Agency Strategic Plan
4/17/2014   3:47 am
Department of Social Services (765)
Biennium:
Mission and Vision

Mission Statement
VDSS: People helping people triumph over poverty, abuse and neglect to shape strong futures for themselves, their families, and communities.
Vision Statement
VDSS envisions a Commonwealth in which individuals and families have access to adequate, affordable, high quality human/social services that enable them to be the best they can.
Agency Values

Executive Progress Report

Service Performance and Productivity
  • Summary of current service performance
    The Virginia Department of Social Services (VDSS) directly helps more than one in every seven Virginians every year. VDSS and its key partners – local departments of social services and the community action agencies – provide many of the Commonwealth’s most critical services, including administering social safety net programs, protecting children and adults from abuse and neglect, providing subsidized child care that allows parents to work, collecting child support to improve the lives of children, licensing adult and child care facilities to ensure their safety, and encouraging work through workforce development services. The table below lists the number of individuals served by VDSS’ largest programs, although the agency also administers a number of smaller programs. Three programs—Medicaid, the Supplemental Nutrition Assistance Program (SNAP, formally the Food Stamp Program), and Child Support—each served about one million Virginians in the most recent fiscal year. The number of SNAP participants was an all-time high.


    Number of Individuals Served in Key Programs Administered
    by the Virginia Social Services System, SFY 2009

    Supplemental Nutrition Assistance Program (formerly Food Stamps)
    Number of Individuals Served: 976,430
    Value of Benefits ($ millions): $810

    Medicaid (1)
    Number of Individuals Served:1,063,947
    Value of Benefits ($ millions): n.a.

    Temporary Assistance to Needy Families (TANF)
    Number of Individuals Served: 176,984
    Value of Benefits ($ millions): $114

    Child Care
    Number of Individuals Served: 56,459
    Value of Benefits ($ millions): $125

    Child Support
    Number of Individuals Served: 983,341
    Value of Benefits ($ millions): $639

    Employment Services (2)
    Number of Individuals Served: 81,497
    Value of Benefits ($ millions): n.a.

    Notes: (1) The Department of Medical Assistance Services administers Medicaid, but contracts with VDSS to determine eligibility. (2) Employment Services spending is not shown because it is not a direct benefit payment.


    In addition to the important individual and family benefits from these services, VDSS programs contribute more than $1.5 billion dollars to the State’s economy. In SFY 2009, SNAP (100 % federal funds) spending in Virginia grocery stores exceeded $800 million; child support collections were $639 million; TANF payments to clients were $114 million; federal child care payments exceeded $100 million (with an additional $25 million in state and local funds); and more than 80,000 individuals received employment services to further their efforts to be valuable, contributing members of Virginia’s competitive workforce. In the SNAP Program alone, $5 in benefit spending generated $9.20 in overall economic impact.
  • Summary of current productivity
    In conjunction with local departments of social services and community action agencies, the department has embraced a system-wide strategic planning process. Significant progress over the past several years has resulted from increased focus and collaboration to improve performance management, program efficiency and the achievement of key outcomes.

    VDSS has strengthened its commitment to strategic planning and performance management and will continue to do so in the next biennium. The department is aligned with the goals and objectives set by the Council on Virginia's Future, the Commonwealth's strategic planning efforts, including the improved agency management focus set by the administrative performance measures on Virginia Performs. VDSS has improved from meeting expectations for three of five administrative performance measures in SFY 2005 to meeting expectations in all six administrative areas by the end of SFY 2008.

    Key productivity measures and performance outcomes by program area for SFY 2008 & 2009 include the following:

    Family Services
    • Number of child protective service investigations and assessments completed in SFY 2008 – 32,471
    • Number of children in foster care in SFY 2008 – 7,764
    • Total adult protective services reports investigated in SFY 2008 - 12,150
    • Number of adults receiving home-based companion and chore services, or homemaker services - 5,058
    (SFY 2008)
    • Percent of children with substantiated maltreatment who are not victims of subsequent substantiated maltreatment
    within six months– 98.9% (SFY 2009 through 3/31/09)
    • Percent of children with no CPS maltreatment complaint while in foster care SFY 2009 - 99.8%

    Safety Net Programs:
    • SNAP applications processed timely, SFY 2009 – 98.2%
    • SNAP payment accuracy rate - 94.2% (SFY 2009 through 3/31/09)

    Child Support:
    • Cost-effectiveness (dollars collected to dollars invested) - $7.32:1 (SFY 2009)
    • Total child support collected SFY 2009 - $639 million

    Workforce Programs:
    •Percent of VIEW enrollees participating in a work activity SFY 2009 - 90%
    • TANF federal work participation rate SFY 2009 (provisional) – 44.5%

    Licensing:
    • 4,600 regulated child care facilities in SFY 2008, with the capacity to serve 280,000 children
    • 643 assisted living and adult day care facilities with the capacity to serve 34,500 adults
Initiatives, Rankings and Customer Trends
  • Summary of Major Initiatives and Related Progress
    In order to address emerging challenges and achieve excellence in service delivery, the Department has embarked upon a number of major initiatives. Each of these initiatives is incorporated in VDSS' agency strategic plan as well as that of the Virginia Social Services System. Key initiatives for the next biennium include: strengthening the child welfare system, integrating child care and development efforts with the Virginia Department of Education, updating the VDSS information system infrastructure, and continuing innovation in child support enforcement.

    Since December 2007, VDSS has been working on a major child welfare system transformation to strengthen safety for at-risk children and increase permanency for children in foster care. In partnership with the Offices of the Governor and First Lady, other child-serving state agencies, child advocates, and Casey Family Programs, the transformation has developed a practice model that provides a shared vision for children’s services, implemented a number of policy changes, and strengthened performance management and reporting.

    Still in its early stages, the transformation has already produced better outcomes for families and children and saved taxpayer dollars. For example:
    • The number of youth in foster care has decreased by 10%, and more youth are leaving foster care to permanent placements;
    • The use of group or institutional settings has decreased by 30%, and placements in family settings have increased by 6%; and
    • After many years of double-digit increases, state spending on foster care (through the Comprehensive Services Act) in SFY 2009 has declined from the prior year.

    Virginia’s Office of Early Childhood Development, (OECD), which spans the Departments of Education and Social Services and will link to the Department of Health, was launched for operation July 1, 2008, to maximize opportunities for Virginia’s children to reach kindergarten healthy and prepared for school success. The OECD incorporates existing staff, functions, and funding streams from the preschool unit at the Department of Education and the child care subsidy, quality initiatives, and Head Start State Collaboration Office at the Department of Social Services. The Office’s objectives include interagency coordination and program alignment, development of a coordinated professional development system for the early childhood workforce, and an integrated data system to improve policy, programming, and budget decisions.

    VDSS is also updating its information system infrastructure. Major initiatives include developing a child care eligibility information system and developing a plan for an Internet-accessible customer “portal” by which Virginia residents may apply for a variety of social services programs. These initiatives are being undertaken with the cooperation and financial support of the federal Department of Health and Human Services Administration for Children and Families (ACF), Office of Child Support Enforcement (OCSE), Centers for Medicaid and Medicare Services (CMS) and U.S. Department of Agriculture Food and Nutrition Service.

    Virginia’s efforts to increase collections of child support will continue. In SFY 2009, collections reached $639 million, an all-time high. Virginia was the first state in the nation to subpoena cell phone records, matching records with major cell phone companies, resulting in increased enforcement of child support orders. VDSS is in the process of pursuing similar cooperation from cable TV providers. Several child support division offices are piloting an Early Intervention Program to decrease the number of newly ordered parents becoming delinquent in paying child support. Recently, the state-of-the-art, privately operated customer call center began using an automated system to call customers to remind them that child support is due, as well as upcoming appointments and court hearings.

    Examples of other program improvements and efficiency increases:

    • Allowing SNAP recipients to use their benefits at local farmers’ markets, giving families the ability to purchase fresh, nutritious foods at farmers’ market prices while also stimulating the local agriculture economy. The first farmers’ market began accepting SNAP benefits in July 2009, and efforts are underway to expand the program statewide.

    • In order to reduce postage costs and lost/stolen checks, VDSS began offering eligible TANF households the opportunity to receive their benefits via debit cards. In combination with direct deposit, 92% of TANF households now receive their benefits electronically.

    • To reduce travel and staff costs and increase accessibility of training, VDSS has been increasing the amount of training available on-line through the Commonwealth of Virginia Knowledge Center.

    • VDSS is improving its subrecipient monitoring process, making it easier to track the status of reviews, and capturing data for analysis to identify areas for program improvement.

    • Changing business processes and information systems by: installing Safe Measures (with funds from the Annie Casey Foundation), a Web-based system that allows case workers and supervisors in local departments to monitor their foster care cases; upgrading the OASIS system, the main child welfare information system, for the first time in more than 3 years; and implementing Rushmore, a Web-based system to better track hundreds of SNAP case reviews annually.

    • Encouraging custodial parents to apply to use direct deposit of child support payments. As a result of these efforts, DCSE currently disburses 52% of payments to customers through direct deposit. With direct deposit and debit cards, 92% of child support payments are disbursed electronically.
  • Summary of Virginia's Ranking
    The Virginia Department of Social Services is one of the largest and most complex human services organizations in the nation.
    Virginia’s child support enforcement program is one of the most cost-effective in the country. The National Child Support Enforcement Association (NCSEA) recognized the Division of Child Support Enforcement (DCSE) with the 2006 Outstanding Program Award. For FFY08, DCSE collected $7.25 in child support for every dollar spent in providing services – the fourth highest rate in the nation. Virginia continues to be a leader in prompt, correct distribution of child support to Virginia’s families; routinely scoring 98-100% on distributing support within two days and maintaining a 2% or lower rate of undistributed collections.

    The Commonwealth’s safety net and workforce programs also have been recognized for their excellence. Virginia’s SNAP program is consistently in the top ten in the nation in timeliness, with more than 97% of all applications processed on or before federal standards, even with the rapid increase in SNAP caseloads during the current recession. From 2004 to 2006, the last three years for which data are available, Virginia’s Temporary Assistance for Needy Families (TANF) program ranked first in the nation for excellence in placing individuals in unsubsidized employment. During that same time frame, Virginia ranked second in the nation for job retention.

    Innovation has defined child support enforcement in the Commonwealth. Virginia’s DCSE was the first state child support agency to subpoena cell phone providers to obtain address and phone numbers of delinquent noncustodial parents, and is in the process of pursuing similar cooperation from cable TV providers. Virginia continues to be a leader in prompt, correct distribution of child support to Virginia’s families; routinely scoring 98-100 percent on distributing support within 2 days and maintaining a 2 percent or lower rate of undistributed collections.

    The Commonwealth’s safety net and workforce programs also have been recognized for their excellence. Virginia’s food stamp program is consistently in the top three in the nation in timeliness, with more than 98 percent of all applications processed on or before federal standards. The Temporary Assistance for Needy Families (TANF) program earned the maximum performance bonus each year for the past three years for excellence in placing individuals in unsubsidized employment (7th in the nation) and for job retention (2nd in the nation). Virginia ranks 14th in the nation for the percentage of participants in employment or a workforce activity, exceeding the national average for work participation by 13 percent.

    Notable progress in child welfare services has also been made. Virginia has the lowest rate of repeat maltreatment of children in foster care in the nation. The number of adoptions of children in foster care has risen consistently since SFY 2003, from 18 to 28.8 percent in SFY 2007.
  • Summary of Customer Trends and Coverage
    The VDSS customer base continues to increase in number and diversity. Virginia's total population grew by 9.7% from 2000 to 2008, with 739,000 Virginians (about 10% of the total population) living below the federal poverty threshold. (The Census poverty count is from 2007, and has likely increased since then because of the recession.) Additionally, the non-English speaking population in Virginia continues to grow, with 13% of the population speaking a language other than English at home.

    These changes place increased demands on the social services delivery system at the state and local levels. Significant caseload increases across most programs reflect the impact of the growing customer base. From SFY 2000 to 2008, caseloads grew significantly in the programs targeting low-income individuals: SNAP/Food Stamps (+59%), low-income Medicaid (+44.7%), and energy assistance (+61%).

    Several challenges arise from these demographic shifts. First, the demand for services is increasing without a related increase in funding for eligibility determination and case management services. Additionally, the social services system must meet the limited English proficiency requirements set forth in federal law. The increase in the number and diversity of non-English speaking applicants and participants means the social services system must allocate more resources to translation and interpretation services in order to meet these requirements and provide good customer service.

    Virginia Department of Social Services (VDSS) programs serving individuals age 60 and older are the “minimum safety net” for the poor, disadvantaged and vulnerable among the Commonwealth’s older citizens. With the arrival of the first wave of “Baby Boomers” in that age group, demand is rising for virtually all VDSS services and supports for older Virginians and will continue to do so. In many programs, however, resources already are inadequate to meet demand. Pursuant to legislation enacted by the General Assembly of Virginia, the Virginia Department of Social Services submitted its report of progress in addressing the impact of the aging of Virginia’s population to the Virginia Department of Aging. Below are excerpts from that report. The complete report is available at http://www.vda.virginia.gov/HB2624.asp, under the Virginia Department of Social Services.

    A variety of factors, including federal policy, social and demographic pressures and the
    availability of health care, affect both demand and resources. This assessment of the impact of an aging population on VDSS services revealed a number of considerations for the provision of services and projections regarding the Commonwealth's workforce

    Services

    • A de facto rationing of home-based services needed to delay or avoid placements in costly and restrictive long-term care facilities has resulted from limited state and local Adult Services funding.

    • Significant Adult Protective Services and Licensing issues are arising from the growing number of elderly mentally ill individuals and former correctional facility inmates being placed in assisted living or nursing facilities.

    • Limited state funding is available to assist local departments of social services with the administrative costs of expanding their APS staffs to meet new demands from significant growth in their elderly populations and APS caseloads.

    • Auxiliary Grant (AG) reimbursement rates do not cover the actual cost of providing a minimum standard of living for residents of assisted living facilities, which threatens to reduce the already limited number that accept AG recipients.

    Workforce

    • VDSS faces an impending loss of program staff, leadership and institutional knowledge as growing numbers of state and local social services employees reach retirement age.

    • Budget constraints have caused reductions in the number and availability of training courses for local eligibility and social workers who provide services to older Virginians.

    To address concerns involving the impact of an aging population on VDSS services and workforce, VDSS makes the following recommendations:

    • VDSS plans to host a system-wide review of programs and services provided to adults. Participants will include local, regional and state-level managers, supervisors and front-line staff. They will assess current information on unmet service demand, waiting lists, gaps and innovations. Participants will develop and endorse a prioritized list of action steps to address the identified needs and recommend innovations for implementation.

    • Together with local departments of social services, VDSS is standardizing data collection and management reporting pertaining to waiting lists and service plans for adult services, including protective services and home-based services. State, regional and local staff will use a monthly report generated from the Adult Services/Adult Protective Services automated system (ASAPS) to focus on timeliness of investigations as a management tool for monitoring the safety of elderly and incapacitated consumers.

    • VDSS will continue to monitor workforce aging and retirement trends and to implement appropriate succession planning and leadership development strategies.
Future Direction, Expectations, and Priorities
  • Summary of Future Direction and Expectations
    More than ever, the social services system must continue to strive to increase efficiency, as the number of customers has increased without a corresponding increase in resources. Examples of recent cost-saving changes are summarized above, under “Major Initiative and Related Progress.” Additional efficiencies will be achieved over the next biennium through both technology and process improvements. At the same time, the Department must maintain and try to improve the quality of its services. The new child welfare transformation efforts demonstrate the Department’s ability to improve quality even without additional resources.

