Children's Services Act Meeting Agendas

Virginia Department of Social Services Promoting Safe & Stable Families Program Year Five of the Five-Year Funding Cycle Fiscal Year 2024 Renewal Application for Funding Type Date of Submission (MM/DD/YY): March 7, 2023 Instructions: If your locality received PSSF funds for fiscal year 2023 please complete this Cover Sheet as well as the Family Support, Family Preservation, Time-Limited Family Reunification, and the Adoption Promotion & Support worksheets as appropriate. Also, complete the budget worksheet and request for additional funds worksheet (If applicable). Click on the applicable tab below to access the desired worksheet. FIPS-Locality-Region : 800 City of Suffolk----------------------------------------------------------------------------------- Eastern Region Type of application submission: Initial SFY 2024: x Revised SFY 2024: Name and contact information of authorities overseeing the locality's PSSF Program 757-620- dboykin@wtcsb.org CPMT Chairperson: Donna Boykins Phone #: 8176 Email: - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 757-514- LDSS Director: Phone #: E-mail: Harry Cromer 7331 hcromer@suffolkva.us Primary PSSF Program Contact Information This person is responsible for managing the entire PSSF program. Assistant Director Name: Saniyyah Manigault-Westbrook Title: Phone #: 757-514-7355 Email: smanigault@suffolkva.us Cover Sheet SFY 2024 PSSF Renewal Application Page 1 of 24  The reporting periods for fiscal year 2024 are as follows: 1st Quarter (June - August) 2nd Quarter (September - November) Due September 15, 2023 Due December 15, 2023 3rd Quarter (December - February) 4th Quarter (March - May) Due March 15, 2024 Due June 21, 2024 Year-End (June - May) Due July 19, 2024 Document #: 032-04-0052-06-eng (01/22) PSSF is authorized under Title IV-B, Subpart II of the Social Security Act, as amended, and is codified at SEC. 430 through 439 [42 U.S.C. 629a through 629i]. Cover Sheet SFY 2024 PSSF Renewal Application Page 2 of 24  Service Type 1 - Family Support Services This worksheet is to describe the key components of your locality's five-year (fiscal years 2020 - 2024) plan that will be the focus for fiscal year 2024 (June 1, 2023 - May 31, 2024). Complete this worksheet by identifying the specific services and outcomes deemed appropriate for Family Support Services for FY 2024. Who is the locality's contact for Family Support Services? This may be the same person who is the primary contact for the PSSF program overall. Victoria Sims Title: Family Services Supervisor Phone: 757-514-7445 E-mail: vsims@suffolkva.us Standard Definition of the Target Population for Family Support Services Family Support Services (FSS), which are primarily community-based preventive activities designed to promote the safety and well-being of children and families; to increase the strength and stability of families (including adoptive, foster, and extended families); promote parental competencies and behaviors that will increase the ability of families to successfully nurture their children; enable families to use other resources and opportunities available in the community; create supportive networks to enhance child-rearing abilities of parents and help compensate for the increased social isolation and vulnerability of families; and strengthen parental relationships and promote healthy marriages. Public Law 112-34 amended the definition to include mentoring programs. Based on the standard definition(above), please describe your locality's eligible population for Family Support Services. The locality defines the population, however, VDSS must approved the plan/ application. Also, include the phone number for potential clients to call if goods and/or services are needed: The request for Family Support funding will be used to support staff salaries who provide services to the eligibile popluations described in the definition above. Additional supportive services, etc. required by clients will be provided by other funding sources as warranted. Family Support Services SFY 2024 PSSF Renewal Application Page 3 of 24 Expected program outcomes to be achieved for fiscal year 2024 related to Family Support - Please select one or more from the list below: Outcome 1: Prevent the neglect, abuse, or exploitation of children If outcomes 10, 11, and/or 12 have been selected, please describe Outcome 2: Increase the number of children who are able to remain safely with their families below: Outcome 4: Reduce recurrence of child abuse and/or neglect Based on the outcomes listed above, select the goods and/or services to be provided to the eligible population needing assistance. Describe the specific goods and/or services to be provided that are aligned with the definition of Select One Service Code Per Line from the the service code located within the Fiscal Year 2024 PSSF Renewal Application for Funding Line #: Drop-down List: g ( p pInstructions: ) pp p 1 010 - Adoption Promotion/Support Services adoption services including subsidy and crisis intervention. 2 020 - Assessment Determine program eligibility and service level 3 030 - Case Management Coordinate services with community y partners to address clients' y p needs. y 4 040 - Community Education and Information Refer to FAPT (Family Assessment and Planning Team) 5 211 - Parenting Education Assessment, evaluation, and diagnosis of medical and psychological health of children 6 Direct instruction in parenting skills. Refer to community partners for additional supportive services. 