreditation, you can address key initiatives now and stay ahead of the game in the future. Don’t delay your preparation for achieving accreditation. Develop a work schedule that includes accreditation preparation whether you are applying for the first time or maintaining your status.

Keep Your Momentum Going!

*For additional information from the accrediting bodies:

CARF International

COA “Preparing for Response to COVID-19”

The Joint Commission

Lutheran Child and Family Services Receives Council on Accreditation 2019 Innovative Service Award

The Council on Accreditation is one of the nation’s premier accrediting bodies for human service organizations. Out of 75 applicants for the agency’s prestigious 2019 Innovative Practices Award, which recognizes “successful approaches to management and service delivery practices adopted by our accredited organizations,” the Regenerations program at Lutheran Child and Family Services of Illinois received the distinction.

The program aims to get “dually-involved” youth – foster care children who are also caught up in the criminal justice systems – on the right track. In Illinois, many detained or imprisoned foster care youth remained incarcerated long after their sentences expired because the state lacked the appropriate resources to serve them.

Attesting to the program’s success, 300 participants have been released from detention or prison an average of 42 days beyond their sentences, compared with 116 days for a comparable population. Nine out of ten youth in Regenerations avoid re-incarceration and the program places 100% of its population outside of residential care – versus 37% for the comparison group. And, the program costs $118 per day per youth served as opposed to $300 to $500 a day for residential care.

Accreditation Guru spoke with Mike Bertrand, president and CEO of Lutheran Child and Family Services and a co-founder of the Regenerations program.

Accreditation Guru: How did this program get started?

Mike Bertrand: There was a large hole and an under-served population that was being dealt with in an inappropriate way. At the time in Illinois, we had an extensive amount of youth either in juvenile or adult prison being kept past their release date because there was no program or place for them to go.

AG: So you came up with specific strategies.

MB: We knew that we had expertise in the child welfare world, but we didn’t have expertise in the criminal justice or juvenile delinquency realm. So we sought partners, including Youth Advocate Programs, with more experience in the criminal justice arena around the country. From there, we did a search with the assistance of Chapin Hall at the University of Chicago to find programs that we could learn from and we couldn’t locate anything. So Chapin Hall and LCFS – in consultation with Youth Advocate Programs, as well as the Illinois Department of Children and Family Services – put our heads together and used what we felt were state-of-the-art interventions in terms of how we could achieve successful outcomes for youth.

AG: If you were to boil down the keys to success, what would they be?

MB: The culture we built in the program comes down to Never Give Up. Most of these kids are used to having promises made and then they screw up and people walk away. You can dislike the behavior but not the individual doing the behavior. It’s not like we excuse it when we have a youth re-offend or do something inappropriate, but that doesn’t devalue the person.

AG: Can this program be replicated?

MB: To be successful, you have to have a significant risk tolerance with this population because you have significant behavior that needs to be dealt with. You also need to have a strong belief in kinship care. Our success in deflecting youth from residential placement has largely relied on relatives. The most important things are having a real heart for the population and the problems that come with them, as well as having a belief in kinship care and the willingness to adhere to the code of No Rejects, No Ejects.

AG: You also license foster families.

MB: Not all youths are placed with relatives. About half are placed with licensed foster parents that we recruited and trained and take through the state’s licensing process. We make sure they have the heart and the willingness to provide a home and support for kids who are trying to go a different route. We’ve selected and recruited people for this population and we also have longstanding foster parents that we felt would be good with these youth.

AG: Regenerations provides a lot of assistance. Is some of that financial on top of counseling and other services?

MB: We create individualized services for each youth in terms of what they need. So yes, if needed, we may have to move a family out of a certain neighborhood either to avoid gang territory they need to walk through or if they’re at risk in that territory that has some gang activity and want to get out of it and avoid a peer group that may use violence. We also hire folks who know how to navigate the communities and the informal structures that exist in those communities within Chicago. If necessary, we will provide monetary assistance. We will rent a truck and have staff help move or provide a first month’s deposit if a family doesn’t have that. We have also supported work efforts. If a youth is trying to build on his or her strength, say be an auto mechanic, for example, if they have done well in a traditional structured environment and can tolerate that type of program, we’ll send them to community college. But if they cannot, we’ll go to a community resource. We’ll ask the local repair shop around corner if they’re willing to give them a chance and we’ll pay their salary for the first couple of months and if they work out, then they pick up that salary. That’s the only time we put money into the youth’s pocket, other than the allowance they’re required to receive under state standards.

AG: How long have you been accredited by COA and how has accreditation contributed to the program’s success?