    VDSS continues to move toward service delivery that is more customer-friendly and less restricted by physical location or hours of operation. In recent years, the Department has implemented a number of new on-line tools and telephone services that improve customer access to assistance. Such improvements enable customers to search for child care and adult living facilities, check on the status of child support, apply for SNAP, and manage SNAP debit cards.

    In addition, in December 2008 VDSS proposed a plan to the Administration for Children and Families to move toward an Enterprise Social Services Delivery System, intended to offer a single, easily accessible point by which Virginia residents may apply for a variety of social services programs. The Enterprise Delivery System Project will also address numerous modernization opportunities to improve information sharing and worker efficiency and effectiveness. The Department’s plan is based on analysis from experts, research and review of other states’ systems, and consultation with the federal government. VDSS will use an incremental approach in order to develop a high-quality system as cost-effectively as possible. The initial phase will consist of feasibility studies, cost benefits and alternative approaches for certain key areas, including: a customer-facing portal, a worker support portal, a document management imaging system, service-oriented architecture, and a master customer identifier. In addition to information system improvements, the plan will focus on streamlining current program processes.
  • Summary of Potential Impediments to Achievement
    Currently, the major challenge for the social services system is handling the caseload increases for benefit programs (SNAP, Medicaid, and TANF) in the face of resource constraints. Primarily due to the recession, SNAP caseloads are at an all-time high, and other program caseloads have also increased rapidly. Meanwhile, budget reductions have been made, and more will soon be implemented. An independent workload study completed in 2008 by Hornby Zeller Associates, Inc. estimated a need for approximately 400 additional case workers in local departments statewide; this estimate has since grown significantly due to increased caseloads. This staffing shortage has implications for timeliness and accuracy of application processing and creates a risk of financial sanctions from the federal government.

    The current information system architecture supporting the social services enterprise relies heavily on legacy systems that are inflexible and increasingly expensive to maintain. The department also maintains more than 36 stand-alone systems with few interfaces, forcing local departments of social services workers to input the same information multiple times for multiple programs. The Department’s plans for an Enterprise Social Services Delivery System are intended to significantly improve VDSS' information systems, but the extent of progress made on these initiatives will depend in part on resources available in future years, both state and federal. Priorities may also be influenced by the Department’s partnership with VITA.

    Given the structure and prominence of federal funding and regulations, future directions of the department will continue to be substantially impacted by federal legislation and mandates. For example, Virginia is currently undergoing a second Child and Family Services Review, conducted by the federal Administration for Children and Families. The results of that review could require changes in processes or focus for child welfare programs. As another example, the Administration for Children and Families is imposing new requirements for states to collect and report additional information on the characteristics and outcomes of youth in foster care receiving independent living services, including a requirement to track youth for several years after leaving foster care. The federal government is providing no additional resources to meet this mandate. Additionally, in 2008 the Department implemented a new federal requirement that case workers visit children in foster care monthly rather than quarterly. Although this mandate was estimated to require 120 additional case workers, no additional funding was provided.

    The social services system has a graying workforce and has seen significant retirements that are expected to continue over the next decade. This loss of experience and institutional knowledge makes succession planning a critical task for state and local departments of social services. VDSS’ Division of Human Resources has several efforts underway to address this issue.

    Despite these challenges, the Virginia Department of Social Services, in partnership with local departments of social services, will continue to provide high-quality social services that improve the quality of life of more than one million Virginians every year.
Service Area List

Service Number Title
765 451 01 Training and Assistance to Local Staff
765 451 02 Central Administration and Quality Assurance for Benefit Programs
765 451 03 Central Administration and Quality Assurance for Family Services
765 451 05 Central Administration and Quality Assurance for Community Programs
765 451 06 Central Administration for the Comprehensive Services Act (CSA)
765 451 07 Central Administration and Quality Assurance for Child Care Activities
765 452 01 Temporary Assistance for Needy Families (TANF) Cash Assistance
765 452 11 Child Support Supplement
765 452 12 Temporary Assistance for Needy Families (TANF) Employment Services
765 452 13 Food Stamp Employment and Training (FSET) Employment Services
765 452 14 Temporary Assistance for Needy Families (TANF) Child Care Subsidies
765 452 15 At-risk Child Care Subsidies
765 452 16 Unemployed Parents Cash Assistance
765 460 03 Eligibility Determination Local Staff and Operations
765 460 06 Social Worker Local Staff and Operations
765 463 01 Support Enforcement and Collection Services
765 463 02 Public Assistance Child Support Payments
765 463 03 Non-Public Assistance Child Support Payments
765 468 01 Auxiliary Grants for the Aged, Blind, and Disabled
765 468 02 Adult In-home and Supportive Services
765 468 03 Domestic Violence Prevention and Support Activities
765 469 01 Foster Care Payments and Supportive Services
765 469 02 Supplemental Child Protective Activities
765 469 03 Adoption Subsidies and Supportive Services
765 491 01 General Relief
765 491 02 Resettlement Assistance
765 491 03 Emergency and Energy Assistance
765 492 01 Community Action Agencies
765 492 02 Volunteer Services
765 492 03 Other Payments to Human Services Organizations
765 499 00 Administrative and Support Services
765 561 01 Regulation of Adult and Child Welfare Facilities
765 561 06 Interdepartmental Licensure and Certification
Agency Background Information

Statutory Authority
Code of Virginia Title 63.2 Welfare (Social Services) Subtitles include: I.) General Provisions Related to Social Services, II.) Public Assistance, III) Social Service Programs, IV.)Licensure, V.) Administrative Child Support and VI.) Grant Programs and Funds.

Customers
Customer Group Customers served annually Potential customers annually
Children and Adults served by VDSS programs and services 1,500,000 7,000,000
Local Departments of Social Services 120 120
Service Providers 0 0

Anticipated Changes To Agency Customer Base
[Nothing entered]

Partners
Partner Description
Businesses
Children and Families
Community and Volunteer Organizations
Courts and Law Enforcement
Educational Institutions
Governmental Entities
Hospitals and Emergency Medical services
Programs, Councils and Boards
Products and Services
  • Description of the Agency's Products and/or Services:
    Foster Care Services
    Adoption Services
    Child Care Services
    Community Services
    Services for individuals and families
    Services for low income families
    Education and Training Services
    Housing
    NAP tax credits
    Policy implementation and guidance
    Program monitoring and evaluation
    Information Technology Services
    Refugee Services
    Administrative and Support Services
    Technical Assistance
    Communication Services
  • Factors Impacting Agency Products and/or Services:
    [Nothing entered]
  • Anticipated Changes in Products or Services:
    [Nothing entered]
Finance
  • Financial Overview:
    The Department of Social Service's base budget is comprised of approximately 19% general fund, 44% federal funds, and 37% special funds. In addition to these sources, approximately $125 million per year of local matching funds are expended. These local funds are not appropriated in the state budget.

    The federal funds are comprised of roughly 40 federal grants including administrative funds for Food Stamps and Medicaid, Temporary Assistance to Needy Families (TANF), Child Care Development Fund (CCDF), Title IV-D Child Support Enforcement, Title IV-E Foster Care and Adoptions, Title IV-B Child Welfare and Family Preservation Services, Low Income Home Energy Assistance Program (LIHEAP), Community Services Block Grant, AmeriCorps, Refugee/Newcomer Assistance, and the Social Services Block Grant.

    Virtually all of the special funds are the result of the collection of child support payments from non-custodial parents and subsequent payment to the custodial parents.
  • Financial Breakdown:
    FY 2011    FY 2012
      General Fund     Nongeneral Fund        General Fund     Nongeneral Fund  
    Base Budget $385,961,157  $1,451,968,056     $386,160,535  $1,452,386,244 
    Change To Base    $2,652,482  $79,241,491     -$1,043,504  $48,159,147 
               
    Agency Total $388,613,639  $1,531,209,547     $385,117,031  $1,500,545,391 
    This financial summary is computed from information entered in the service area plans.
Human Resources
  • Overview
    The Division of Human Resource Management provides personnel related services to the Department as well as a variety of services and technical assistance to local departments of social services. The Virginia Social Services System operates an array of complex programs and services through a State supervised, locally administered system. Direct services, except for the child support enforcement and licensing, are provided through 120 local departments of social services, with the number of local employees fluctuating between 6,000 and 7,000. While LDSS employees are hired by the local governing bodies, VDSS must ensure that the human resource management and benefits provided to local employees comport with the federal merit system requirements and are consistent with sound human resource policies and practices.

    Chief program authority originates from Section 63 of the Code of Virginia, and from 5CFR, Part 900 subpart F(b) of the Federal Regulations.

    The Department of Social Services’ workforce is predominantly female, middle-aged, and professional. Approximately 55% of VDSS' workforce is white and 40% is African-American. Almost 50% of VDSS' employees work in the Richmond Metropolitan area. Comparison of the workforce with all state agencies reveals that the average age of the VDSS employee is greater than the statewide average. The ratio of women to men in VDSS is extremely high- 82% women compared to 18% men. Concentration of workers in the Professional EEO category (68%) is also high. These demographics present a number of challenges which are being addressed through VDSS' fifth strategic goal: To cultivate an exceptional, diverse and well-trained workforce that is engaged in continuous learning and is capable of accomplishing the system’s mission.

    One of VDSS' strategic objectives is to attract and retain an exceptional and diverse workforce. Strategies have been developed to address diversity issues by expanding the use of innovative recruitment tools and resources and by targeting recruitment efforts to support and maintain workforce diversity. Human Resource Management is also working to ensure that the department will continue to be able to compete for talent.

    Another human resources objective focuses on workforce planning and seeks to establish and maintain a comprehensive succession planning model. This objective addresses turnover of the aging workforce and the need to retain institutional knowledge by developing employee expertise, skills and knowledge.
  • Human Resource Levels
    Effective Date 9/1/2009    
    Total Authorized Position level 1661.5    
    Vacant Positions -23.6    
    Current Employment Level 1,637.9    
    Non-Classified (Filled) 3    
    Full-Time Classified (Filled) 1631    breakout of Current Employment Level
    Part-Time Classified (Filled) 3.9    
    Faculty (Filled) 0    
    Wage 51.07    
    Contract Employees 47    
    Total Human Resource Level 1,736.0   = Current Employment Level + Wage and Contract Employees
  • Factors Impacting HR
    Economy
    The state of the economy affects how much money is available for funding social services programs. It also affects the demand for services and personnel. When the economy is in decline, the unemployment rate is typically high and the need for public assistance increases. The result is a reduction in the tax revenue used to fund programs such as social services. At the same time, the demand for services increases because more people experience a reduction in income. It is especially difficult for the Department in a declining economy, which creates the two-fold problem of increased demand for services and reduced availability of funds to pay for those services.

    When the economy is stable, more people are able to work. Businesses prepare for expansion and increased production, which causes an increase in employment and a corresponding increase in tax revenue. Although more money eventually becomes available to fund public programs, the increased competition for workers can make it especially difficult to fill social services positions. Traditionally perceived as unglamorous and lower-paying, these positions must compete with other segments of the public sector, as well as with the private sector, the latter of which is often better able to offer attractive salaries and benefits.

    Demographics
    VDSS is poised to lose as many as 829 classified employees (51%) by 2020 due to retirement. Fifty percent of the workforce is 50 years old, or more. The median age is 50. VDSS employees under 30 years old make up just 3.62% of the workforce.

    This trend is not unique within Virginia government or within the economy as a whole; but is indicative of the nationwide aging of the “Baby Boom” generation. The aging workforce gives way to a smaller workforce pool, as fewer new workers enter the job market. A smaller workforce pool increases competition for workers among prospective employers.
    As the numbers of non-English speaking residents increase, VDSS will face new challenges in delivering economic assistance and workforce services. Improved skills in addressing cultural and language differences will be needed for VDSS and LDSS staff to provide services to this population.

    Sociological/Cultural
    Children and the aged, always the most vulnerable elements of society, are at increased risk of harm and neglect. The increased risk to the weakest elements of our society translates immediately to greater caseloads for social workers and additional support from other system employees in order to provide the full spectrum of social service programs.
  • Anticipated HR Changes
    For VDSS to continue serving the needs of the population, it must become increasingly flexible and nimble in coping with the factors that threaten service delivery, such as the increasing competition for the labor pool; an increasingly multi-lingual and multi-cultural population; and higher energy costs. This is not simply an anticipated HR change, but a systemic change affecting all levels of government and our nation at large. Changing how we address situations and how we view change itself will be needed in order to continue service delivery at appropriate levels. Human resource management plays a significant role in contributing to and facilitating these changes.
Information Technology
  • Current Operational IT Investments:
    The Department’s Division of Information Systems (DIS) currently supports its three major systems: APECS (Automated Program to Enforce Child Support), OASIS (Online Automated Services Information System) and ADAPT (Application Benefit Delivery Automation Project). In addition to these three major systems, DIS also supports seventy other automated applications. These applications support the work of more than 10,000 employees and contractors of the Virginia Social Services System (VSSS), a partnership of the Virginia Department of Social Services (VDSS), 120 local departments of social services and community action agencies across the Commonwealth.

    DIS has undergone a structural reorganization to align strategically with the articulated vision from Goal 3 of the Agency’s Strategic Plan and with the results of the Department’s Business Process Reengineering (BPR) effort.

    The revised DIS organizational structure allows the IT division to implement the development, delivery and ongoing support of an IT services delivery architectural model that incorporate all components of the Commonwealth’s measure of value for IT efforts- Constituent Service, Operational Effectiveness and Strategic Alignment. These components include:

    • Portal-based presentation services;
    • Service-oriented architecture;
    • Enterprise approach to all IT development;
    • Non-duplicative development efforts;
    • Web-based applications;
    • Single sign-on and data entry; and,
    • Customer-centric business flows.

    Social services programs in Virginia are state-supervised and locally administered. VDSS oversees the operation of social services programs in accordance with the Code of Virginia Title 63.2 Welfare (Social Services). The local departments of social services implement the programs and provide direct benefits and services to citizens and residents in their communities. This state supervised, locally administered model is known as the Virginia Social Services System, or VSSS.

    The examination of the VSSS’ business model through business process re-engineering (BPR) revealed several issues and operational challenges within the state office and 120 local departments. Minimal customer self service capabilities, paper and manual based processes, and limitations on information sharing among social services activities and their partners are just a few of the problems in need of solutions based on more advanced technology.

    TANF and At-Risk Child Care assistance programs are major VDSS programs facing the operational challenges cited in VSSS’ BPR. However, child care service areas represent the largest assistance program administered by VDSS without a comprehensive information system to support it (Constituent Service and Operational Effectiveness issues).

    The present Interim Child Care System (ICC) is an application that tracks expenditures, counts of children, families served, and specific data for the children served. Although developed as an “interim” solution, the Department has used this system for over ten years. The ICC is written in MAPPER (Maintaining And Preparing/Producing Executive Reports) code, a proprietary language owned by the UNISYS Corporation. MAPPER is difficult to resource and is not compatible with web technology or integration with other systems. VDSS is pursuing a Child Care Subsidy Payment Project to address this need (see Agency IT Investments for a full description of this project).

    In 2005, the Division of Child Support Enforcement (DCSE) completed conversion of the APECS existing hierarchical database to a more dynamic and flexible relational database management system (DB2). As stated in the Advance Planning Document (APDU) describing that project, “This project will position the Division for potential future enhancements such as…..web-enabling the child support system.” This conversion yielded significant efficiency gains related to data storage and management, and has indeed positioned the Division well for new enhancements. Although DCSE has achieved the automation requirement of Personal Responsibility and Work Opportunity Reconciliation Act of 1996 (PRWORA), there is still potential for significant additional cost savings through more efficient use of automation (Constituent Service and Operational Effectiveness).