7 8 9 10 11 12 13 14 15 Family Support Services SFY 2024 PSSF Renewal Application Page 4 of 24  Service Type 2 - Family Preservation Services This worksheet is to describe the key components of your locality's five-year (fiscal years 2020 - 2024) plan that will be the focus for fiscal year 2024 (June 1, 2023 - May 31, 2024). Complete this worksheet by identifying the specific services and outcomes deemed appropriate for Family Preservation for FY 2024. Who is the locality's contact for Family Preservation Services? This may be the same person who is the contact for the PSSF program overall. Victoria Sims Title: Family Services Supervisor Phone: 757-514-7445 E-mail: vsims@suffolkva.us Standard Definition of the Target Population for Family Preservation Services Families who may receive FPS are those with children ages birth through 17 years who are at imminent risk of out of home placement into the social services, mental health, developmental disabilities, substance abuse, or juvenile justice systems. The populations of children for whom these services shall be made available include those alleged or found to be abused, neglected, or dependent; emotionally or behaviorally disturbed; undisciplined or delinquent; and/or have medical needs, that with assistance, could be managed in the home. Based on the standard definition(above), please describe your locality's eligible population for Family Preservation Services that is within the standard definition. The entire definition may be used or a portion of it. Also, include the phone number for potential clients to call if goods and/or services are needed: The request for Family Preservation funding will be used to support staff salaries who provide services to the eligibile popluations described in the definition above. Additional supportive services, etc. required by clients will be provided by other funding sources as warranted. Family Preservation Services FY 2024 PSSF Renewal Application Page 5 of 24 Expected program outcomes to be achieved for fiscal year 2024 related to Family Preservation - Please select one or more from the list below: Outcome 1: Prevent the neglect, abuse, or exploitation of children If outcomes 10, 11, and/or 12 have been selected, please describe Outcome 2: Increase the number of children who are able to remain safely with their families below: Outcome 3: Increase permanency for children in foster care Outcome 4: Reduce recurrence of child abuse and/or neglect Outcome 6: Reduce time in foster care to reunification without increasing reentry List the goods and/or services to be provided to the eligible population needing assistance. Describe the specific goods and/or services to be provided that are aligned with the definition of Select One Service Code Per Line from the the service code located within the Fiscal Year 2024 PSSF Renewal Application for Funding Line #: Drop-down List: Instructions: 1 020 - Assessment Complete court ordered assessments in truancy and custody cases. Assess the needs of 2 030 - Case Management Coordinate services with community partners to address clients' needs. 3 160 - Juvenile Delinquency/Violence Provide and/or monitor court ordered services to families who are before the court for 4 220 - Respite Care Provide respite care for foster children 5 110 - Financial Management Services Provide budgeting and financial assistance to financially limited families 6 130 - Housing or Other Material Assistance Provide financial assistance for temporary housing (i.e. hotel), rent deposits, utility deposits, 7 140 - Information and Referral Provide information on community services and community partners to address the needs of 8 201 - Emergency Situations - Provide emergency assistance to families experiencing crisis 9 190 - Nutrition Related Services Provide nutritional resources for families with limited resources 10 211 - Parenting Education Provide Parenting Education Classes to indigent individuals who are before the court in custody 11 235 - Substance Abuse Services Provide SA screenings for CPS referrals involving SA issues 12 260 - Transportation Provide transportation services to clients to connect them with services in order to prevent out 13 14 15 16 17 Family Preservation Services FY 2024 PSSF Renewal Application Page 6 of 24  Service Type 3 - Family Reunification Services This worksheet is to describe the key components of your locality's five-year (fiscal years 2020 - 2024) pl fiscal year 2024 (June 1, 2023 - May 31, 2024). Complete this worksheet by identifying the specific services and outcomes deemed appropriate for Family Reunification for Who is the locality's contact for Family Reunification Services? This may be the same person who is the contact for the PSSF program overall. Brandy Miller Title: Family Services Supervisor Phone 757-514-7338 E-mail: bmiller@suffolkva.us Standard Definition of the Target Population for Family Reunification Services Families who may receive FR services are those who have one or more children (ages birth through 17 years) that have been removed f foster family home or a child care institution or a child who has been returned home to the parents or primary caregiver of such a child of the child safely and appropriately within a timely fashion. In the case of a child who has been returned home, the services shall only period that begins on the date that the child returns home. Based on the standard definition(above), please describe your locality's eligible population for Family Reunification servic definition. The entire definition may be used or a portion of it. Also, include the phone number for clients to call if goods The request for Time-Limited Reunification funding will be used to support staff salaries who provide services to the eligibile definition above. Additional supportive services, etc. required by clients will be provided by other funding sources as warrant Family Reunification Services FY 2024 PSSF Renewal Application Page 7 of 24 Expected program outcomes to be achieved for fiscal year 2024 related to Family Reunification - Please select one or mor Outcome 3: Increase permanency for children in foster care If outcomes 10, 11, and/or 12 have been Outcome 4: Reduce recurrence of child abuse and/or neglect Outcome 5: Reduce the incidence of child abuse and/or neglect in foster care Outcome 6: Reduce time in foster care to reunification without increasing reentry Outcome 8: Increase placement stability List the goods and/or services to be provided to the eligible population needing assistance. Select One Service Code Per Line from the Drop- Describe the specific goods and/or services to be provided that are Line #: down List: service code located within the Fiscal Year 2024 PSSF Renewal App 1 020 - Assessment Assess the needs of the children and the resource parent to reduce 2 030 - Case Management Provide post reunification services reduce the risk of foster care ree 3 130 - Housing or Other Material Assistance Provide financial assistance for housing, rent deposits, utility depos 4 260 - Transportation Provide transportation services to maintain foster children in their s 5 200 - Other - Service Code is not listed but the Provide pre-service and post-service training and dual (foster paren 6 7 8 9 10 11 12 13 14 15 16 Family Reunification Services FY 2024 PSSF Renewal Application Page 8 of 24 lan that will be the focus for r FY 2024. from the child’s home and placed in a d in order to facilitate the reunification be provided during the 15-month ces that is within the standard s and/or services are needed: popluations described in the ted. Family Reunification Services FY 2024 PSSF Renewal Application Page 9 of 24 re from the list below: selected, please describe below: e aligned with the definition of the plication for Funding Instructions: e the potential for disruptions entry. sits, pay delinquent rent and chool zone thereby reducing the nt & adoption) approval for Family Reunification Services FY 2024 PSSF Renewal Application Page 10 of 24  Service Type 4 - Adoption Promotion & Support Please note that VDSS use PSSF dollars to help fund its adoption contracts. Therefore, localities are not required to use PSSF funds for Adoption Promotion & Support (APS). However, if your locality decided to use some of its PSSF funds for APS then complete this worksheet. This worksheet is to describe the key components of your locality's five-year (fiscal years 2020-2024) plan that will be the focus for fiscal year 2024. Complete this worksheet by indentifying the specific services and outcomes deemed appropriate for Adoption Services for FY 2024. Who is the locality's contact for Adoption Promotion & Support Services? This may be the same person who is the contact for the PSSF program overall. Agency & Phone E-mail Title: Number: Address: Standard Definition of the Target Population for Adoption Promotion & Support Families who adopt or express interest in adopting children out of the foster care system. Families who adopt and the adoption(s) are at risk of disruption. Based on the standard definition(above), please describe your locality's eligible population for Adoption Promotion & Support Services that is within the standard definition. The entire definition may be used or a portion of it. Also, include the phoen number for potential clients to call if goods and/ or services are needed. Adoption Promotion and Support SFY 2024 PSSF Renewal Application Page 11 of 24 Expected program outcomes to be achieved for fiscal year 2024 related to Adoption Promotion & Support - Please select one or more from the list below: If outcomes 10, 11, and/or 12 have been selected, please describe below: List the goods and/or services to be provided to the eligible population needing assistance. Select One Service Code Per Line from the Drop- Describe the specific goods and/or services to be provided that are aligned with the definition of the Line #: down List: service code located within the Fiscal Year 2024 PSSF Renewal Application for Funding Instructions: 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 Adoption Promotion and Support SFY 2024 PSSF Renewal Application Page 12 of 24  Budget Summary Section 1: PSSF Allocation Enter the LDSS PSSF allocation from the "SFY 2023 Allocations" which is displayed in the next below tab. Of the total PSSF allocation, at least 20% must be budgeted for Family Support, 20% for Family Preservation, and 20% for Family Reunification. A PSSF Allocation: $50,169.00 waiver to spend less than 20% in Reunification may be submitted. VDSS will either approve or deny the waiver request. Is there anything regarding this application that VDSS should be aware of that is not already included in any other part of this application? If so, please share below: SFY 2023 PSSF Renewal Application Budget Page 13 of 24  Section 2: Amount Budgeted for Staff & Operations Pertaining to the Local Department of Social Services Budget Amt. for Staff and Operations - VDSS LASER Budget Line 855 (Complete if Applicable) Staff and Operations costs include Direct Personnel Costs provided by the local department of social services (LDSS) and Indirect Operations Costs incurred by the LDSS, previously called Administrative Costs. These costs can only be claimed by the LDSS. Contractor personnel cost are claimed under LASER Budget Line 866. Direct Costs for Family Support & Preservation Direct Costs for Family Reuniciation Box 1 Box 2 (Staff and Fringe (Staff and Fringe How much is your locality benefits) Lump benefits) Lump budgeting for Direct Costs $36,121.68 sum of all program $10,033.80 sum of all program (box 1 and box 2) related costs. related costs. Box 3 How much is your locality Do not separate these by program type. (Lump sum of all costs as illustrated: budgeting for Indirect 4,013.52 Office Rent & Utilities (non-client services) Postage, Printing, Telephone, & Fax, and