MB: That’s a good question. I know we were one of the first in Illinois to be accredited but we’ll have to check [37 years]. Meeting the national standards for quality and the standards of what a human services organization that’s focused on quality should look like helps provide a yardstick and a guide in all of our programs. When we designed Regenerations, [being accredited] helped to ensure that quality people with the proper education and background, that the proper mix of professional services are in place and that the administrative standards that we have and the metrics are in place to support the staff that is doing very difficult work.

AG: The avoidance of residential care mirrors the goals of the 2018 federal Family First Prevention Services Act.

MB: We realized that residential treatment was not the appropriate services for our primary population. That is what Illinois was doing – sending every kid who came out of prisons straight into residential, but many of the kids did not have serious mental health issues that needed residential treatment. It was really more, for lack of a better term, the street behavior. So they didn’t do well in residential. In fact many of them ran away, which violated their parole and they’d go back into prison. What we did was say “let’s put them where they want to go.” We know in foster care and child welfare that when kids run away, 99% of the time we know where they go – right back to relatives or whomever they deem as their family. So Illinois would cut them off from services, but we said “let’s give them the same level of service no matter where they’re at and put them where they’re going to run away to anyway.” Any time a child can be cared for in the least restrictive environment possible, that’s what’s appropriate.

Happy Birthday FFPSA! Now in Effect, New Law is Changing Child Welfare Services

Individuals, agencies and associations in the child welfare space have been preparing for the initial implementation date of the Family First Prevention Services Act (FFPSA) even before it was signed into law in February of last year.

This act, which aims to change the face of child welfare in the United States, required implementation by October 1, 2019, unless a particular state opted to delay enforcing its provisions for up to two years. At last count, only nine states, plus the District of Columbia, are planning for early (2019) implementation of FFPSA.

For more than a year, Jennifer Flowers, CEO of Accreditation Guru, has delivered numerous presentations around the country about FFPSA’s accreditation mandate for a new category of congregate care providers: Qualified Residential Treatment Providers (QRTPs).

In addition to solo speaking appearances, she has moderated numerous panels with top administrators from the three accrediting bodies approved under FFPSA (CARF International, Council on Accreditation and The Joint Commission) at a variety of major conferences. Specifically, Jennifer has spoken for the Association of Children’s Residential Centers, Family Focused Treatment Association, Annie E. Casey Foundation and the Children’s Defense Fund, among many others.

It’s fitting that on October 1, the birthday of FFPSA’s implementation, Jennifer moderated a panel at the Texas Child Care Administrators Conference, which included panelists representing the three approved accrediting bodies as well as Kristene Blackstone, Associate Commissioner for Child Protective Services in Texas – one of the largest CPS programs in the nation. Following Jennifer’s summary of FFPSA and what it means to become a QRTP, the panel launched into a lively discussion about accreditation and the rollout of FFPSA in the State of Texas.

For more information about FFPSA, visit AG’s webpage devoted to this topic. And, for inquiries about assistance with preparing for national accreditation or for information about Jennifer Flowers speaking at your event, please contact Rocio@AccreditationGuru.com.

Why Hire a Consultant?

Individuals reach out to relatives, friends and other trusted advisors for relationship, financial or career help all the time. So why are many businesses reluctant to hire a consultant?

Some reasons for this resistance include institutional inertia, fear of seeming weak or ineffective and a lack of awareness that a different perspective can provide big dividends.

Companies that consider – or are required – to seek accreditation may think that the process is just a rubber stamp and underestimate the task ahead.

Though many boards and executives only contemplate hiring a consultant when things go south, there are many good reasons to get advice from an experienced consultant when the situation warrants.

Growing Pains

Here’s a familiar scenario in the non-profit world: the board is raising money, staff is hired and the vision is being executed. However, growing demand for services outstrips the capacity of the organization to scale up.

In other cases, the mission expands into new, related opportunities that pull non-profits into unforeseen directions.

These seem like good problems to have, but when you’re faced with an unexpected crisis or an overload of decisions to be made, having a consultant who can see through the fog and help vet options is invaluable.

Few non-profits possess the capacity to undertake their own competitive and/or market research to support decision-making, help your team develop an action plan and set goals and priorities.

Conflict Resolution

It happens all the time: two powerful individuals or factions within an organization clash over direction or policy. Is providing human services to the vulnerable enough or should the non-profit lobby for new laws to deal with the underlying issues causing the problems?

There is a reason why arbitrators, mediators and the court system exist: to serve as neutral, unbiased third-party judges to either make a decision or help develop an agreement for moving forward.

When different opinions hinder the ability of board and staff leaders to settle on priorities, paid consultants can help organizations move beyond the debate, try to develop a consensus and get back on track to fulfill the organization’s original mission. And they cost a lot less than lawyers.