    ADAPT is the major system used by local departments of social services to support the administration of public assistance programs supervised by the Department. These benefit programs are central to VDSS business functions with the Community and Social Services, Income Security and Workforce Management lines of business. ADAPT is also written in MAPPER and is incompatible with web technology or integration with other systems.

    The Department had planned a major IT project to convert ADAPT code to JAVA code. JAVA code will allow for web functionality and integration with other Department systems. After systematic review and analysis, it was decided that converting code in its present state is not the best business approach to replace MAPPER. Our intention is to decide the best approach to replacing all MAPPER applications as a part of the Enterprise Delivery System Project (see Anticipated Changes or Desired State for a full description of this project).

    APECS currently uses out-dated, inefficient technology to create user screens for almost all of its automated case functions. Charges for mainframe computing services to support this environment total nearly $11 million annually, and this figure is rising. In addition, DCSE must purchase annual licenses for Telon and other support software totaling $350,000. Future plans for APECS improvements include a new user interface which is anticipated to greatly reduce the need for mainframe computing services by $5 million annually, as well as eliminate the need for annual licenses for outdated software.

    In efforts to improve business processes and outcomes for citizens, several business areas within VDSS are pursuing improvements in their related information systems and operations.

    The Division of Family Services is a major program area within the Community and Social Services and Law Enforcement lines of business for VDSS. All child welfare service areas are engaging in Children’s Services Transformation to strengthen safety for at-risk children and increase permanency for children in foster care. Information system improvements include implementing Safe Measures, a Web-based system that allows case workers and supervisors in local departments to monitor their foster care cases. This initiative is currently funded by Casey Family Programs.

    Additional improvements in Family Services technology focus on upgrading the OASIS system, the main child welfare information system, for the first time in more than three years.

    The Division of Benefit Programs is implementing Rushmore, a Web-based system to better track hundreds of SNAP case reviews conducted on an annual basis. Improved monitoring and case reviews are directly linked to improved services and reductions in errors, resulting in greater efficiencies and administrative effectiveness.
  • Factors Impacting the Current IT:
    The ADAPT system and other related systems are written in MAPPER. There are few clients (approximately 600) worldwide that still use this product. IT resources proficient in MAPPER skills are hard to find and expensive to hire. The Gartner Group recommended that the Department give serious consideration to replacing all MAPPER applications within the next five to ten years.

    With the transition to VITA services, Department IT costs have increased substantially. The resulting increases have diverted planned improvement expenditures to cover the costs. Current FY 2009 expenditures indicate a projected VDSS shortfall of $12 million.

    VDSS’ UNISYS charges alone are projected to equal more than $23 million in SFY 2010. These fees are paid to VITA for using the mainframe computer that VDSS purchased from UNISYS and have doubled since SFY 2005, when they were $11.9 million. UNISYS charges increased 20 percent from SFY 2008 to SFY 2009, and are projected to increase another 25 percent from SFY 2009 to SFY 2010. Given the current economic downturn and rapidly rising technology costs, current service and performance levels cannot be maintained without significant cost savings.

    In additional to the rising IT costs, social and economic factors have caused the current business model to be even more inefficient and ineffective than it was when the business process re-engineering (BPR) effort was performed in 2005. Budget reductions will influence funds available to the 120 local departments of social services. These economic conditions have created higher unemployment rates across the state.

    Lower employment rates and reduced budgets have an adverse impact on the Commonwealth’s workforce. As a result, VDSS is experiencing monumental increases in the Supplemental Nutrition Assistance Program (SNAP) caseload, as well as increased requests for other types of assistance. In the last year alone, the SNAP caseload has increased by 30 percent to more than 340,600 households (October 2009). This increase is even more significant when compared to the ten percent increase seen from October 2007 to 2008. Rising caseloads and requests for VDSS services demand higher performance and efficiencies from its staff, operations, and the IT systems required to support them (Constituent Service and Operational Effectiveness issues).
  • Proposed IT Solutions:
    Enterprise Delivery System Project

    In December 2008, VDSS submitted a pre-planning document to our federal partners to address the inefficiencies of the current business process model. This document, called a Planning Advance Planning Document (PAPD), describes VDSS’ intended plan to explore several options for an Enterprise Delivery System Project in support of this vision. A primary objective of the project is to offer a single, easily accessible point by which Virginia residents may apply for a variety of social services programs (Citizen Service). In addition, the Enterprise Delivery System Project will address numerous modernization opportunities to improve information sharing and worker efficiency and effectiveness (Operational Effectiveness issues). An incremental approach will be used by VDSS as the intended methodology for this project. This initiative will involve and advance several VDSS core lines of business:

    • Community and Social Services (programs supervised by VDSS and administered by the 120 local departments of social services);
    • Income Security (all Benefit Programs);
    • Workforce Management (VIEW and related programs)
    • Direct Services for Citizens (SNAP and Medicaid Eligibility)

    For the Enterprise Delivery System Project, VDSS envisions a client self-service model that is efficient, effective and provides a customer friendly experience. Within this vision, clients will be able to file applications for services or benefits through an online application process, report changes and manage their benefit “accounts” online. Most required materials and verification documents will be scanned and stored electronically with the application. Whenever possible, verification of required information will be captured electronically through a web-based service. Workers and/or automated processes will review applications and send additional questions or request additional documentation electronically or print to communicate with customers. As a result, workers will be able to spend more time providing quality service, case management, and accurate determination of eligibility (Constituent Service and Operational Effectiveness).

    This single business process model is to be seamless, transparent, and customer-centric. Social Services customers and local and state staff will benefit from the new business process model supported by the Enterprise Delivery System Project. The value of this enterprise effort is demonstrated in the following benefits to customers and staff:

    Benefits to customers (Constituent Service and Operational Effectiveness):
    • Improved customer service;
    • Increased access to services;
    • Ability to inquire on the status of their transactions with the agency;
    • Reduced transportation and postage costs.

    Benefits to local and state staff (Operational Effectiveness and Strategic Alignment):
    • Decrease in data entry;
    • Increased efficiency through data sharing;
    • Multi-media communication;
    • Cost effectiveness;
    • Eliminate redundancy
    • Reduced duplication of effort;
    • Improved usage of technology.

    The Enterprise Delivery System Project advances VDSS’ mission: People helping people triumph over poverty, abuse and neglect to build strong futures for themselves, their families and communities. Improving business processes and employing improved automation is central to the Department’s third agency goal and is a paramount objective of this project. The results of the VDSS enterprise project are expected to positively impact several service area measures such as the timeliness and accuracy of processing TANF and SNAP applications (Strategic Alignment).

    By enabling workers to spend more time on direct service delivery, rather than administrative activities, this project also promotes VDSS’ fourth goal to deliver high-quality, customer focused services at local and state levels (Constituent Service). Finally, all of these efforts jointly align with the Council on Virginia’s Futures long-term goal to inspire and support Virginians toward healthy lives and strong and resilient families (Strategic Alignment).

    Child Care Subsidy Payment System Project

    VDSS’ Child Care Subsidy Payment System project will provide an information system that supports a major VDSS program and lines of business including: Community and Social Services; Workforce Management, and management of government resources through Grants and Financial Management activities. The information system will:

    • Screen applicants, provide intake capability and automated eligibility determination;
    • Store Family Assessment and Service Plan records;
    • Facilitate provider resource management;
    • Provide capability to track child care authorizations, attendance and payments;
    • Facilitate financial management, by streamlining forecasting of encumbrances and fund balances;
    • Interface with varying LDSS environments, as well as VDSS systems;
    • Determine utilization of Federal Child Care & Development Funds; and
    • Provide capability to meet mandated Federal reporting requirements and allow recoupment of improper payments.

    VDSS released a Request for Proposals (RFP) for the Child Care Subsidy Payment System Project on May 22, 2009. Implementation of the child care automation project will markedly improve delivery of one of VDSS’ most significant social services programs. Child care subsidy expenditures have increased from approximately $9 million in SFY 1989 to over $146 million in SFY 2008. These expenditures provided child care services to more than 55,100 children.

    Designed for efficient customer use, the new Child Care Subsidy Payment System will provide information in a timely manner and in a format that is most useful to workers and citizens applying for and receiving child care subsidy payments (Constituent Service and Operational Effectiveness). The convenience of various service delivery options will be integrated across state and local government to meet a variety of child care and development needs of families in Virginia. This project seeks to provide a human, technical, fiscal, and regulatory infrastructure that delivers customer satisfaction at reasonable cost.

    The Child Care project directly supports VDSS' mission, its third agency goal and related objectives, specifically to: optimize business processes; improve service delivery to meet the needs of customers; and increase efficiency of IT solutions to meet the needs of stakeholders and users. Strategic Alignment is further demonstrated by the direct impact of this project on two VDSS service areas and related measures- Temporary Assistance for Needy Families (TANF) Child Care Subsidies [76545214] and At-risk Child Care Subsidies [76545215].

    The project is also in aligned with the Council on Virginia’s Future long-term goals to have Virginia recognized as the best managed state in the nation (Operational Effectiveness) and supports Virginians toward healthy lives and strong and resilient families (Constituent Service).

    Child Support Enforcement

    IT support for Child Support Enforcement is central to VDSS’ core lines of business, Community and Social Services, Income Security and Law Enforcement (enforcement related to court orders, seizures of property for non-compliance). Work on the APECS, the Child Support Enforcement System, will focus on replacing CICS and the existing presentation layer. The CICS Replacement effort is intended to enhance the efficiency and effectiveness of the Child Support Enforcement System (APECS) by reducing costs and improving customer service and system usability (Citizen Service and Operational Effectiveness issues).

    DCSE will evaluate the enhancement options available by performing a needs analysis followed by a feasibility study and alternatives analysis of each option. In the initial planning phase, the State will evaluate options for replacing the Customer Information Control System (CICS) based user interface. Replacing the existing text ‘green’ screens with a Graphic User Interface (GUI) will increase worker productivity by making the system easier to use and navigate. The current system screens do not support drop-down menus, controls, multiple screens or other GUI features. In addition, the familiarity and intuitive qualities of a modern interface will reduce costs for training new users (improvements to Operational Effectiveness).

    The Cost/Benefit analysis will be used to select the combination of enhancement options that fit the State's budget and technology goals and are most cost beneficial to the Child Support Program. DCSE will subsequently develop an Implementation Plan for implementation of the selected options. Specific requirements and a conceptual design for each option will be detailed in the plan. Additional cost savings by improving information technology to support this line of business can potentially improve performance on the agency’s key productivity measure (a Strategic Alignment issue), Amount of Child Support Collected per Dollar Expended for administration. Division of Child Support Enforcement IT changes will also impact VDSS’ key performance measure, the percent of Child Support owed that is collected (Service Area Plan - 76546301).
  • Current IT Services:

    Estimated Ongoing Operations and Maintenance Costs for Existing IT Investments

    Cost - Year 1 Cost - Year 2
    General Fund Non-general Fund General Fund Non-general Fund
    Projected Service Fees $34,724,942 $14,574,080 $35,245,816 $14,792,691
    Changes (+/-) to VITA
    Infrastructure
    $0 $0 $0 $0
    Estimated VITA Infrastructure $34,724,942 $14,574,080 $35,245,816 $14,792,691
    Specialized Infrastructure $0 $0 $0 $0
    Agency IT Staff $6,272,674 $6,272,674 $6,272,674 $6,272,674
    Non-agency IT Staff $2,950,000 $2,950,000 $2,950,000 $2,950,000
    Other Application Costs $598,478 $598,478 $598,478 $598,478
    Agency IT Current Services $44,546,094 $24,395,232 $45,066,968 $24,613,843
    Comments:
    VDSS’ UNISYS charges alone are projected to equal more than $23 million in SFY 2010. These fees are paid to VITA for using the mainframe computer that VDSS purchased from UNISYS and have doubled since SFY 2005, when they were $11.9 million. UNISYS charges increased 20 percent from SFY 2008 to SFY 2009, and are projected to increase another 25 percent from SFY 2009 to SFY 2010. Given the current economic downturn and rapidly rising technology costs, current service and performance levels cannot be maintained without significant cost savings.

    2/26/10 - VDSS updated its ITSP budget to align with the costs associated with the approved project proposal for the Child Care Subsidy Payment System. The execution and maintenance estimates were revised to include more accurate figures based on the RFP response.
  • Proposed IT Investments

    Estimated Costs for Projects and New IT Investments

    Cost - Year 1 Cost - Year 2
    General Fund Non-general Fund General Fund Non-general Fund
    Major IT Projects $0 $14,221,395 $0 $1,049,568
    Non-major IT Projects $0 $0 $0 $0
    Agency-level IT Projects $0 $0 $0 $0
    Major Stand Alone IT Procurements $0 $0 $0 $0
    Non-major Stand Alone IT Procurements $0 $0 $0 $0
    Total Proposed IT Investments $0 $14,221,395 $0 $1,049,568
  • Projected Total IT Budget
    Cost - Year 1 Cost - Year 2
    General Fund Non-general Fund General Fund Non-general Fund
    Current IT Services $44,546,094 $24,395,232 $45,066,968 $24,613,843
    Proposed IT Investments $0 $14,221,395 $0 $1,049,568
    Total $44,546,094 $38,616,627 $45,066,968 $25,663,411
Appendix A - Agency's information technology investment detail maintained in VITA's ProSight system.
Capital
  • Current State of Capital Investments:
    [Nothing entered]
  • Factors Impacting Capital Investments:
    [Nothing entered]
  • Capital Investments Alignment:
    [Nothing entered]
Agency Goals

Goal 1

Maximize the economic independence, safety and stability of individuals and families

Goal Summary and Alignment

Goal Summary The Department of Social Services provides services and benefits which enable more than two million Virginians each year to maintain their well-being and advance toward and attain self-sufficiency. This goal seeks to improve the employment outcomes of participants in the Department’s workforce development programs, increase child support collections, improve access to safety net programs, and ensure the safety and well-being of children. The social services system preserves the well-being of Virginians by administering the programs that constitute the Commonwealth’s social safety net: financial assistance programs (Auxiliary Grants, Child Care Assistance Temporary Assistance for Needy Families, General Relief, Fuel/Cooling Assistance, and Crisis Assistance), nutrition education and direct assistance (Food Stamps); eligibility for medical services (Medicaid, FAMIS, Medicare Part D low-income subsidy, and State and Local Hospitalization); and child and adult protective services. The social services system also provides critical licensing and child support enforcement services which keep children in safe and economically viable environments and enable parents to participate in the workforce. Finally, the social services system promotes individual and economic development through multiple workforce development programs that meet the needs of employers and target incumbent workers and job seekers who are aging out of foster care or who receive safety net services. By ensuring the well-being and personal responsibility of needy citizens, fostering the safety and development young children, and preserving the health and dignity of aged and disabled adults, the social services system contributes to a strong workforce, an enhanced tax base, and a better quality of life for all Virginians. Goal Alignment This goal supports the Council on Virginia’s Future long term objectives to “inspire and support Virginians toward healthy lives and strong, resilient families” and “elevate the levels of educational preparedness and attainment of our citizens.”

Goal Alignment to Statewide Goals
  • Elevate the levels of educational preparedness and attainment of our citizens.
  • Inspire and support Virginians toward healthy lives and strong and resilient families.
Goal 2

Establish a performance management system

Goal Summary and Alignment

Goal Summary The establishment of a performance management system is key to the success of VDSS. In order to establish such a system one of the first major steps is to educate the stakeholders and to adopt key elements of a performance management system. For the foreseeable future this will be the primary focus of this goal.

Goal Alignment to Statewide Goals
  • Be recognized as the best-managed state in the nation.
Goal 3

Improve business productivity through effective automation

Goal Summary and Alignment

Improved business productivity will be achieved through more effective use of automation. Improved service to customers will result. Modernizing business processes within VDSS to eliminate duplication, redundancy and unnecessary actions in the delivery of social services is a first step for improving productivity of the social services system.