Equipment & Supplies). Limited to 8% of total PSSF allocation Costs (box 3) The amount in box 3 cannot Total Amount exceed 8% of the Budget for Staff & total PSSF $4,013.52 Operation for the $50,169.00 allocation or this LDSS (Box 4) amount SFY 2023 PSSF Renewal Application Budget Page 14 of 24  Section 3: VDSS LASER Budget Line 866 - Goods and/or Services Purchased via Contract(s) Family Family Family Support Preservation Reunification Name of Contractor: 86601 86602 86605 Adoption 86606 1 2 3 4 5 6 7 8 9 10 Total Budget Per Service Type: $0.00 $0.00 $0.00 $0.00 Total Amount Budgeted for Section 3: Contracts: $0.00 Box 5 SFY 2023 PSSF Renewal Application Budget Page 15 of 24  Section 4: VDSS LASER Budget Line 866 - Direct Client Related Purchases Amount Budgeted for Service Line #: Service Type: Select One Service Code Per Line from the Drop-down List: Code: 1 Service Type 1 - Family Support 2 Service Type 1 - Family Support 3 Service Type 1 - Family Support 4 Service Type 1 - Family Support 5 Service Type 1 - Family Support 6 Service Type 1 - Family Support 7 Service Type 1 - Family Support 8 Service Type 1 - Family Support 9 Service Type 1 - Family Support 10 Service Type 1 - Family Support 11 Service Type 1 - Family Support 12 Service Type 1 - Family Support 13 Service Type 1 - Family Support 14 Service Type 1 - Family Support 15 Service Type 1 - Family Support 16 Service Type 1 - Family Support Total Amount Budgeted for Direct Client Related Purchases for Family Support: $0.00 17 Service Type 2 - Family Preservation 18 Service Type 2 - Family Preservation 19 Service Type 2 - Family Preservation 20 Service Type 2 - Family Preservation 21 Service Type 2 - Family Preservation 22 Service Type 2 - Family Preservation 23 Service Type 2 - Family Preservation 24 Service Type 2 - Family Preservation 25 Service Type 2 - Family Preservation 26 Service Type 2 - Family Preservation 27 Service Type 2 - Family Preservation SFY 2023 PSSF Renewal Application Budget Page 16 of 24  28 Service Type 2 - Family Preservation 29 Service Type 2 - Family Preservation 30 Service Type 2 - Family Preservation 31 Service Type 2 - Family Preservation 32 Service Type 2 - Family Preservation Total Amount Budgeted for Direct Client Related Purchases for Family Preservation: $0.00 Is a waiver for Family Reunification being requested for FY 2023? No If yes, has the waiver been submitted? Amount Waived: $0.00 33 Service Type 3 - Family Reunification 34 Service Type 3 - Family Reunification 35 Service Type 3 - Family Reunification 36 Service Type 3 - Family Reunification 37 Service Type 3 - Family Reunification 38 Service Type 3 - Family Reunification 39 Service Type 3 - Family Reunification 40 Service Type 3 - Family Reunification 41 Service Type 3 - Family Reunification 42 Service Type 3 - Family Reunification 43 Service Type 3 - Family Reunification 44 Service Type 3 - Family Reunification 45 Service Type 3 - Family Reunification 46 Service Type 3 - Family Reunification 47 Service Type 3 - Family Reunification 48 Service Type 3 - Family Reunification Total Amount Budgeted for Direct Client Related Purchases for Family Reunification: $0.00 49 Service Type 4 - Adoption Promotion & 50 Service Type 4 - Adoption Promotion & 51 Service Type 4 - Adoption Promotion & 52 Service Type 4 - Adoption Promotion & 53 Service Type 4 - Adoption Promotion & 54 Service Type 4 - Adoption Promotion & SFY 2023 PSSF Renewal Application Budget Page 17 of 24  55 Service Type 4 - Adoption Promotion & 56 Service Type 4 - Adoption Promotion & 57 Service Type 4 - Adoption Promotion & Total Amount Budgeted for Direct Client Related Purchases for Adoption Promotion & Support: $0.00 Box 6 Total Amount Budgeted for Section 4 - Direct Client Related Purchases $0.00 If "other - service code 200" was selected above, please described other below: Section 5: Summary of PSSF Allocation This does not include funds for monthly caseworker visits VDSS LASER Cost Code 86608 Section 1: PSSF Allocation $50,169.00 Section 2: Amt. Budgeted for LDSS Staff & Operations $50,169.00 Section 3: Amt. Budgeted for Contracts $0.00 Section 4: Amt. Budgeted for Direct Client Related Purchases $0.00 Ending PSSF Balance $0.00 Section 6: Match Requirement Federal/ State Local Match PSSF allocation: $50,169.00 share (84.5%) $42,392.81 (15.5%) $7,776.20 SFY 2023 PSSF Renewal Application Budget Page 18 of 24  Section 7: Locality Approval 800 City of Suffolk----------------------------------------------------------------------------------- Eastern Region We certify the we are in agreement with this PSSF renewal application (including this budget). We will strive to expend all funds by May 31, 2023. If for any reason (during fiscal year 2023) we anticipate that all funds will not be spent, we will notify the VDSS DFS Prevention Unit Program Administrator via e-mail (pssf.cvcc@dss.virginia.gov) as soon as possible. Funds that will not be spent should be retuned to the VDSS via LASER BRS. We also agree that PSSF funds will be used as detailed in this renewal application once approved by VDSS. If for some reason, modifications are needed to this renewal application, we will seek approval from VDSS (pssf.cvcc@dss.virginia.gov) to amend the VDSS approved renewal application. Harry Cromer The CPMT Chair must type his or her name & date The LDSS Director must type his or her name & date to indicate that the CPMT approves of this renewal indicating approval of this application and that the LDSS application. will claim reimbursements for expenditures via LASER BRS once this application is approved by the VDSS. IMPORTANT REQUIRMENT: This application must be e-mailed to pssf.cvcc@dss.virginia.gov. Include in the e-mail that the CPMT Chair and the LDSS Director typed their names on the budget sheet indicating