Navigating the Unknown

Leadership transitions or succession issues can tear non-profits apart. This is one reason why sports teams have coaches: when the top players move on or retire, the deck has to be reshuffled. Professional facilitators can help develop a strategic plan and prepare your board and staff leadership for seamless change and determine the best path to ensure future stability.

Through the Viewfinder

When competing priorities or sudden crises emerge, consultants can help focus on the most important ways to deal with adversity. They can be tasked with developing a ranked, detailed action plan throughout the collaboration so that there’s buy-in from every level of your organization.

For help getting everyone to share goals, implement effective tactics, develop timelines and achieve measurable outcomes, consultants are in a unique position to rally the forces and foster lasting growth and sustainability.

Time Savings

When it comes to navigating the accreditation process, hiring the right consultant can save time (and money).

At Accreditation Guru, our team experts have gained valuable and actionable experience in the field. They know exactly what the accrediting bodies are looking for and how best to compile organization data and information.

But achieving accreditation is an involved process that will require your employees to spend less time on their day-to-day responsibilities. To ensure efficient time management, our consultants go beyond providing training functions and serve as sounding boards to answer questions from staff so no one is spinning their wheels or getting lost in a rabbit hole trying to figure out what the accreditation standards mean.

Rather than serve as a sign of weakness, hiring consultants marks a bold, brave move that can provide lasting benefits far beyond the immediate cost. And achieving accreditation will help increase credibility and stability. Don’t leave your destiny to chance!

To schedule a call with Jennifer Flowers for your accreditation needs, contact us at Info@AccreditationGuru.com or 212.209.0240.

Team Member Highlight – Bobbie Lison

Bobbie has been a peer surveyor and team leader at the Council on Accreditation for more than ten years. She has reviewed a variety of agencies, including nonprofit, religious and military organizations.

Her areas of concentration include, but are not limited to, Performance and Quality Improvement (PQI) programs and Financial Education and Counseling Services (FEC).

Since 2000, she has served as operations manager, program manager and PQI chair for Catholic Charities of the Diocese of Green Bay, Wisconsin, where she led the agency through two successful re-accreditations. She also sits on several local boards and committees.

Bobbie believes that earning and maintaining accreditation allows agencies to affirm what they are doing well and offers organizations the opportunity to strengthen their services through nationally accepted best practices.

Outside of her work, Bobbie enjoys being with family, running marathons and embarking on new adventures. Her family consists of her daughter, Tina, two sons, Colin and McKenzie. She has an amazing son-in-law, Kevin, and a granddaughter, Annika, who has stolen her heart.

Bobbie is fortunate to enjoy travel through work and when doing so, she makes it a point to challenge herself by trying things outside of her comfort zone. She has surfed, paddle boarded, climbed mountains, zip-lined, flown in an gyro-copter and participated in disaster responses.

Bobbie shares this quote: “To live is the rarest thing in the world. Most people exist, that is all.” – Oscar Wilde

We are fortunate to have Bobbie as an AG team member.

EAGLE Recognized now as an Approved Accreditor for QRTPs Under the Family First Prevention Services Act

On May 15, it was announced that EAGLE Accreditation Program is recognized by the Department of Health and Human Services as an approved accreditor for Qualified Residential Treatment Programs (QRTPs) under the Family First Prevention Services Act (FFPSA). As we have discussed here, FFPSA, which passed in February 2018, allows federal funds to be spent on preventative services to help keep families together and also restricts funding on congregate care or group homes for children and youth who require removal from their families. In part, FFPSA mandates that all residential treatment providers convert to QRTPs, a new licensing category, in order to be eligible for reimbursement through Title IV-E foster care funds after the first two weeks of child placement.

One of the requirements to become a QRTP is to be accredited by CARF, COA, The Joint Commission and now, for the first time, EAGLE Accreditation.

EAGLE, which stands for Educational Assessment Guidelines Leading toward Excellence, is the only faith-based accrediting body in the country. It focuses on ministries serving older adults, children, youth and families, and those with developmental disabilities with emphasis on excellence, quality and how applicant organizations incorporate their Christian mission, religious heritage and values throughout the organization and its daily operations. EAGLE accreditation has provided an option for faith-based organizations since 1984.

The EAGLE Accreditation Program is operated by the United Methodist Association of Health and Welfare Ministries (UMA).

“We are proud of this recognition for EAGLE,” said Mary Kemper, president and CEO of UMA. “As an accreditor of faith-based organizations for more than 40 years, EAGLE has a solid history of promoting excellence with the added focus on organizations’ faith-based mission, vision and values.”

For questions about EAGLE or other accrediting bodies and for assistance preparing your organization to become a Qualified Residential Treatment Program, please contact Accreditation Guru at Info@AccreditationGuru.com.

For more information about FFPSA, visit our FFPSA Resource Page and blog.

For full press release click here.