Goal Alignment to Statewide Goals
  • Be recognized as the best-managed state in the nation.
Goal 4

Deliver high-quality customer-focused services

Goal Summary and Alignment

The objective of this goal is to ensure the level of service being supplied to the customer is the best it can be. This will be achieved through various monitoring tools and strategies will be implemented to increase the level of internal and external satisfaction with services provided by VDSS.

Goal Alignment to Statewide Goals
  • Be recognized as the best-managed state in the nation.
Goal 5

Cultivate a high performing, diverse and well-trained workforce that is engaged in continuous learning

Goal Summary and Alignment

For the VDSS to be successful in its mission and vision, it must employ a competent workforce that is equipped to deliver needed services. This goal will monitor and implement strategies to ensure the workforce is exceptional and prepared to fulfill the requirements of this complex and demanding organization.

Goal Alignment to Statewide Goals
  • Be recognized as the best-managed state in the nation.
  • Inspire and support Virginians toward healthy lives and strong and resilient families.
Goal 6

Provide resources necessary to assure quality services that meet the needs of Virginia’s residents

Goal Summary and Alignment

By ensuring that the agency is effectively managing its financial resources, streamlining administrative costs and working to increase departmental and system-wide resources, VDSS will be positioned to deliver quality services to Virginians.

Goal Alignment to Statewide Goals
  • Be recognized as the best-managed state in the nation.
Goal 7

Strengthen the culture of preparedness across state agencies, their employees and customers.

Goal Summary and Alignment

This goal ensures compliance with federal and state regulations, polices and procedures for Commonwealth preparedness, as well as guidelines promulgated by the Assistant to the Governor for Commonwealth Preparedness, in collaboration with the Governor’s Cabinet, the Commonwealth Preparedness Working Group, the Department of Planning and Budget and the Council on Virginia’s Future. The goal supports achievement of the Commonwealth’s statewide goal of protecting the public's safety and security, ensuring a fair and effective system of justice and providing a prepared response to emergencies and disasters of all kinds.

Goal Alignment to Statewide Goals
  • Protect the public’s safety and security, ensuring a fair and effective system of justice and providing a prepared response to emergencies and disasters of all kinds.
Goal Objectives
  • We will be prepared to act in the interest of the citizens of the Commonwealth and its infrastructure during emergency situations by actively planning and training both as an agency and as individuals.
    Link to State Strategy
    • nothing linked

Service Area Strategic Plan
4/17/2014   3:47 am
Department of Social Services (765)
Biennium:
Service Area 1 of 33
Training and Assistance to Local Staff (765 451 01)
Description

The Training and Assistance to Local Staff service area is dedicated to establishing an effective infrastructure to support a comprehensive training delivery system, producing a fully trained and skilled workforce to meet the needs of our customers.
Background Information
Mission Alignment and Authority
  • Describe how this service supports the agency mission
    By operating an effective training delivery and learning management system, we become a high performing workforce engaged in continuous education and ensure our ability to accomplish the agency's mission.
  • Describe the Statutory Authority of this Service
    Code of Virginia § 63.2- (204, 208, 219, 226, 312, 1502, 1504, 1604, 1700, 1704, 1709, 1732, 1733, 1800 and 1914)
Customers
Agency Customer Group Customer Customers served annually Potential annual customers
Community Action Agencies 36 0
LDSS Employees 4,060 8,100
Local Department of Social Services (LDSS) 120 120
Service Providers 15 0
State Agencies 24 0

Anticipated Changes To Agency Customer Base
As referenced in several recent studies (JLARC, DHRM), social services professionals will be eligible for retirement. VDSS needs to ensure that succession planning activities are in place to ensure continuity of services to customers.
Partners
Partner Description
Area Training Centers( ATCs) Five regional training hubs for local and state staff
Local Departments of Social Services
State agencies DHRM, DMAS,DOE,CSA, and DJJ provide shared content in the Knowledge Center
Virginia Institute for Social Services Training Activities (VISSTA) VCU VISSTA -Training delivery and development vendors
Products and Services
  • Factors Impacting the Products and/or Services:
    Training services are constantly changing to meet the needs and demands of a diverse workforce and customer base. Several factors will impact our products and services. They include: the economic downturn, which will bring about more emphasis on e-learning, growth of Virginia’s ESL populations, implementation of the Child Welfare Transformation Initiative, accountability at all levels, and expectations for a highly-skilled and self-directed workforce able to meet the ever changing demands and needs of the social service delivery system.
  • Anticipated Changes to the Products and/or Services
    VDSS and its partners in the social services system plan to implement comprehensive changes to the training system in order to address the emerging needs of our workforce as well as embrace the use of new technologies that can improve our training delivery methods. Recognizing the need to develop and nurture an environment where continuous learning and development are encouraged, an extensive internal training plan is under development. Integration with the Commonwealth of Virginia's Knowledge Center continues to be a key component of this plan and readily offers opportunities for enhanced training focused on leadership development, customer services/relations and ongoing employee development.

    By establishing performance-based training contracts and enhancing polices and procedures to ensure the highest level of accountability from all sub-grantees, VDSS is in a position to continuously evaluate the performance of our training system. Risk-based monitoring strategies will be implemented in order to assess our progress. Regular on-site visits will be conducted and competition will be encouraged to ensure the best services and products for our workforce.
  • Listing of Products and/or Services
    • Support services- Manage training delivery and development, monitor training delivery and development activities
    • Support services - Develop and monitor the contractual terms and conditions for sub-grantees, monitor sub-grantee fiscal activities, administer the Knowledge Center, coordinate online learning content development, oversee instructional design
    • Support services - Coordinate the Leadership Academy , and the New Director’s Learning Experience
Finance
  • Financial Overview
    Funding for the Training program comes from general funds and federal funds. The federal funds come from various sources, including Title IV-E Foster Care, the Social Services Block Grant (SSBG), Food Stamps, Medicaid, and the TANF Block Grant.
  • Financial Breakdown
    FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012
      General Fund     Nongeneral Fund        General Fund     Nongeneral Fund  
    Base Budget $3,165,754 $3,917,434    $3,165,754 $3,917,434
    Change To Base -$4,064 -$4,653    -$4,064 -$4,653
               
    Service Area Total   $3,161,690  $3,912,781     $3,161,690  $3,912,781 
    Base Budget $3,165,754 $3,917,434    $3,165,754 $3,917,434
    Change To Base -$4,064 -$4,653    -$4,064 -$4,653
               
    Service Area Total   $3,161,690  $3,912,781     $3,161,690  $3,912,781 
    Base Budget $3,165,754 $3,917,434    $3,165,754 $3,917,434
    Change To Base -$4,064 -$4,653    -$4,064 -$4,653
               
    Service Area Total   $3,161,690  $3,912,781     $3,161,690  $3,912,781 
    Base Budget $3,165,754 $3,917,434    $3,165,754 $3,917,434
    Change To Base -$4,064 -$4,653    -$4,064 -$4,653
               
    Service Area Total   $3,161,690  $3,912,781     $3,161,690  $3,912,781 
    Base Budget $3,165,754 $3,917,434    $3,165,754 $3,917,434
    Change To Base -$4,064 -$4,653    -$4,064 -$4,653
               
    Service Area Total   $3,161,690  $3,912,781     $3,161,690  $3,912,781 
    Base Budget $3,165,754 $3,917,434    $3,165,754 $3,917,434
    Change To Base -$4,064 -$4,653    -$4,064 -$4,653
               
    Service Area Total   $3,161,690  $3,912,781     $3,161,690  $3,912,781 
    Base Budget $3,165,754 $3,917,434    $3,165,754 $3,917,434
    Change To Base -$4,064 -$4,653    -$4,064 -$4,653
               
    Service Area Total   $3,161,690  $3,912,781     $3,161,690  $3,912,781 
    Base Budget $3,165,754 $3,917,434    $3,165,754 $3,917,434
    Change To Base -$4,064 -$4,653    -$4,064 -$4,653
               
    Service Area Total   $3,161,690  $3,912,781     $3,161,690  $3,912,781 
    Base Budget $3,165,754 $3,917,434    $3,165,754 $3,917,434
    Change To Base -$4,064 -$4,653    -$4,064 -$4,653
               
    Service Area Total   $3,161,690  $3,912,781     $3,161,690  $3,912,781 
    Base Budget $3,165,754 $3,917,434    $3,165,754 $3,917,434
    Change To Base -$4,064 -$4,653    -$4,064 -$4,653
               
    Service Area Total   $3,161,690  $3,912,781     $3,161,690  $3,912,781 
    Base Budget $3,165,754 $3,917,434    $3,165,754 $3,917,434
    Change To Base -$4,064 -$4,653    -$4,064 -$4,653
               
    Service Area Total   $3,161,690  $3,912,781     $3,161,690  $3,912,781 
    Base Budget $3,165,754 $3,917,434    $3,165,754 $3,917,434
    Change To Base -$4,064 -$4,653    -$4,064 -$4,653
               
    Service Area Total   $3,161,690  $3,912,781     $3,161,690  $3,912,781 
    Base Budget $3,165,754 $3,917,434    $3,165,754 $3,917,434
    Change To Base -$4,064 -$4,653    -$4,064 -$4,653
               
    Service Area Total   $3,161,690  $3,912,781     $3,161,690  $3,912,781 
    Base Budget $3,165,754 $3,917,434    $3,165,754 $3,917,434
    Change To Base -$4,064 -$4,653    -$4,064 -$4,653
               
    Service Area Total   $3,161,690  $3,912,781     $3,161,690  $3,912,781 
    Base Budget $3,165,754 $3,917,434    $3,165,754 $3,917,434
    Change To Base -$4,064 -$4,653    -$4,064 -$4,653
               
    Service Area Total   $3,161,690  $3,912,781     $3,161,690  $3,912,781 
    Base Budget $3,165,754 $3,917,434    $3,165,754 $3,917,434
    Change To Base -$4,064 -$4,653    -$4,064 -$4,653
               
    Service Area Total   $3,161,690  $3,912,781     $3,161,690  $3,912,781 
    Base Budget $3,165,754 $3,917,434    $3,165,754 $3,917,434
    Change To Base -$4,064 -$4,653    -$4,064 -$4,653
               
    Service Area Total   $3,161,690  $3,912,781     $3,161,690  $3,912,781 
    Base Budget $3,165,754 $3,917,434    $3,165,754 $3,917,434
    Change To Base -$4,064 -$4,653    -$4,064 -$4,653
               
    Service Area Total   $3,161,690  $3,912,781     $3,161,690  $3,912,781 
    Base Budget $3,165,754 $3,917,434    $3,165,754 $3,917,434
    Change To Base -$4,064 -$4,653    -$4,064 -$4,653
               
    Service Area Total   $3,161,690  $3,912,781     $3,161,690  $3,912,781 
    Base Budget $3,165,754 $3,917,434    $3,165,754 $3,917,434
    Change To Base -$4,064 -$4,653    -$4,064 -$4,653
               
    Service Area Total   $3,161,690  $3,912,781     $3,161,690  $3,912,781 
    Base Budget $3,165,754 $3,917,434    $3,165,754 $3,917,434
    Change To Base -$4,064 -$4,653    -$4,064 -$4,653
               
    Service Area Total   $3,161,690  $3,912,781     $3,161,690  $3,912,781 
    Base Budget $3,165,754 $3,917,434    $3,165,754 $3,917,434
    Change To Base -$4,064 -$4,653    -$4,064 -$4,653
               
    Service Area Total   $3,161,690  $3,912,781     $3,161,690  $3,912,781 
    Base Budget $3,165,754 $3,917,434    $3,165,754 $3,917,434
    Change To Base -$4,064 -$4,653    -$4,064 -$4,653
               
    Service Area Total   $3,161,690  $3,912,781     $3,161,690  $3,912,781 
    Base Budget $3,165,754 $3,917,434    $3,165,754 $3,917,434
    Change To Base -$4,064 -$4,653    -$4,064 -$4,653
               
    Service Area Total   $3,161,690  $3,912,781     $3,161,690  $3,912,781 
    Base Budget $3,165,754 $3,917,434    $3,165,754 $3,917,434
    Change To Base -$4,064 -$4,653    -$4,064 -$4,653
               
    Service Area Total   $3,161,690  $3,912,781     $3,161,690  $3,912,781 
    Base Budget $3,165,754 $3,917,434    $3,165,754 $3,917,434
    Change To Base -$4,064 -$4,653    -$4,064 -$4,653
               
    Service Area Total   $3,161,690  $3,912,781     $3,161,690  $3,912,781 
    Base Budget $3,165,754 $3,917,434    $3,165,754 $3,917,434
    Change To Base -$4,064 -$4,653    -$4,064 -$4,653
               
    Service Area Total   $3,161,690  $3,912,781     $3,161,690  $3,912,781 
    Base Budget $3,165,754 $3,917,434    $3,165,754 $3,917,434
    Change To Base -$4,064 -$4,653    -$4,064 -$4,653
               
    Service Area Total   $3,161,690  $3,912,781     $3,161,690  $3,912,781 
    Base Budget $3,165,754 $3,917,434    $3,165,754 $3,917,434
    Change To Base -$4,064 -$4,653    -$4,064 -$4,653
               
    Service Area Total   $3,161,690  $3,912,781     $3,161,690  $3,912,781 
    Base Budget $3,165,754 $3,917,434    $3,165,754 $3,917,434
    Change To Base -$4,064 -$4,653    -$4,064 -$4,653
               
    Service Area Total   $3,161,690  $3,912,781     $3,161,690  $3,912,781 
    Base Budget $3,165,754 $3,917,434    $3,165,754 $3,917,434
    Change To Base -$4,064 -$4,653    -$4,064 -$4,653
               
    Service Area Total   $3,161,690  $3,912,781     $3,161,690  $3,912,781 
    Base Budget $3,165,754 $3,917,434    $3,165,754 $3,917,434
    Change To Base -$4,064 -$4,653    -$4,064 -$4,653
               
    Service Area Total   $3,161,690  $3,912,781     $3,161,690  $3,912,781 
    Base Budget $3,165,754 $3,917,434    $3,165,754 $3,917,434
    Change To Base -$4,064 -$4,653    -$4,064 -$4,653
               
    Service Area Total   $3,161,690  $3,912,781     $3,161,690  $3,912,781 
Human Resources
  • Human Resources Overview
    [Nothing entered]
  • Human Resource Levels
    Effective Date      
    Total Authorized Position level 0    
    Vacant Positions 0    
    Current Employment Level 0.0    
    Non-Classified (Filled)    
    Full-Time Classified (Filled)    breakout of Current Employment Level
    Part-Time Classified (Filled)    
    Faculty (Filled)    
    Wage    
    Contract Employees    
    Total Human Resource Level 0.0   = Current Employment Level + Wage and Contract Employees
  • Factors Impacting HR
    [Nothing entered]
  • Anticipated HR Changes
    [Nothing entered]
Service Area Objectives
 
  • To provide a comprehensive learning system that supports employee knowledge and development
    Objective Description
    This objective focuses on equipping staff with knowledge and skills that will enable them to perform their assigned duties and forward the mission of the agency.
    Alignment to Agency Goals
    • Agency Goal: Cultivate a high performing, diverse and well-trained workforce that is engaged in continuous learning
    Link to State Strategy
    • nothing linked
    Objective Measures
    • Percent of LDSS employees participating in training sessions annually
      Measure Class:
      Other
      Measure Type:
      Outcome
      Measure Frequency:
      Annual
      Preferred Trend:
      Up

      Frequency Comment: Annual - Number of employee training and development activities provided annually

      Measure Baseline Value:
      50
      Date:
      6/30/2009

      Measure Baseline Description: 50% of LDSS employees participated in training sessions in SFY 2009

      Measure Target Value:
      65
      Date:
      6/30/2012

      Measure Target Description: 65% of LDSS employees will participate in training sessions by the end of SFY 2012

      Data Source and Calculation: Data for this measure is captured from subgrantee reports, fiscal reports, and the Commonwealth of Virginia's Knowledge Center. The number of LDSS employees is provided by VDSS’ Division of Human Resources Management.