their approval of the renewal application. The CPMT Chair or LDSS Director must submit this application. Whoever submits the application must copy the other. For example, if the LDSS Director submits the application then s/he must copy the CPMT Chair on the e-mail. SFY 2023 PSSF Renewal Application Budget Page 19 of 24 FOR OFFICAL USE as of Marc h 7, 2018 A B F 1 Virginia Department of Social Services 3 4 Division of Family Services 5 6 Promoting Safe & Stable Families (PSSF) Program 7 Fiscal Years 2020 - 2024 Estimated Allocations FIPS-Locality-Allocation 9 PSSF Allocations (cost codes Lead 86601,86602, 10 FIPS LOCALITY 86605, & 86606) 12 001 Accomack 21,342 13 003 Albemarle 57,866 14 005 Alleghany-Covington 20,430 15 007 Amelia 18,000 16 009 Amherst 18,534 17 011 Appomattox 18,000 18 013 Arlington 83,540 19 015 Shenandoah Valley 93,379 20 017 Bath 18,000 21 019 Bedford County 53,814 22 021 Bland 18,000 23 023 Botetourt 18,000 24 025 Brunswick 18,000 25 027 Buchanan 26,329 26 029 Buckingham 18,000 27 031 Campbell 35,140 28 033 Caroline 18,000 29 035 Carroll 35,809 30 036 Charles City County 18,000 31 037 Charlotte 18,000 32 041 Chesterfield-Colonial Heights 180,866 33 043 Clarke 18,000 34 045 Craig 18,000 35 047 Culpeper 40,959 36 049 Cumberland 18,000 37 051 Dickenson 24,609 38 053 Dinwiddie 18,000 39 057 Essex 18,000 FOR OFFICAL USE as of March 7, 2018 FY 2019 Estimated Allocations Page 20 of 24 FOR OFFICAL USE as of Marc h 7, 2018 A B F PSSF Allocations (cost codes Lead 86601,86602, 10 FIPS LOCALITY 86605, & 86606) Fairfax County-Fairfax City-Falls 40 059 Church 427,631 41 061 Fauquier 37,701 42 063 Floyd 18,000 43 065 Fluvanna 20,833 44 067 Franklin County 59,904 45 069 Frederick 48,979 46 071 Giles 25,272 47 073 Gloucester 20,826 48 075 Goochland 18,000 49 077 Grayson 18,000 50 079 Greene 18,000 51 081 Greensville-Emporia 18,000 52 083 Halifax 26,350 53 085 Hanover 48,899 54 087 Henrico 155,152 55 089 Henry 45,273 56 091 Highland 18,000 57 093 Isle of Wight 18,000 58 095 James City County 34,829 59 097 King And Queen 18,000 60 099 King George 18,000 61 101 King William 18,000 62 103 Lancaster 18,000 63 105 Lee 29,353 64 107 Loudoun 151,645 65 109 Louisa 28,328 66 111 Lunenburg 18,000 67 113 Madison 18,000 68 115 Mathews 18,000 69 117 Mecklenburg 23,603 70 119 Middlesex 18,000 71 121 Montgomery 39,790 72 125 Nelson 18,000 73 127 New Kent 18,000 74 131 Northampton 18,000 75 133 Northumberland 18,000 76 135 Nottoway 18,000 77 137 Orange 25,455 FOR OFFICAL USE as of March 7, 2018 FY 2019 Estimated Allocations Page 21 of 24 FOR OFFICAL USE as of Marc h 7, 2018 A B F PSSF Allocations (cost codes Lead 86601,86602, 10 FIPS LOCALITY 86605, & 86606) 78 139 Page 18,000 79 141 Patrick 18,000 80 143 Pittsylvania 38,367 81 145 Powhatan 18,000 82 147 Prince Edward 18,000 83 149 Prince George 19,435 84 153 Prince William 245,188 85 155 Pulaski 41,284 86 157 Rappahannock 18,000 87 159 Richmond County 18,000 88 161 Roanoke County-Salem 83,617 Rockbridge-Buena Vista and 89 163 Lexington 34,354 90 165 Rockingham-Harrisonburg 101,145 91 167 Russell 40,810 92 169 Scott 21,750 93 171 Shenandoah County 30,706 94 173 Smyth 35,518 95 175 Southampton 18,000 96 177 Spotsylvania 84,370 97 179 Stafford 73,785 98 181 Surry 18,000 99 183 Sussex 18,000 100 185 Tazewell 49,160 101 187 Warren 22,956 102 191 Washington 43,401 103 193 Westmoreland 18,000 104 195 Wise 52,821 105 197 Wythe 33,706 106 199 York-Poquoson 36,524 107 510 Alexandria 72,509 108 520 Bristol 29,217 109 540 Charlottesville 60,299 110 550 Chesapeake 127,630 111 590 Danville 44,414 112 620 Franklin City 18,000 113 630 Fredericksburg 29,113 114 640 Galax 18,000 115 650 Hampton 99,020 FOR OFFICAL USE as of March 7, 2018 FY 2019 Estimated Allocations Page 22 of 24 FOR OFFICAL USE as of Marc h 7, 2018 A B F PSSF Allocations (cost codes Lead 86601,86602, 10 FIPS LOCALITY 86605, & 86606) 116 670 Hopewell 25,316 117 680 Lynchburg 68,040 118 683 Manassas 26,000 119 685 Manassas Park 26,000 120 690 Martinsville 18,000 121 700 Newport News 136,820 122 710 Norfolk 177,770 123 720 Norton 18,000 124 730 Petersburg 41,113 125 740 Portsmouth 77,157 126 750 Radford 18,000 127 760 Richmond City 173,988 128 770 Roanoke City 117,206 129 800 Suffolk 50,169 130 810 Virginia Beach 190,350 131 830 Williamsburg 18,000 132 840 Winchester 50,039 133 TOTAL 5,571,507 FOR OFFICAL USE as of March 7, 2018 FY 2019 Estimated Allocations Page 23 of 24 FOR OFFICAL USE as of March 7, 2018 FY 2023 Budget Summary - Initial Allocation Pie charts should display once figures are entered into the budget. Total PSSF Allocation in $ $50,169.00 Adoption Indirect Costs, Promotion $4,013.52 & Support , Indirect Costs Indirect Costs $4,013.52 $0.00 Family Family Support $18,060.84 Reunification, Family Support Family Preservation $18,060.84 $10,033.80 Family Reunification $10,033.80 Family Preservation Adoption Promotion & Support $0.00 Family Total Budgeted $50,169.00 Family Support, $18,060.84 Family Reunification Preservation, $18,060.84 Adoption Promotion & Total PSSF Allocation $50,169.00 Support Minus (Total Amt. Budgted) $50,169.00 This number should be zero ---> $0.00 Percent Amt.Percent Amt. Percent Amt. Percent Amt. for for Familyfor Adoption for Indirect Indirect Costs Promotion & Reunification, Costs, 8% Total PSSF Allocation in % 100% 20% Support , 0% Percent Amt. for Family Support Percent Amt. for Indirect Costs 8% Percent Amt. for Family Support 36% Percent Amt. for Percent Amt. for Family Preservation 36% Percent Amt. Family Preservation Percent Amt. for Family Reunification 20% for Family Percent Amt. Support, 36% Percent Amt. for Adoption Promotion & for Family Percent Amt. for Support 0% Preservation, Family Reunification 36% Percent Amt. for Adoption Promotion & Support FY 2019 PSSF Budget Summary  CITY OF SUFFOLK CPMT STRATEGIC PLAN Updated February 15, 2023 Mission The City of Suffolk Community Policy and Management Team (CPMT) is committed to identification, development and provision of resources and services needed by the children and families of the City of Suffolk. Every effort will be made to provide these services in the least restrictive environment while protecting the welfare of the children and maintaining the safety of the public. To that end, the Suffolk Community Policy and Management Team adopted the following principles. Major Principles 1. The Suffolk CPMT commits to the responsible use of state and local funds for the provision of services to youth and families. This will be achieved through the utilization of the least restrictive alternative in terms of funding, placement, services and reasonable efforts. Methods to achieve this goal will include, but not be limited to: a. Thorough assessments; b. Efficient use of existing resources; c. Making and communicating value-based decisions about cases and service delivery; d. Vigorous utilization management of services and service providers, and assuring that all contractual obligations are met. 2. The Suffolk CPMT will make its decisions through a consensus building process. This process is adopted to facilitate the team concept and dispel the “side taking” which sometimes results from “vote taking”. 3. The Suffolk CPMT commits to increasing interagency collaboration and family involvement in service planning, delivery and management. 4. The Suffolk CPMT commits to the early identification of children and families who are “at risk”. 5. The Suffolk CPMT commits to the design and provision of services that are responsive to the strengths and needs of troubled youth and their families. These services are to be child centered, family focused and community based. 6. All participating agencies agree to respect the CSA process and procedures for case referral and funding requests. Code of Ethics 1. Respect: We treat all with dignity and courtesy by listening, empathizing and valuing opinions and perspectives. We treat all members of the community and the organization fairly and equitably. Our actions and works will support a healthy, civil, and positive environment which respects individual rights and self-determination. Discrimination, in any form, is unacceptable. 2. Integrity: We model honesty and trustworthy behavior through an inclusive and customer-oriented process. The public we serve deserve our utmost dedication and best efforts. Our adherence to ethical principles should be above reproach. We will identify and avoid conflicts of interest in our actions. 3. Accountability: We take ownership and responsibility for individual and team actions and remain focused on priorities. The Suffolk CPMT commits to responsible use of state and local funds for the provision of services to youth and families. We are committed to good stewardship of the public’s money and must always be willing and able to account for how these funds were used. 4. Innovation: We support continuous improvement and demonstrate a civic entrepreneurial attitude by generating new ideas, advancing best practices and effectively operating as a team. 5. Confidentiality: We honor the privacy rights of all customers and stakeholders. All information obtained in the course of conducting CSA business will be held in strictest confidence. Any limits to confidentiality that are identified will be clearly explained (i.e. abuse, neglect, imminent danger to self/others, etc.). Adopted by Suffolk CPMT 12/19/12 Reviewed and affirmed by Suffolk CPMT 6/17/20 Reviewed and affirmed by Suffolk CPMT 2/15/23  METHODOLOGY Beginning in January 2022, the Suffolk CPMT completed a self assessment workbook pursuant to a scheduled OCS (Office of Children’s Services) audit. During this self assessment, all policies and procedures were reviewed and revised as needed. A risk assessment was completed on 12/15/21. On a monthly basis, the CPMT reviewed statistics from a variety of sources to include local census information, social services, court services and Suffolk Public Schools. A retreat was held on 9/16/22 and the team completed a SWOT analysis. This was reviewed again and finalized on 10/19/22. Also, on 10/19/22, the team considered outcomes from their previous benchmark data through FY 2022. New goals were drafted on 1/18/23 and adopted on 2/15/23.  Risk Assessment Completed by Suffolk CPMT 12/15/21 Categories of Risk Ethics- Potential Concerns (reportable to CPMT Chair- want to develop further guidance) • Breach of confidentiality- multiple security measures already in place, threat of consequences (i.e. criminal charges, etc.) might reduce risk of someone intentionally leaking secure data • Breach of contract-service delivery issues or purchase order- multiple checks and balances throughout the financial software and process • Conflict of interest (relational or financial) - team members already asked to abstain from decision making in matters in which they have a financial or personal interest per policy • Inappropriate /concerning behavior by team members (see what other CSA offices have for policy and build on it, change language in policy p 14 from confidentiality to ethical issues) • Harassment Tech/IT • Ransomware/data breach - multiple security measures already in place, threat of consequences (i.e. criminal charges, etc.) might reduce risk of someone intentionally leaking secure data • Backup failure-data already backed up daily, paper copy in files, would like second backup • Broken/defective/lost equipment -safety training for staff, paper copy in files, would like second backup • Controls for system access for former employees- DSS and City IT turn off system access on day of employee’s departure • Webex/virtual