Service Area Strategic Plan
4/17/2014   3:47 am
Department of Social Services (765)
Biennium:
Service Area 2 of 33
Central Administration and Quality Assurance for Benefit Programs (765 451 02)
Description

This service area supports the supervision of Virginia’s safety net programs including the Commonwealth’s
largest nutrition assistance program, the Supplemental Nutrition Assistance Program (SNAP – formerly known as the Food Stamp Program); financial assistance programs include the Energy Assistance Program, the General Relief Program, and the Temporary Assistance for Needy Families Program (TANF); and the eligibility services for medical assistance programs (FAMIS, Medicaid, and State and Local Hospitalization). This service area also supports the supervision of two of the Commonwealth’s largest workforce programs: the Virginia Initiative for Employment not Welfare (VIEW) and the Supplemental Nutrition Assistance Program Employment and Training (SNAPET).

The functions supported by this service area include guidance development, program development, legislative and regulatory analysis, business process reengineering, policy and information systems training, dissemination of best practices, contracting, budgeting and monitoring, and technical assistance to the local departments of social services which implement these programs. Benefit Programs is also responsible for the eligibility staff for medical services. These staff persons are stationed in various hospitals and health facilities throughout the Commonwealth. This endeavor significantly impacts operations at local departments of social services.
Background Information
Mission Alignment and Authority
  • Describe how this service supports the agency mission
    This service area supports the mission of the Department through the supervision of programs that help individuals meet their basic human needs and move toward self-sufficiency through employment. These financial, nutrition, medical, and workforce services help individuals move out of poverty, fosters the realization of self-sufficiency and build strong families and communities.
  • Describe the Statutory Authority of this Service
    This service area responds to two federal oversight agencies - the U S. Departments of Agriculture and Health and Human Services.

    The Supplemental Nutrition Assistance Program (SNAP) is administered by the U. S. Department of Agriculture and federal statutory authority is the Farm Bill of 2008, as amended; federal regulations are codified at Title 7 of the Code of Federal Regulations (CFR).

    The Temporary Assistance for Needy Families (TANF) Program is administered by the U. S. Department of Health and Human Services and federal statutory authority is the Title IV-A of the Social Security Act; regulations are codified at Title 45 CFR.

    The Medicaid and FAMIS programs are also administered by the U. S. Department of Health and Human Services and federal statutory authority is Title XIX of the Social Security Act for Medicaid and Title XXI for FAMIS (the name of Virginia’s State Children’s Health Insurance Program); regulations are codified at Title 42 CFR.

    The Energy Assistance Program is also administered by the U. S. Department of Health and Human Services and federal statutory authority is the Low Income Home Energy Assistance Act; there are no federal regulations.

    State statutory authority for these programs is found at Title 63.2 of the Code of Virginia and regulations are found at Title 22 of the Virginia Administrative Code.

    This service area also supervises local administration of the General Relief and State and Local Hospitalization Programs; state statutory authority for these programs can be found at Title 63.2 and Title 32.1of the Code of Virginia, respectively.
Customers
Agency Customer Group Customer Customers served annually Potential annual customers
Federal agencies 2 2
Local Departments of Social Services (LDSS) 120 120
Policy Makers 140 140

Anticipated Changes To Agency Customer Base
There are no anticipated changes to the customer base.
Partners
Partner Description
Contracted service providers
Federal government
Local Departments of Social Services
State agencies
Virginia Institute for Social Services Training Activities (VISSTA)
Products and Services
  • Factors Impacting the Products and/or Services:
    The principal factors impacting the products and services provided by this service area include changes in federal and state legislation, the social services system business process reengineering initiative, and the increasing workload at local departments of social services. While caseloads have generally increased for the past few years, the condition of the national and state economy makes it increasingly likely that the rate of caseload growth will continue to appreciably exceed the rate of increased staff at the local level. Consequently, this will impact the timeliness and accuracy of delivery of products/services.
  • Anticipated Changes to the Products and/or Services
    The use of technology to streamline the delivery of services at the local level will impact the services and products provided through this service area. Improvements through technologies used to determine eligibility for financial assistance will be used to simplify and streamline access and service delivery.
  • Listing of Products and/or Services
    • Support of local departments of social services and organizations serving individuals, families and communities
    • Supervision, oversight and monitoring of social services program administration and performance
Finance
  • Financial Overview
    Funding for the service area comes from federal and state sources. Support at the state level for the Medicaid and Food Stamp programs is a combination of state and federal funds. Administrative costs for the Energy Assistance Program are 100% federally funded by the LIHEAP block grant and limited to 3% of the grant by state regulation. Funding for TANF activities is a combination of TANF block grant and state maintenance of effort (MOE) funding. State funds finance the activities of the smaller programs (General Relief, State and Local Hospitalization) in the service area.
  • Financial Breakdown
    FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012
      General Fund     Nongeneral Fund        General Fund     Nongeneral Fund  
    Base Budget $5,774,126 $7,267,219    $5,774,126 $7,267,219
    Change To Base -$733,717 -$605,610    -$733,717 -$755,610
               
    Service Area Total   $5,040,409  $6,661,609     $5,040,409  $6,511,609 
    Base Budget $5,774,126 $7,267,219    $5,774,126 $7,267,219
    Change To Base -$733,717 -$605,610    -$733,717 -$755,610
               
    Service Area Total   $5,040,409  $6,661,609     $5,040,409  $6,511,609 
    Base Budget $5,774,126 $7,267,219    $5,774,126 $7,267,219
    Change To Base -$733,717 -$605,610    -$733,717 -$755,610
               
    Service Area Total   $5,040,409  $6,661,609     $5,040,409  $6,511,609 
    Base Budget $5,774,126 $7,267,219    $5,774,126 $7,267,219
    Change To Base -$733,717 -$605,610    -$733,717 -$755,610
               
    Service Area Total   $5,040,409  $6,661,609     $5,040,409  $6,511,609 
    Base Budget $5,774,126 $7,267,219    $5,774,126 $7,267,219
    Change To Base -$733,717 -$605,610    -$733,717 -$755,610
               
    Service Area Total   $5,040,409  $6,661,609     $5,040,409  $6,511,609 
    Base Budget $5,774,126 $7,267,219    $5,774,126 $7,267,219
    Change To Base -$733,717 -$605,610    -$733,717 -$755,610
               
    Service Area Total   $5,040,409  $6,661,609     $5,040,409  $6,511,609 
    Base Budget $5,774,126 $7,267,219    $5,774,126 $7,267,219
    Change To Base -$733,717 -$605,610    -$733,717 -$755,610
               
    Service Area Total   $5,040,409  $6,661,609     $5,040,409  $6,511,609 
    Base Budget $5,774,126 $7,267,219    $5,774,126 $7,267,219
    Change To Base -$733,717 -$605,610    -$733,717 -$755,610
               
    Service Area Total   $5,040,409  $6,661,609     $5,040,409  $6,511,609 
    Base Budget $5,774,126 $7,267,219    $5,774,126 $7,267,219
    Change To Base -$733,717 -$605,610    -$733,717 -$755,610
               
    Service Area Total   $5,040,409  $6,661,609     $5,040,409  $6,511,609 
    Base Budget $5,774,126 $7,267,219    $5,774,126 $7,267,219
    Change To Base -$733,717 -$605,610    -$733,717 -$755,610
               
    Service Area Total   $5,040,409  $6,661,609     $5,040,409  $6,511,609 
    Base Budget $5,774,126 $7,267,219    $5,774,126 $7,267,219
    Change To Base -$733,717 -$605,610    -$733,717 -$755,610
               
    Service Area Total   $5,040,409  $6,661,609     $5,040,409  $6,511,609 
    Base Budget $5,774,126 $7,267,219    $5,774,126 $7,267,219
    Change To Base -$733,717 -$605,610    -$733,717 -$755,610
               
    Service Area Total   $5,040,409  $6,661,609     $5,040,409  $6,511,609 
    Base Budget $5,774,126 $7,267,219    $5,774,126 $7,267,219
    Change To Base -$733,717 -$605,610    -$733,717 -$755,610
               
    Service Area Total   $5,040,409  $6,661,609     $5,040,409  $6,511,609 
    Base Budget $5,774,126 $7,267,219    $5,774,126 $7,267,219
    Change To Base -$733,717 -$605,610    -$733,717 -$755,610
               
    Service Area Total   $5,040,409  $6,661,609     $5,040,409  $6,511,609 
    Base Budget $5,774,126 $7,267,219    $5,774,126 $7,267,219
    Change To Base -$733,717 -$605,610    -$733,717 -$755,610
               
    Service Area Total   $5,040,409  $6,661,609     $5,040,409  $6,511,609 
    Base Budget $5,774,126 $7,267,219    $5,774,126 $7,267,219
    Change To Base -$733,717 -$605,610    -$733,717 -$755,610
               
    Service Area Total   $5,040,409  $6,661,609     $5,040,409  $6,511,609 
    Base Budget $5,774,126 $7,267,219    $5,774,126 $7,267,219
    Change To Base -$733,717 -$605,610    -$733,717 -$755,610
               
    Service Area Total   $5,040,409  $6,661,609     $5,040,409  $6,511,609 
    Base Budget $5,774,126 $7,267,219    $5,774,126 $7,267,219
    Change To Base -$733,717 -$605,610    -$733,717 -$755,610
               
    Service Area Total   $5,040,409  $6,661,609     $5,040,409  $6,511,609 
    Base Budget $5,774,126 $7,267,219    $5,774,126 $7,267,219
    Change To Base -$733,717 -$605,610    -$733,717 -$755,610
               
    Service Area Total   $5,040,409  $6,661,609     $5,040,409  $6,511,609 
    Base Budget $5,774,126 $7,267,219    $5,774,126 $7,267,219
    Change To Base -$733,717 -$605,610    -$733,717 -$755,610
               
    Service Area Total   $5,040,409  $6,661,609     $5,040,409  $6,511,609 
    Base Budget $5,774,126 $7,267,219    $5,774,126 $7,267,219
    Change To Base -$733,717 -$605,610    -$733,717 -$755,610
               
    Service Area Total   $5,040,409  $6,661,609     $5,040,409  $6,511,609 
    Base Budget $5,774,126 $7,267,219    $5,774,126 $7,267,219
    Change To Base -$733,717 -$605,610    -$733,717 -$755,610
               
    Service Area Total   $5,040,409  $6,661,609     $5,040,409  $6,511,609 
    Base Budget $5,774,126 $7,267,219    $5,774,126 $7,267,219
    Change To Base -$733,717 -$605,610    -$733,717 -$755,610
               
    Service Area Total   $5,040,409  $6,661,609     $5,040,409  $6,511,609 
    Base Budget $5,774,126 $7,267,219    $5,774,126 $7,267,219
    Change To Base -$733,717 -$605,610    -$733,717 -$755,610
               
    Service Area Total   $5,040,409  $6,661,609     $5,040,409  $6,511,609 
    Base Budget $5,774,126 $7,267,219    $5,774,126 $7,267,219
    Change To Base -$733,717 -$605,610    -$733,717 -$755,610
               
    Service Area Total   $5,040,409  $6,661,609     $5,040,409  $6,511,609 
    Base Budget $5,774,126 $7,267,219    $5,774,126 $7,267,219
    Change To Base -$733,717 -$605,610    -$733,717 -$755,610
               
    Service Area Total   $5,040,409  $6,661,609     $5,040,409  $6,511,609 
    Base Budget $5,774,126 $7,267,219    $5,774,126 $7,267,219
    Change To Base -$733,717 -$605,610    -$733,717 -$755,610
               
    Service Area Total   $5,040,409  $6,661,609     $5,040,409  $6,511,609 
    Base Budget $5,774,126 $7,267,219    $5,774,126 $7,267,219
    Change To Base -$733,717 -$605,610    -$733,717 -$755,610
               
    Service Area Total   $5,040,409  $6,661,609     $5,040,409  $6,511,609 
    Base Budget $5,774,126 $7,267,219    $5,774,126 $7,267,219
    Change To Base -$733,717 -$605,610    -$733,717 -$755,610
               
    Service Area Total   $5,040,409  $6,661,609     $5,040,409  $6,511,609 
    Base Budget $5,774,126 $7,267,219    $5,774,126 $7,267,219
    Change To Base -$733,717 -$605,610    -$733,717 -$755,610
               
    Service Area Total   $5,040,409  $6,661,609     $5,040,409  $6,511,609 
    Base Budget $5,774,126 $7,267,219    $5,774,126 $7,267,219
    Change To Base -$733,717 -$605,610    -$733,717 -$755,610
               
    Service Area Total   $5,040,409  $6,661,609     $5,040,409  $6,511,609 
    Base Budget $5,774,126 $7,267,219    $5,774,126 $7,267,219
    Change To Base -$733,717 -$605,610    -$733,717 -$755,610
               
    Service Area Total   $5,040,409  $6,661,609     $5,040,409  $6,511,609 
Human Resources
  • Human Resources Overview
    [Nothing entered]
  • Human Resource Levels
    Effective Date      
    Total Authorized Position level 0    
    Vacant Positions 0    
    Current Employment Level 0.0    
    Non-Classified (Filled)    
    Full-Time Classified (Filled)    breakout of Current Employment Level
    Part-Time Classified (Filled)    
    Faculty (Filled)    
    Wage    
    Contract Employees    
    Total Human Resource Level 0.0   = Current Employment Level + Wage and Contract Employees
  • Factors Impacting HR
    [Nothing entered]
  • Anticipated HR Changes
    [Nothing entered]
Service Area Objectives
 
  • To efficiently manage programs in a manner consistent with applicable state and federal requirements
    Objective Description
    Division of Benefit Programs is obliged to ensure that local department of social services eligibility determinations are achieved consistent with established federal and/or state authorities. Division staff also has responsibility for the oversight or monitoring of grants administered within the Division.
    Alignment to Agency Goals
    • Agency Goal: Deliver high-quality customer-focused services
    • Agency Goal: Provide resources necessary to assure quality services that meet the needs of Virginia’s residents
    Link to State Strategy
    • nothing linked
    Objective Measures
    • Percent of monitoring reviews conducted in accordance with VDSS agency and divisional monitoring plans
      Measure Class:
      Other
      Measure Type:
      Outcome
      Measure Frequency:
      Annual
      Preferred Trend:
      Up
      Measure Baseline Value:
      80
      Date:
      6/30/2009

      Measure Baseline Description: 80% of monitoring reviews were conducted in accordance to the department's subrecipient monitoring plan in FY 2009.

      Measure Target Value:
      100
      Date:
      6/30/2012

      Measure Target Description: 100% of monitoring reviews will be conducted in accordance to the department's subrecipient monitoring plan by June 30, 2012.

      Data Source and Calculation: The measure percentage is calculated by dividing the by the number of summary reviews submitted and posted to the review report repository on VDSS' intranet (SPARK) by the total number of monitoring reviews scheduled for the year. This is a new measure. The percent of monitoring reviews conducted is defined as reviews scheduled, conducted and summarized according to VDSS' subrecipient monitoring plan. Completed reviews are summarized using a standard summary template and posted on the agency's secure report site. Final baseline and target information will be adjusted to correspond with the implementation date of the 2010-2012 Strategic Plan on July 1, 2010. Current values shown here are estimates based on preliminary, not finalized data. Updates will be available by July 1, 2010.



Service Area Strategic Plan
4/17/2014   3:47 am
Department of Social Services (765)
Biennium:
Service Area 3 of 33
Central Administration and Quality Assurance for Family Services (765 451 03)
Description

The Division of Family Services is composed of units dedicated to children and families: Adoptions, Adult Services, Child Protective Services, Office of Family Violence, ICPC, Foster Care/Family Preservation, Resource Families, Outcome Based Reporting/Analysis, and Quality Improvement. Family Services balances the roles of providing effective intervention, when necessary, and emphasizing personal responsibility while ensuring the safety, stability and well being for the most vulnerable of the population of Virginia. The programs of the Department of Social Services are state supervised and locally administered. Programs operated at the local level include Adoptions, Adult Services, Adult Protective Services, Auxiliary Grants, Child Protective Services, Domestic Violence, Foster Care, Independent Living for Foster Care Youth, and Safe and Stable Families. State administered services include the Central Registry, Interstate Placements, Adoption Disclosures, and the Virginia Caregivers' Grant Program. This service area focuses on state supervision and support of these activities.
Background Information
Mission Alignment and Authority
  • Describe how this service supports the agency mission
    This service area supports the mission of the Department by promoting safety, permanency, and well-being for children, families and individuals in the Commonwealth.
  • Describe the Statutory Authority of this Service
    Title IV-B of the Social Security Act requires federal expenditures for State public child welfare agencies in establishing, extending and strengthening child welfare services.
    • The Code of Virginia provides statutory authority for the provision of protective services program activities through the following:
    Title 63.2 – Welfare (Social Services)
    Title 63.2 Chapter 1 – General Provisions;
    Title 63.2 Chapter 2 – State Social Services;
    Title 63.2 Chapter 3 – Local Boards of Social Services;
    Title 63.2 Chapter 9 - Foster Care;
    Title 63.2 Chapter 11 - Implementation of the Interstate Compact on the Placement of Children;
    Title 63.2 Chapter 15 – Child Abuse and Neglect;
    Title 63.2 Chapter 16 – Adult Services;
    § 63.2-410 - State pool of funds under the Comprehensive Services Act;
    § 63.2-800 - Auxiliary Grants (AG)
    § 63.2-1804 - Uniform Assessment Instrument
    Title 16.1 – Courts not of Record; §§16.1-251; 16.1-252, 16.1-277.01, 16.1-277.02, 16.1-278.2, 16.1-278.3, 16.1-278.4, 16.1-281, 16.1-282, 16.1-282.1, 16.1-283.
    § 2.7-708 - Coordination of Local Long-Term Care Services
    § 22.1-287.D.3 - Limitation on access to records.
    § 32.1-330 - Preadmission Screening Required
    § 37.1-98 - Discharge, Conditional Release, and Convalescent Status of Patients
    § 37.1-197 - Community Services Board; Powers and Duties
    § 37.1-197.1 - Prescription Team
    • 42.U.S.C. 5101 et seq.; Child Abuse Prevention and Treatment Act, as amended,
    • 42 U.S.C. 5116 et seq. provides grants to States for the purpose of assisting States in developing, establishing, and operating programs designed to improve the handling of child abuse and neglect cases, including child sexual abuse, child fatalities, and children with disabilities.
    • 42 U.S.C. 5116 Title II - Community-Based Grants for the Prevention of Child Abuse and Neglect.
    • P.L. 98-473; The Victims of Crime Act of 1984
    22 VAC 40-700-10 et seq. Child Protective Services Central Registry Information
    22 VAC 40-260-20 Subsidy Adoption Assistance
    22 VAC 40-240-20 Responsibilities of the agency in juvenile court proceeding for parental placement adoptions
    22 VAC 40-250-20 The Adoption Resource Exchange of Virginia
Customers
Agency Customer Group Customer Customers served annually Potential annual customers
Children and Adults served by VDSS programs and services Individuals served directly through service area hotlines (CPS/APS) or other directly administered services 4,025 0
Local Departments of Social Services 120 120
Members of the General Assembly, Individuals from state and local government with inquiries 300 0
Service providers 779 0

Anticipated Changes To Agency Customer Base
Working on building stronger alliances with other state agencies for transformation in how Virginia delivers child welfare services.
Partners
Partner Description
Federal Government Guidance and funding, especially in child welfare programs
Local Departments of Social Services Administer all the programs that the division supervises
State agencies Partnerships with these agencies involve efforts to send consistent messages and support to localities when there overlapping program areas at the state level
Virginia Institute for Social Services Training Activities (VISSTA) Provides training for service programs
Volunteer/not-for-profit Organizations Provide direct services and advocacy for service populations
Products and Services
  • Factors Impacting the Products and/or Services:
    The Children’s Services System Transformation efforts over the past couple of years have focused on impacting several significant outcomes. In recent Transformation successes, VDSS has:

    • Acquired and has begun local implementation of SafeMeasures, a web-based tool to improve local DSS performance management capacity
    • Engaged the active collaboration of the Departments of Education, Juvenile Justice, and Behavioral Health and Developmental Services
    • Increased focus on collecting outcome data
    • Improved the ability of state and local agencies to utilize data through monthly reports
    • Engaged private providers and provided training to support restructuring their services to meet changing market demands
    • Increased clarity of Comprehensive Services Act funding flexibility including documentation and discussion of current practices in Virginia
    • Identified Family Engagement (an adaptation of Team Decision Making) as a recommended model for aligning the strengths of the child(ren), family, community members, staff, and providers in placement or placement prevention decisions
    • Provided extensive training by national experts on child welfare best practices
    • Commissioned a leadership development training program for child serving agencies where there are opportunities for improved performance
    • Supported a request from a consortium of Southwest Virginia localities to provide consultation on a strategic plan to reduce substance abuse

    Given the national trend of increased numbers of youth over age 13 entering the foster care system and who subsequently exit to independent living situations, the need for these services and their impact become especially critical. A decision to contract out regional Independent Living support services is intended to more effectively address the needs of older youth in foster care.

    Another factor impacting the services for children is that the majority of children in foster care with the goal of adoption have documented special needs. As a result, these children will require intensive medical and supportive services, supported largely by state and federal adoption assistance funding. As the number of children achieving adoption increases, it can be expected that expenditures for adoption assistance will also increase.

    Funding for prevention and in-home services to prevent foster care placement is inadequate, often resulting in children entering the foster care system solely to receive needed mental health and physical health treatment. Virginia law does not mandate that prevention services be provided in order to prevent the possibility of placement in foster care. The lack of adequate funding for prevention services places a greater financial burden on the citizens of the Commonwealth to fund foster care placements.

    Funding for prevention and in-home services to prevent foster care placement is inadequate, often resulting in children entering the foster care system solely to receive needed mental health and physical health treatment. Virginia law does not mandate that prevention services be provided in order to prevent the possibility of placement in foster care. The lack of adequate funding for prevention services places a greater financial burden on the citizens of the Commonwealth to fund foster care placements.
    With a significantly increased population of vulnerable adults and growing demand for adult services and adult protective services, there will be a need for more social workers, institutional providers and home-based care workers. Additional training materials and public education programs will be needed, requiring revised services and products for the customer base.
  • Anticipated Changes to the Products and/or Services
    A new Adult Protective Services web-based case management system went on line in SFY 2005-2006 and was mandated this year, making case management and reporting more efficient for VDSS and local adult services staff.
  • Listing of Products and/or Services
    • Support of local departments of social services and organizations serving individuals, families and communities
    • Services to promote family stability
    • Services to protect vulnerable adults
    • Economic assistance to low income families/individuals or nutrition, child care, health care eligibility, and financial assistance to low income families/individuals
    • Financial support for children
    • Services that promote sufficiency
    • Services to protect children
    • Services to ensure that children have permanent homes
    • Support Services (i.e., HR, IS, etc.)
    • Photo-listing books of children waiting for adoption
    • Photo-listing books of approved adoptive families
    • Display boards for recruitment
    • Brochures and pamphlets on Family Services
    • Recruitment brochures
    • Contracts with private child placing agencies and community organizations to provide a full array of adoption services.
    • Annual newsletters
    • Handbook for attorneys on Virginia’s adoption laws
    • Independent Living training for Local departments of social services staff
    • Training professionals in kinship care
    • Training kinship care providers
Finance
  • Financial Overview
    Funding for Protective Services Programs Administration comes from general funds and federal funds. The federal funds come from various sources including Title IV-B Part I (Child Welfare Services), and Title IV-E Foster Care, and the Social Services Block Grant (SSBG).
  • Financial Breakdown
    FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012
      General Fund     Nongeneral Fund        General Fund     Nongeneral Fund  
    Base Budget $4,269,360 $4,398,269    $4,269,360 $4,398,269
    Change To Base -$790,642 -$698,577    -$790,642 -$698,577
               
    Service Area Total   $3,478,718  $3,699,692     $3,478,718  $3,699,692 
    Base Budget $4,269,360 $4,398,269    $4,269,360 $4,398,269
    Change To Base -$790,642 -$698,577    -$790,642 -$698,577
               
    Service Area Total   $3,478,718  $3,699,692     $3,478,718  $3,699,692 
    Base Budget $4,269,360 $4,398,269    $4,269,360 $4,398,269
    Change To Base -$790,642 -$698,577    -$790,642 -$698,577
               
    Service Area Total   $3,478,718  $3,699,692     $3,478,718  $3,699,692 
    Base Budget $4,269,360 $4,398,269    $4,269,360 $4,398,269
    Change To Base -$790,642 -$698,577    -$790,642 -$698,577
               
    Service Area Total   $3,478,718  $3,699,692     $3,478,718  $3,699,692 
    Base Budget $4,269,360 $4,398,269    $4,269,360 $4,398,269
    Change To Base -$790,642 -$698,577    -$790,642 -$698,577
               
    Service Area Total   $3,478,718  $3,699,692     $3,478,718  $3,699,692 
    Base Budget $4,269,360 $4,398,269    $4,269,360 $4,398,269
    Change To Base -$790,642 -$698,577    -$790,642 -$698,577
               
    Service Area Total   $3,478,718  $3,699,692     $3,478,718  $3,699,692 
    Base Budget $4,269,360 $4,398,269    $4,269,360 $4,398,269
    Change To Base -$790,642 -$698,577    -$790,642 -$698,577
               
    Service Area Total   $3,478,718  $3,699,692     $3,478,718  $3,699,692 
    Base Budget $4,269,360 $4,398,269    $4,269,360 $4,398,269
    Change To Base -$790,642 -$698,577    -$790,642 -$698,577
               
    Service Area Total   $3,478,718  $3,699,692     $3,478,718  $3,699,692 
    Base Budget $4,269,360 $4,398,269    $4,269,360 $4,398,269
    Change To Base -$790,642 -$698,577    -$790,642 -$698,577
               
    Service Area Total   $3,478,718  $3,699,692     $3,478,718  $3,699,692 
    Base Budget $4,269,360 $4,398,269    $4,269,360 $4,398,269
    Change To Base -$790,642 -$698,577    -$790,642 -$698,577
               
    Service Area Total   $3,478,718  $3,699,692     $3,478,718  $3,699,692 
    Base Budget $4,269,360 $4,398,269    $4,269,360 $4,398,269
    Change To Base -$790,642 -$698,577    -$790,642 -$698,577
               
    Service Area Total   $3,478,718  $3,699,692     $3,478,718  $3,699,692 
    Base Budget $4,269,360 $4,398,269    $4,269,360 $4,398,269
    Change To Base -$790,642 -$698,577    -$790,642 -$698,577
               
    Service Area Total   $3,478,718  $3,699,692     $3,478,718  $3,699,692 
    Base Budget $4,269,360 $4,398,269    $4,269,360 $4,398,269
    Change To Base -$790,642 -$698,577    -$790,642 -$698,577
               
    Service Area Total   $3,478,718  $3,699,692     $3,478,718  $3,699,692 
    Base Budget $4,269,360 $4,398,269    $4,269,360 $4,398,269
    Change To Base -$790,642 -$698,577    -$790,642 -$698,577
               
    Service Area Total   $3,478,718  $3,699,692     $3,478,718  $3,699,692 
    Base Budget $4,269,360 $4,398,269    $4,269,360 $4,398,269
    Change To Base -$790,642 -$698,577    -$790,642 -$698,577
               
    Service Area Total   $3,478,718  $3,699,692     $3,478,718  $3,699,692 
    Base Budget $4,269,360 $4,398,269    $4,269,360 $4,398,269
    Change To Base -$790,642 -$698,577    -$790,642 -$698,577
               
    Service Area Total   $3,478,718  $3,699,692     $3,478,718  $3,699,692 
    Base Budget $4,269,360 $4,398,269    $4,269,360 $4,398,269
    Change To Base -$790,642 -$698,577    -$790,642 -$698,577
               
    Service Area Total   $3,478,718  $3,699,692     $3,478,718  $3,699,692 
    Base Budget $4,269,360 $4,398,269    $4,269,360 $4,398,269
    Change To Base -$790,642 -$698,577    -$790,642 -$698,577
               
    Service Area Total   $3,478,718  $3,699,692     $3,478,718  $3,699,692 
    Base Budget $4,269,360 $4,398,269    $4,269,360 $4,398,269
    Change To Base -$790,642 -$698,577    -$790,642 -$698,577
               
    Service Area Total   $3,478,718  $3,699,692     $3,478,718  $3,699,692 
    Base Budget $4,269,360 $4,398,269    $4,269,360 $4,398,269
    Change To Base -$790,642 -$698,577    -$790,642 -$698,577
               
    Service Area Total   $3,478,718  $3,699,692     $3,478,718  $3,699,692 
    Base Budget $4,269,360 $4,398,269    $4,269,360 $4,398,269
    Change To Base -$790,642 -$698,577    -$790,642 -$698,577
               
    Service Area Total   $3,478,718  $3,699,692     $3,478,718  $3,699,692 
    Base Budget $4,269,360 $4,398,269    $4,269,360 $4,398,269
    Change To Base -$790,642 -$698,577    -$790,642 -$698,577
               
    Service Area Total   $3,478,718  $3,699,692     $3,478,718  $3,699,692 
    Base Budget $4,269,360 $4,398,269    $4,269,360 $4,398,269
    Change To Base -$790,642 -$698,577    -$790,642 -$698,577
               
    Service Area Total   $3,478,718  $3,699,692     $3,478,718  $3,699,692 
    Base Budget $4,269,360 $4,398,269    $4,269,360 $4,398,269
    Change To Base -$790,642 -$698,577    -$790,642 -$698,577
               
    Service Area Total   $3,478,718  $3,699,692     $3,478,718  $3,699,692 
    Base Budget $4,269,360 $4,398,269    $4,269,360 $4,398,269
    Change To Base -$790,642 -$698,577    -$790,642 -$698,577
               
    Service Area Total   $3,478,718  $3,699,692     $3,478,718  $3,699,692 
    Base Budget $4,269,360 $4,398,269    $4,269,360 $4,398,269
    Change To Base -$790,642 -$698,577    -$790,642 -$698,577
               
    Service Area Total   $3,478,718  $3,699,692     $3,478,718  $3,699,692 
    Base Budget $4,269,360 $4,398,269    $4,269,360 $4,398,269
    Change To Base -$790,642 -$698,577    -$790,642 -$698,577
               
    Service Area Total   $3,478,718  $3,699,692     $3,478,718  $3,699,692 
    Base Budget $4,269,360 $4,398,269    $4,269,360 $4,398,269
    Change To Base -$790,642 -$698,577    -$790,642 -$698,577
               
    Service Area Total   $3,478,718  $3,699,692     $3,478,718  $3,699,692 
    Base Budget $4,269,360 $4,398,269    $4,269,360 $4,398,269
    Change To Base -$790,642 -$698,577    -$790,642 -$698,577
               
    Service Area Total   $3,478,718  $3,699,692     $3,478,718  $3,699,692 
    Base Budget $4,269,360 $4,398,269    $4,269,360 $4,398,269
    Change To Base -$790,642 -$698,577    -$790,642 -$698,577
               
    Service Area Total   $3,478,718  $3,699,692     $3,478,718  $3,699,692 
    Base Budget $4,269,360 $4,398,269    $4,269,360 $4,398,269
    Change To Base -$790,642 -$698,577    -$790,642 -$698,577
               
    Service Area Total   $3,478,718  $3,699,692     $3,478,718  $3,699,692 
Human Resources
  • Human Resources Overview
    [Nothing entered]
  • Human Resource Levels
    Effective Date      
    Total Authorized Position level 0    
    Vacant Positions 0    
    Current Employment Level 0.0    
    Non-Classified (Filled)    
    Full-Time Classified (Filled)    breakout of Current Employment Level
    Part-Time Classified (Filled)    
    Faculty (Filled)    
    Wage    
    Contract Employees    
    Total Human Resource Level 0.0   = Current Employment Level + Wage and Contract Employees
  • Factors Impacting HR
    [Nothing entered]
  • Anticipated HR Changes
    [Nothing entered]
Service Area Objectives
 
  • To efficiently manage programs in a manner consistent with applicable state and federal requirements
    Objective Description
    Division of Family Services is mandated to ensure that local department of social services and grantees operate designated programs in compliance with federal and/or state requirements. Division staff also have responsibility for the oversight and monitoring of subrecipient programs and grants administered within the Division.
    Alignment to Agency Goals
    • Agency Goal: Deliver high-quality customer-focused services
    • Agency Goal: Provide resources necessary to assure quality services that meet the needs of Virginia’s residents
    Link to State Strategy
    • nothing linked
    Objective Measures
    • Percent of monitoring reviews conducted in accordance with VDSS agency and divisional monitoring plans
      Measure Class:
      Other
      Measure Type:
      Outcome
      Measure Frequency:
      Annual
      Preferred Trend:
      Up
      Measure Baseline Value:
      80
      Date:
      6/30/2009

      Measure Baseline Description: 80% of monitoring reviews were conducted in accordance to the department's subrecipient monitoring plan in FY 2009.