meetings - issues/glitches • Outdated software - paper copy backup in files, IT looking at potential new software systems which would be web based (cost may be a barrier) Operational • Security (lack of?) - city has provided Active Shooter training; team feels need training for anyone using conference areas of the building + refresher on active shooter training • Prepared for disaster- DSS building equipped with generator, technology is available for remote work, each agency has own internal plan/procedure, CSA has Business Continuity Plan • HR allocation for adequate staffing for CSA - request made for PT UM specialist position to be made FT - request denied Financial • Insufficient funds - City of Suffolk is very financially stable and should be able to provide additional funds as needed with rising population  • Financial reporting errors (internal) - multiple checks and balances within financial software and division of duties among staff, monthly reconciliation with state LEDRS system • Billing/vendor invoice errors - software assists with matching invoice to approved purchase order; contract establishes agreed upon rates • Major increase in families needing services-creating budget constraints- share information with DSS Director and city re: budget planning and needs • Court ordered services - see note below on judicial decisions External • Natural disaster/pandemic - see above note on preparation for disastser • Availability of service providers - CSA staff implementing resource development activities • Judicial decisions impacting funding & circumventing CSA process- provide more training and communication with judges and GAL’s, suggest using regional approach since share judges, reactivate Best Practice Court Team - this is on judge’s radar once COVID dies down, have had one meeting with judges to review FFPSA requirements - could have a follow up review session now that FFPSA has been implemented • Influx of clients impacting timing of cases - additional FAPT days have been added in order to remain with 14 or 30 day staffing policy Compliance • Lack of communication impacting meeting required deadlines- need additional training for case managers • Workload increase impacting meeting timelines - additional FAPT days added as noted above • Court orders that contradict internal procedures (paying for services that are not least restrictive) - see note on judicial decisions above • Staff turnover-risk of being out of compliance- use of written procedures for all staff to follow, maintain good documentation in files, retention strategies for each agency, maintain supervisor oversight of cases as they transfer Reputational • Families given misinformation about services that will be offered-creating distrust of process- need additional training for case managers • Negative publicity involving CSA/FAPT/CPMT members • Potential conflict of interest - same as above • Staff turnover - same as above • Disgruntled former employees  Analysis of Risk Items Probability Low Impact Medium Impact High Impact High Glitches w/ virtual Court orders for NA meetings services Misinfo to families Medium Vendor billing errors Lost/broken Backup failure equipment Increase in caseload Outdated software Natural disaster Lack of service Lack of communication w/ providers staff Staff turnover Low Lack of security Conflict of interest Data breach Insufficient funding Controlling access for former Neg. publicity employees Disgruntled former Internal financial reporting employees errors Red zone - need to mitigate or reduce risk Yellow zone - manage the risks Green zone - accept the risks  Suffolk CPMT SWOT Analysis September 16, 2022/ September 21, 2022 STRENGTHS WEAKNESSES Financial checks and balances 1. Provider availability Good communication 2. Family engagement challenges - getting them to the table initially Knowledge of resources Process is streamlined 3. Time equity at FAPT (i.e. no therapy sessions) Responsive of community partners 4. Software outdated Diversity 5. Staffing shortages OPPORTUNITIES THREATS 1.State to better identify needs + meeting 1. Unfunded mandates needs at local level (advocacy-state/city - Randah Gaitan) 2. Change of needs vs service and funding availability (not matched) 2. Community awareness of CSA + resource education in general - need to reach people in various forums (where they are naturally 3. Losing family engagement due to going) changes in staff 3. Maximizing funding 4. Natural disaster (COVID)  CITY OF SUFFOLK CPMT BENCHMARKS/OBJECTIVES 2022 October 19, 2022 1. Reduce the number of children in congregate care placements. Action Items: A. Increase public awareness of CSA . Highlights: Meeting with Suffolk Schools staff re: truancy process 7/14/21 Ongoing (weekly) truancy committee meetings with schools, CSU and WTCSB staff Discussion with Trish Thornes, Director of Emergency Svcs for WTCSB re: current status of emergency services 3/22 Phone call with Dr. Brown, SPS, to discuss FAPT and truancy process, 3/28/22 CSA team met with ECPI nurses in training, 4/14/22 Provided CSA brochures for Community Day 4/24/22 Meetings with vendors: Impact Mental Health, Footprints, Quality of Life Counseling, Youth for Tomorrow, ICC providers (UMFS, Compass, Family Insight, Family Preservation), PCE Providers (Dr. Butler, Dr. Meyer), Kempsville Beh. Center, Kidlink (Tim Powell), Intercept Youth B. Increase referrals by member agencies of at risk youth at a younger age than the average age at which youth are entering foster care. Children entering Foster Care < 5 years old 6-12 years old 13-17 years old Total FY 2014 0 (0%) 2 (50%) 2 (50%) 4 FY 2015 1 (9%) 1 (9%) 9 (82%) 11 FY 2016 0(0%) 4 (44%) 5 (55%) 9 FY 2017 1 (20%) 1(20%) 3 (60%) 5 FY 2018 2 (15%) 4 (31%) 7 (54%) 13 FY 2019 5 (50%) 0 5 (50%) 10 FY 2020 10 (45%) 7(32%) 5(23%) 22 FY 2021 3 (27%) 3 (27%) 5 (46%) 11 FY 2022 3 (30%) 1 (10%) 6 (60%) 10 TOTAL 25 (26%) 23 (24%) 47 (50%) 95  CSA Referrals < 5 years old 6-12 years old 13+ years old Total FY 2014 5 (8%) 10 (16%) 46 (76%) 61 FY 2015 2 (3%) 7 (11%) 53 (86%) 62 FY 2016 2 (3%) 10 (17%) 46 (79%) 58 FY 2017 1 (5%) 6 (30%) 13(65%) 20 FY 2018 2 (6%) 12 (35 %) 20 (59%) 34 FY 2019 7 (28%) 5 (20%) 13( 52%) 25 FY 2020 11(23%) 11(23%) 25(54%) 47 FY 2021 6 (22%) 7 (26%) 14 (52%) 27 FY 2022 3(8%) 4 (11%) 30 (81%) 37 TOTAL 39 (11%) 72 (19%) 260(70%) 371 C. Provide annual and stop gap training to case managers from all public agencies who make referrals to CSA regarding the purpose and benefits of referral to CSA as well as the use of evidence based practices and least restrictive community based alternatives. Trainings: OCS State Conference - November 2021 - limited participation due to COVID (virtual format) and lack of funds to support community partners’ attendance Training on FFPSA for WTCSB Staff 8/26/21 Project BRAVO overview 8/31/21 Cross Training with Suffolk DSS units 3/30/22 High Fidelity Wraparound training for FAPT 4/19/22 CANS training for WTCSB 5/11/22 2. Reduce the length of stay in congregate care placements. Action Item: A.Implement intensive care coordination on all congregate care cases. (ongoing at 100%) - This has been affected by losing the ICC trained staff at WTCSB. CSA Coordinator reached out to 4 private contracted agencies who also provided this service. Only one agency has provided minimal services at this time. FY 2018 – July 2017-June 2018 58 total cases 16 – number in congregate care 28% FY 2019 – July 2018 –June 2019 62 total cases 15- number in congregate care 24% FY 2020 – July 2019 – June 2020 78 total cases 14- number in congregate care 18% FY 2021 - July 2020-June 2021 80 total cases 12 - number in congregate care 15% FY 2022 - July 2021-June 2022 90 total cases 16 - number in congregate care 18 % FY 2018 average length of stay – 8.43 months FY 2019 average length of stay – 8.13 months FY 2020 average length of stay – 8.9 months FY 2021 average length of stay - 11.75 months FY 2022 average length of stay - 7.18 months 3. Maintain the cost per child at or below the state average. Action item A. Educate stakeholders regarding community resources, including evidence based practices, that can be utilized to maintain children in the community and provide potential alternatives to congregate care. Reference trainings noted above. FY 2018 State average - $25,023 Suffolk average - $29,663 FY 2019 State average - $26,731 Suffolk average- $32,302 FY 2020 State average –$28,676 Suffolk average – $32,334 FY 2021 State average - $30,045  Suffolk average - $32,937 FY 2022 State average - $29,922 Suffolk average - $30,120 4. Maintain minimum attendance at CPMT and FAPT (75% per year per agency). Action Items: A. Continue alerting all members of annual calendar of regularly scheduled meetings as well as emailing meeting reminder and agenda one week ahead of each meeting. Ongoing process B. Restructure CPMT meetings to focus less on cases in closed session and focus more on long range community wide planning and continuous quality improvement (CQI). Ongoing process All CPMT agencies maintained at least 75% attendance with the exception of the Health Department representative who attended 62% of meetings and the government representative who attended 38% of the meetings. The Health dept representative changed again towards the end of the fiscal year. The government representative had multiple conflicts with her city work duties as well as being out on leave due to family needs. All FAPT agencies maintained at least 75% attendance with the exception of the parent representative who attended 71% and the TYSC representative who attended 63%. Meetings were completely virtual from July 2021 to March 2022. In person meetings with hybrid options resumed as of April 2022. It should be noted that due to the virtual nature of some of the meetings, members may have attended only some of the case staffings during a single FAPT meeting day but were still counted as being in full attendance. TYSC has experienced significant staffing issues and the representative has been unable to attend due to his duties at the group home. Other significant statistics regarding FAPT meetings for FY 2022: Total number of FAPT meeting days: 38 Total number of actual case staffings: 281 Percentage of cases that were private day: 17% Percentage of cases that were truancy driven: 14% Also noting trends for FY 2023 from July to October 2022: Total number of FAPT meeting days: 14 Total number of actual case staffings: 90 Percentage of cases that are private day:21% Percentage of cases that are truancy driven:18 %  Suffolk CPMT Benchmarks 2023 Revised 2/15/23 1) Maintain reduction in number of children in congregate care placements at no more than 20% of the children served and maintain reduction in length of stay in congregate care at less than one year. 2) Maintain minimum attendance at CPMT and FAPT. (75% per year per agency). 3) Ensure equitable and equal access to all levels of services to all youth based on community demographics. 4) Achieve 75% successful discharges from services per provider for CSA funded services (This would include stepdown to lower level of care or permanency, i.e. return home.) 5) Increase public awareness of CSA ACTION STEPS: 1. Collect data on services provided and funds spent broken out by race. 2. Update brochures and increase visibility of website. Distribute brochures to all agencies, including private providers (e.g. outpatient offices). 3. Provide training for case managers from schools, DSS, CSB, and CSU re: CSA and Systems of Care . Encourage referrals for younger children exhibiting behavioral/emotional problems.