      Measure Target Value:
      100
      Date:
      6/30/2012

      Measure Target Description: 100% of monitoring reviews will be conducted in accordance to the department's subrecipient monitoring plan by June 30, 2012.

      Data Source and Calculation: The measure percentage is calculated by dividing the by the number of summary reviews submitted and posted to the review report repository on VDSS' intranet (SPARK) by the total number of monitoring reviews scheduled for the year. This is a new measure. The percent of monitoring reviews conducted is defined as reviews scheduled, conducted and summarized according to VDSS' subrecipient monitoring plan. Completed reviews are summarized using a standard summary template and posted on the agency's secure report site. Final baseline and target information will be adjusted to correspond with the implementation date of the 2010-2012 Strategic Plan on July 1, 2010. Current values shown here are estimates based on preliminary, not finalized data. Updates will be available by July 1, 2010.



Service Area Strategic Plan
4/17/2014   3:47 am
Department of Social Services (765)
Biennium:
Service Area 4 of 33
Central Administration and Quality Assurance for Community Programs (765 451 05)
Description

This service area is comprised of a number of federal and state programs that support community operated organizations and initiatives. The majority of funding is used to provide oversight including administering contracts, monitoring and providing technical assistance to community based organizations and initiatives.
Background Information
Mission Alignment and Authority
  • Describe how this service supports the agency mission
    This service area supports the mission of the Department by providing resources and technical assistance to community based organizations and initiatives that provide direct services to citizens as they strive to overcome poverty and enhance their opportunities for the future.
  • Describe the Statutory Authority of this Service
    This services area operates in compliance with the following federal and state statues:
    The Community Services Block Grant (CSBG)
    The Community Opportunities, Accountability, and Training and Educational Services Act of 1998, Public Law 105-285
    The Community Action Act, §§ 2.2-5400 et seq.
    The Neighborhood Assistance Program (NAP)
    The Neighborhood Assistance Act, §§ 63.2-2000 et seq.
    45 CFR 400 & 401 Refugee Resettlement Program
    Family and Children's Trust Fund Act of 1993, §§63.2.2-2100
Customers
Agency Customer Group Customer Customers served annually Potential annual customers
Businesses making donations to NAP Projects (potential unlimited) 1,600 0
Community Action Agencies (potential unlimited) 26 0
Community Action Organizations (potential unlimited) 3 0
Faith Based Organizations (potential unlimited) 400 0
Local Departments of Social Services 120 120
State and local government (potential unlimited) 75 0

Anticipated Changes To Agency Customer Base
None
Partners
Partner Description
Community Action Agencies
Federal government
Hospitals and Emergency Medical Services Providers
Local Departments of Social Services
Neighborhood Assistance Projects
Schools
State Agencies
State agencies
Volunteer Organizations
Products and Services
  • Factors Impacting the Products and/or Services:
    [Nothing entered]
  • Anticipated Changes to the Products and/or Services
    [Nothing entered]
  • Listing of Products and/or Services
    • Support of local departments of social services and organizations serving individuals, families and communities
    • Supervision, oversight and monitoring of social services program administration and performance
Finance
  • Financial Overview
    Funding for the Community Programs Administration program comes from general funds and federal funds. The federal funds come from various grant sources, including TANF, Refugee, and AmeriCorps.
  • Financial Breakdown
    FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012
      General Fund     Nongeneral Fund        General Fund     Nongeneral Fund  
    Base Budget $1,749,496 $3,377,134    $1,749,496 $3,377,134
    Change To Base $1,512,740 $1,482,153    $1,512,740 $1,482,153
               
    Service Area Total   $3,262,236  $4,859,287     $3,262,236  $4,859,287 
    Base Budget $1,749,496 $3,377,134    $1,749,496 $3,377,134
    Change To Base $1,512,740 $1,482,153    $1,512,740 $1,482,153
               
    Service Area Total   $3,262,236  $4,859,287     $3,262,236  $4,859,287 
    Base Budget $1,749,496 $3,377,134    $1,749,496 $3,377,134
    Change To Base $1,512,740 $1,482,153    $1,512,740 $1,482,153
               
    Service Area Total   $3,262,236  $4,859,287     $3,262,236  $4,859,287 
    Base Budget $1,749,496 $3,377,134    $1,749,496 $3,377,134
    Change To Base $1,512,740 $1,482,153    $1,512,740 $1,482,153
               
    Service Area Total   $3,262,236  $4,859,287     $3,262,236  $4,859,287 
    Base Budget $1,749,496 $3,377,134    $1,749,496 $3,377,134
    Change To Base $1,512,740 $1,482,153    $1,512,740 $1,482,153
               
    Service Area Total   $3,262,236  $4,859,287     $3,262,236  $4,859,287 
    Base Budget $1,749,496 $3,377,134    $1,749,496 $3,377,134
    Change To Base $1,512,740 $1,482,153    $1,512,740 $1,482,153
               
    Service Area Total   $3,262,236  $4,859,287     $3,262,236  $4,859,287 
    Base Budget $1,749,496 $3,377,134    $1,749,496 $3,377,134
    Change To Base $1,512,740 $1,482,153    $1,512,740 $1,482,153
               
    Service Area Total   $3,262,236  $4,859,287     $3,262,236  $4,859,287 
    Base Budget $1,749,496 $3,377,134    $1,749,496 $3,377,134
    Change To Base $1,512,740 $1,482,153    $1,512,740 $1,482,153
               
    Service Area Total   $3,262,236  $4,859,287     $3,262,236  $4,859,287 
    Base Budget $1,749,496 $3,377,134    $1,749,496 $3,377,134
    Change To Base $1,512,740 $1,482,153    $1,512,740 $1,482,153
               
    Service Area Total   $3,262,236  $4,859,287     $3,262,236  $4,859,287 
    Base Budget $1,749,496 $3,377,134    $1,749,496 $3,377,134
    Change To Base $1,512,740 $1,482,153    $1,512,740 $1,482,153
               
    Service Area Total   $3,262,236  $4,859,287     $3,262,236  $4,859,287 
    Base Budget $1,749,496 $3,377,134    $1,749,496 $3,377,134
    Change To Base $1,512,740 $1,482,153    $1,512,740 $1,482,153
               
    Service Area Total   $3,262,236  $4,859,287     $3,262,236  $4,859,287 
    Base Budget $1,749,496 $3,377,134    $1,749,496 $3,377,134
    Change To Base $1,512,740 $1,482,153    $1,512,740 $1,482,153
               
    Service Area Total   $3,262,236  $4,859,287     $3,262,236  $4,859,287 
    Base Budget $1,749,496 $3,377,134    $1,749,496 $3,377,134
    Change To Base $1,512,740 $1,482,153    $1,512,740 $1,482,153
               
    Service Area Total   $3,262,236  $4,859,287     $3,262,236  $4,859,287 
    Base Budget $1,749,496 $3,377,134    $1,749,496 $3,377,134
    Change To Base $1,512,740 $1,482,153    $1,512,740 $1,482,153
               
    Service Area Total   $3,262,236  $4,859,287     $3,262,236  $4,859,287 
    Base Budget $1,749,496 $3,377,134    $1,749,496 $3,377,134
    Change To Base $1,512,740 $1,482,153    $1,512,740 $1,482,153
               
    Service Area Total   $3,262,236  $4,859,287     $3,262,236  $4,859,287 
    Base Budget $1,749,496 $3,377,134    $1,749,496 $3,377,134
    Change To Base $1,512,740 $1,482,153    $1,512,740 $1,482,153
               
    Service Area Total   $3,262,236  $4,859,287     $3,262,236  $4,859,287 
    Base Budget $1,749,496 $3,377,134    $1,749,496 $3,377,134
    Change To Base $1,512,740 $1,482,153    $1,512,740 $1,482,153
               
    Service Area Total   $3,262,236  $4,859,287     $3,262,236  $4,859,287 
    Base Budget $1,749,496 $3,377,134    $1,749,496 $3,377,134
    Change To Base $1,512,740 $1,482,153    $1,512,740 $1,482,153
               
    Service Area Total   $3,262,236  $4,859,287     $3,262,236  $4,859,287 
    Base Budget $1,749,496 $3,377,134    $1,749,496 $3,377,134
    Change To Base $1,512,740 $1,482,153    $1,512,740 $1,482,153
               
    Service Area Total   $3,262,236  $4,859,287     $3,262,236  $4,859,287 
    Base Budget $1,749,496 $3,377,134    $1,749,496 $3,377,134
    Change To Base $1,512,740 $1,482,153    $1,512,740 $1,482,153
               
    Service Area Total   $3,262,236  $4,859,287     $3,262,236  $4,859,287 
    Base Budget $1,749,496 $3,377,134    $1,749,496 $3,377,134
    Change To Base $1,512,740 $1,482,153    $1,512,740 $1,482,153
               
    Service Area Total   $3,262,236  $4,859,287     $3,262,236  $4,859,287 
    Base Budget $1,749,496 $3,377,134    $1,749,496 $3,377,134
    Change To Base $1,512,740 $1,482,153    $1,512,740 $1,482,153
               
    Service Area Total   $3,262,236  $4,859,287     $3,262,236  $4,859,287 
    Base Budget $1,749,496 $3,377,134    $1,749,496 $3,377,134
    Change To Base $1,512,740 $1,482,153    $1,512,740 $1,482,153
               
    Service Area Total   $3,262,236  $4,859,287     $3,262,236  $4,859,287 
    Base Budget $1,749,496 $3,377,134    $1,749,496 $3,377,134
    Change To Base $1,512,740 $1,482,153    $1,512,740 $1,482,153
               
    Service Area Total   $3,262,236  $4,859,287     $3,262,236  $4,859,287 
    Base Budget $1,749,496 $3,377,134    $1,749,496 $3,377,134
    Change To Base $1,512,740 $1,482,153    $1,512,740 $1,482,153
               
    Service Area Total   $3,262,236  $4,859,287     $3,262,236  $4,859,287 
    Base Budget $1,749,496 $3,377,134    $1,749,496 $3,377,134
    Change To Base $1,512,740 $1,482,153    $1,512,740 $1,482,153
               
    Service Area Total   $3,262,236  $4,859,287     $3,262,236  $4,859,287 
    Base Budget $1,749,496 $3,377,134    $1,749,496 $3,377,134
    Change To Base $1,512,740 $1,482,153    $1,512,740 $1,482,153
               
    Service Area Total   $3,262,236  $4,859,287     $3,262,236  $4,859,287 
    Base Budget $1,749,496 $3,377,134    $1,749,496 $3,377,134
    Change To Base $1,512,740 $1,482,153    $1,512,740 $1,482,153
               
    Service Area Total   $3,262,236  $4,859,287     $3,262,236  $4,859,287 
    Base Budget $1,749,496 $3,377,134    $1,749,496 $3,377,134
    Change To Base $1,512,740 $1,482,153    $1,512,740 $1,482,153
               
    Service Area Total   $3,262,236  $4,859,287     $3,262,236  $4,859,287 
    Base Budget $1,749,496 $3,377,134    $1,749,496 $3,377,134
    Change To Base $1,512,740 $1,482,153    $1,512,740 $1,482,153
               
    Service Area Total   $3,262,236  $4,859,287     $3,262,236  $4,859,287 
Human Resources
  • Human Resources Overview
    [Nothing entered]
  • Human Resource Levels
    Effective Date      
    Total Authorized Position level 0    
    Vacant Positions 0    
    Current Employment Level 0.0    
    Non-Classified (Filled)    
    Full-Time Classified (Filled)    breakout of Current Employment Level
    Part-Time Classified (Filled)    
    Faculty (Filled)    
    Wage    
    Contract Employees    
    Total Human Resource Level 0.0   = Current Employment Level + Wage and Contract Employees
  • Factors Impacting HR
    [Nothing entered]
  • Anticipated HR Changes
    [Nothing entered]
Service Area Objectives
 
  • To efficiently manage programs in a manner consistent with applicable state and federal requirements
    Objective Description
    Division of Community and Volunteer Services is mandated to ensure that local department of social services and grantees operate designated programs in compliance with federal and/or state requirements. Division staff also have responsibility for the oversight and monitoring of subrecipient programs and grants administered within the Division.
    Alignment to Agency Goals
    • Agency Goal: Deliver high-quality customer-focused services
    • Agency Goal: Provide resources necessary to assure quality services that meet the needs of Virginia’s residents
    Link to State Strategy
    • nothing linked
    Objective Measures
    • Percent of monitoring reviews conducted in accordance with VDSS agency and divisional monitoring plans
      Measure Class:
      Other
      Measure Type:
      Outcome
      Measure Frequency:
      Annual
      Preferred Trend:
      Up
      Measure Baseline Value:
      80
      Date:
      6/30/2009

      Measure Baseline Description: 80% of monitoring reviews were conducted in accordance to the department's subrecipient monitoring plan in FY 2009.

      Measure Target Value:
      100
      Date:
      6/30/2012

      Measure Target Description: 100% of monitoring reviews will be conducted in accordance to the department's subrecipient monitoring plan by June 30, 2012.

      Data Source and Calculation: The measure percentage is calculated by dividing the by the number of summary reviews submitted and posted to the review report repository on VDSS' intranet (SPARK) by the total number of monitoring reviews scheduled for the year. This is a new measure. The percent of monitoring reviews conducted is defined as reviews scheduled, conducted and summarized according to VDSS' subrecipient monitoring plan. Completed reviews are summarized using a standard summary template and posted on the agency's secure report site. Final baseline and target information will be adjusted to correspond with the implementation date of the 2010-2012 Strategic Plan on July 1, 2010. Current values shown here are estimates based on preliminary, not finalized data. Updates will be available by July 1, 2010.



Service Area Strategic Plan
4/17/2014   3:47 am
Department of Social Services (765)
Biennium:
Service Area 5 of 33
Central Administration for the Comprehensive Services Act (CSA) (765 451 06)
Description

The agency provides localities resources, technical assistance, training, and management tools so they can develop systems of services and funding that effectively serve children who have emotional and behavioral problems and their families. The agency also forecasts, budgets, reimburses and monitors Comprehensive Services Act (CSA) funds that local governments purchase services for children and families. It directs and manages the collection of data on CSA funded children. OCS works collaboratively with its partners (state and local government agencies, service providers, and families) to increase the capacity of communities across the Commonwealth to successfully implement the CSA for At Risk Youth and Families. It ensures the decisions of the State Executive Council are implemented, working closely with the State and Local Advisory Team.

Also contained in this service area are TANF funds used to support CSA trust fund payments. The trust fund programs are focused either on community services to youth with emotional and/or behavioral problems or on early intervention services to at-risk children and their families. These trust funds are managed, administered and monitored by the Department of Social Services in consultation with the OCS.
Background Information
Mission Alignment and Authority
  • Describe how this service supports the agency mission
    The Office of Comprehensive Services (OCS) serves as the administrative entity of the State Executive Council of the Comprehensive Services Act for At Risk Youth and Families. This council is comprised of state agency heads, Governor appointees and General Assembly members. OCS’ mission is to facilitate a system of services and funding that improves outcomes for troubled and at risk youth and their families that is child centered, family focused, community based and cost effective. This service area is further aligned with Virginia’s long term goal of supporting Virginians toward health lives and strong and resilient families.
  • Describe the Statutory Authority of this Service
    §2.2-2648 of the Code of Virginia establishes the State Executive Council as the supervisory council for the CSA, defining its membership, meeting, powers and duties

    §2.2-2649 of the Code of Virginia establishes the Office of Comprehensive Services for At-Risk Youth and Families and defines its powers and duties.

    §2.2-5200 of the Code of Virginia defines the intent of the CSA; defined as a law to create a collaborative system of services and funding that is child-centered, family-focused and community-based when addressing the strengths and needs of troubled and at-risk youth and their families.
Customers
Agency Customer Group Customer Customers served annually Potential annual customers
Children and families 14,590 16,000
Local governments 131 131
Providers 1,162 1,200

Anticipated Changes To Agency Customer Base
There are no anticipated changes in the customer base.
Partners
Partner Description
Children and families
Community Services Boards
Court Service Units
CSA Community Policy and Management Teams
CSA Coordinators Network
CSA Family Assessment and Planning Teams
Juvenile and Domestic Relations District Courts
Local Departments of Social Services
Local government officials
Local Health Districts
Private Providers of Children's Services
Schools
State agencies
The Office of the Executive Secretary of the Supreme Court
Virginia Association of Counties
Virginia Association of Local Human Services Officials
Virginia Coalition of Private Providers
Virginia Department of Education
Virginia Department of Health
Virginia Department of Juvenile Justice
Virginia Department of Medical Assistance Services
Virginia Department of Mental Health, Mental Retardation and Substance Abuse Services
Virginia Institute for Social Services Training Activities (VISSTA)
Virginia Municipal League
Products and Services
  • Factors Impacting the Products and/or Services:
    [Nothing entered]
  • Anticipated Changes to the Products and/or Services
    [Nothing entered]
  • Listing of Products and/or Services
    • Financial support for children
    • Policy Implementation Guidance
    • Technical assistance and training to local governments
    • Statistical reporting/data collection
    • Provider communication for service and rate information
Finance
  • Financial Overview
    Funding for CSA Administration is 100% general funds.
  • Financial Breakdown
    FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012
      General Fund     Nongeneral Fund        General Fund     Nongeneral Fund  
    Base Budget $1,114,645 $0    $1,114,645 $0
    Change To Base -$21,917 $0    -$21,917 $0
               
    Service Area Total   $1,092,728  $0     $1,092,728  $0 
    Base Budget $1,114,645 $0    $1,114,645 $0
    Change To Base -$21,917 $0    -$21,917 $0
               
    Service Area Total   $1,092,728  $0     $1,092,728  $0 
    Base Budget $1,114,645 $0    $1,114,645 $0
    Change To Base -$21,917 $0    -$21,917 $0
               
    Service Area Total   $1,092,728  $0     $1,092,728  $0 
    Base Budget $1,114,645 $0    $1,114,645 $0
    Change To Base -$21,917 $0    -$21,917 $0
               
    Service Area Total   $1,092,728  $0     $1,092,728  $0 
    Base Budget $1,114,645 $0    $1,114,645 $0
    Change To Base -$21,917 $0    -$21,917 $0
               
    Service Area Total   $1,092,728  $0     $1,092,728  $0 
    Base Budget $1,114,645 $0    $1,114,645 $0
    Change To Base -$21,917 $0    -$21,917 $0
               
    Service Area Total   $1,092,728  $0     $1,092,728  $0 
    Base Budget $1,114,645 $0    $1,114,645 $0
    Change To Base -$21,917 $0    -$21,917 $0
               
    Service Area Total   $1,092,728  $0     $1,092,728  $0 
    Base Budget $1,114,645 $0    $1,114,645 $0
    Change To Base -$21,917 $0    -$21,917 $0
               
    Service Area Total   $1,092,728  $0     $1,092,728  $0 
    Base Budget $1,114,645 $0    $1,114,645 $0
    Change To Base -$21,917 $0    -$21,917 $0
               
    Service Area Total   $1,092,728  $0     $1,092,728  $0 
    Base Budget $1,114,645 $0    $1,114,645 $0
    Change To Base -$21,917 $0    -$21,917 $0
               
    Service Area Total   $1,092,728  $0     $1,092,728  $0 
    Base Budget $1,114,645 $0    $1,114,645 $0
    Change To Base -$21,917 $0    -$21,917 $0
               
    Service Area Total   $1,092,728  $0     $1,092,728  $0 
    Base Budget $1,114,645 $0    $1,114,645 $0
    Change To Base -$21,917 $0    -$21,917 $0
               
    Service Area Total   $1,092,728  $0     $1,092,728  $0 
    Base Budget $1,114,645 $0    $1,114,645 $0
    Change To Base -$21,917 $0    -$21,917 $0
               
    Service Area Total   $1,092,728  $0     $1,092,728  $0 
    Base Budget $1,114,645 $0    $1,114,645 $0
    Change To Base -$21,917 $0    -$21,917 $0
               
    Service Area Total   $1,092,728  $0     $1,092,728  $0 
    Base Budget $1,114,645 $0    $1,114,645 $0
    Change To Base -$21,917 $0    -$21,917 $0
               
    Service Area Total   $1,092,728  $0     $1,092,728  $0 
    Base Budget $1,114,645 $0    $1,114,645 $0
    Change To Base -$21,917 $0    -$21,917 $0
               
    Service Area Total   $1,092,728  $0     $1,092,728  $0 
    Base Budget $1,114,645 $0    $1,114,645 $0
    Change To Base -$21,917 $0    -$21,917 $0
               
    Service Area Total   $1,092,728  $0     $1,092,728  $0 
    Base Budget $1,114,645 $0    $1,114,645 $0
    Change To Base -$21,917 $0    -$21,917 $0
               
    Service Area Total   $1,092,728  $0     $1,092,728  $0 
    Base Budget $1,114,645 $0    $1,114,645 $0
    Change To Base -$21,917 $0    -$21,917 $0
               
    Service Area Total   $1,092,728  $0     $1,092,728  $0 
    Base Budget $1,114,645 $0    $1,114,645 $0
    Change To Base -$21,917 $0    -$21,917 $0
               
    Service Area Total   $1,092,728  $0     $1,092,728  $0 
    Base Budget $1,114,645 $0    $1,114,645 $0
    Change To Base -$21,917 $0    -$21,917 $0
               
    Service Area Total   $1,092,728  $0     $1,092,728  $0 
    Base Budget $1,114,645 $0    $1,114,645 $0
    Change To Base -$21,917 $0    -$21,917 $0
               
    Service Area Total   $1,092,728  $0     $1,092,728  $0 
    Base Budget $1,114,645 $0    $1,114,645 $0
    Change To Base -$21,917 $0    -$21,917 $0
               
    Service Area Total   $1,092,728  $0     $1,092,728  $0 
    Base Budget $1,114,645 $0    $1,114,645 $0
    Change To Base -$21,917 $0    -$21,917 $0
               
    Service Area Total   $1,092,728  $0     $1,092,728  $0 
    Base Budget $1,114,645 $0    $1,114,645 $0
    Change To Base -$21,917 $0    -$21,917 $0
               
    Service Area Total   $1,092,728  $0     $1,092,728  $0 
    Base Budget $1,114,645 $0    $1,114,645 $0
    Change To Base -$21,917 $0    -$21,917 $0
               
    Service Area Total   $1,092,728  $0     $1,092,728  $0 
    Base Budget $1,114,645 $0    $1,114,645 $0
    Change To Base -$21,917 $0    -$21,917 $0
               
    Service Area Total   $1,092,728  $0     $1,092,728  $0 
    Base Budget $1,114,645 $0    $1,114,645 $0
    Change To Base -$21,917 $0    -$21,917 $0
               
    Service Area Total   $1,092,728  $0     $1,092,728  $0 
    Base Budget $1,114,645 $0    $1,114,645 $0
    Change To Base -$21,917 $0    -$21,917 $0
               
    Service Area Total   $1,092,728  $0     $1,092,728  $0 
Human Resources
  • Human Resources Overview
    [Nothing entered]
  • Human Resource Levels
    Effective Date      
    Total Authorized Position level 0    
    Vacant Positions 0    
    Current Employment Level 0.0    
    Non-Classified (Filled)    
    Full-Time Classified (Filled)    breakout of Current Employment Level
    Part-Time Classified (Filled)    
    Faculty (Filled)    
    Wage    
    Contract Employees    
    Total Human Resource Level 0.0   = Current Employment Level + Wage and Contract Employees
  • Factors Impacting HR
    [Nothing entered]
  • Anticipated HR Changes
    [Nothing entered]
Service Area Objectives
 
  • To protect vulnerable adults and children from abuse and neglect
    Link to State Strategy
    • nothing linked
  • To promote the ability of communities to effectively implement a model systems of care approach to the Comprehensive Services Act
    Link to State Strategy
    • nothing linked
    Objective Measures
    • Number of technical assistance activities provided to community stakeholders
      Measure Class:
      Other
      Measure Type:
      Output
      Measure Frequency:
      Annual
      Preferred Trend:
      Maintain

      Frequency Comment: Total number of technical assistance activities provided

      Measure Baseline Value:
      665
      Date:
      6/30/2007

      Measure Baseline Description: 665 technical assistance activities provided to community stakeholders in SFY07

      Measure Target Value:
      665
      Date:
      6/30/2012

      Measure Target Description: 665 technical assistance activities will be provided to community stakeholders in SFY 2012

      Data Source and Calculation: Data for this measure was derived from monthly CSA Technical Assistance Team Member Activities Reports. The measure is the sum of the number of telephone consults, community-based consults (visits) and community training sessions provided annually.



Service Area Strategic Plan
4/17/2014   3:47 am
Department of Social Services (765)
Biennium:
Service Area 6 of 33
Central Administration and Quality Assurance for Child Care Activities (765 451 07)
Description

This service area supports the Office of Early Childhood Programs and its supervision and oversight of child care subsidy programs and quality enhancement of child care services in Virginia. These activities promote increased access to early childhood and child care resources for parents and providers.
Background Information
Mission Alignment and Authority
  • Describe how this service supports the agency mission
    By improving access to child care and quality of early childhood and child care services, VDSS helps families in accessing and maintaining stable care for their children while they work or complete educational programs. These activities help to promote stable and economically independent families and strong communities.
  • Describe the Statutory Authority of this Service
    Federal Legal Basis - The Child Care Development Block Grant (Public Law 101-508) Hunger Prevention Act of 1988 Personal Responsibility and Work Opportunity Reconciliation Act of 1996, amended PL 101-508 to become the Child Care and Development Fund (CCDF); legislation which establishes the work requirements associated with the Temporary Assistance for Needy Families (TANF) Block Grant and establishes the Child Care and Development Fund Block Grant to increase the availability, affordability and quality of child care, serving TANF and other low-income families through child care subsidies.

    Federal Regulation – 45 CFR, Parts 98 & 99, which set the regulations for the state Lead Agency to administer the CCDF

    Code of Virginia - §§ 63.2-616 which allows local department to provide services to families who are not receiving TANF and § 63.2-319- Child Welfare and other services.
Customers
Agency Customer Group Customer Customers served annually Potential annual customers
Local Departments of Social Services 120 120
Organizations contracted to provide direct child care or quality enhancement services 147 0

Anticipated Changes To Agency Customer Base
[Nothing entered]
Partners
Partner Description
Child Development Resources Contracted to provide the 1-2-3 READ! Virginia early literacy program for child care providers statewide; includes a family component and technical assistance/mentoring for infant and toddler teachers
City of Richmond Contracted to provide training, technical assistance, and mentoring to infant and toddler teachers in the Richmond metro area; increase availability of infant and toddler care
Community College Workforce Alliance (CCWA) Contracted through June 30, 2008 for Early Childhood Endorsement Program courses to include trainer coordination and contracts; contact with VCU-VISSTA for other logistics; manage curricula developers’ and graders’ contracts; print/copy all handouts and trainer materials; distribute materials to trainers
Head Start The Head Start State Collaboration office is housed in and supported by VDSS; contract with the Virginia Head Start Association to improve the quality of care for infants and toddlers through the Early Head Start program
Local Departments of Social Services Partners in the Virginia Social Services System. Local departments assist with disseminating information and training to regulated and unregulated child care providers in their localities, as well as assist families with finding needed child care support
Rural Family Development of the Virginia Council of Churches Contracted to provide wrap-around child care services before and after attending a Head Start program for the children of seasonal workers in the northeastern part of the state
State agencies DMHMRSAS, VDH, LOV, VDOE, VCCS, VDBA-Virginia Small Business Financing Authority – These agencies assist with consultation, distributing information, developing publications and training, extending low-interest loans to child care providers for quality improvements, etc.
Various School-age Care Programs Contracted to improve the quality of before- and after-school care to children from 5-12 years old (Includes the following organizations: Culpeper Human Services; K.I.D.S., Inc.; Lee County Child Care; Lewis Children’s Center at St. Joseph’s Villa; People Incorporated of Southwest Virginia; Rappahannock Area YMCA; Reston Interfaith, Inc.; William Byrd Community House; YWCA of South Hampton Roads; YMCA of Greater Richmond)
Virginia Child Care Resource and Referral Network Non-profit organization with 12 member agencies statewide is contracted to provide resource and referral information to parents/families about specific child care needs; administration of the TEACH-Virginia scholarship and wage incentive program for child care providers
Virginia Commonwealth University - Virginia Institute for Social Services Training Activities (VCU-VISSTA) and Area Training Centers Contracted with through June 30, 2008 for child care provider training registration services, site location and coordination, and minimal catering
Virginia Early Childhood Foundation Contracted to provide local grants to improve the quality of infant and toddler care at the local level
Products and Services
  • Factors Impacting the Products and/or Services:
    [Nothing entered]
  • Anticipated Changes to the Products and/or Services
    [Nothing entered]
  • Listing of Products and/or Services
    • Support and supervision of local departments of social services and organizations serving VDSS program populations
    • Monitoring and grants management
    • Child Care Worker/Staff Training and Technical Assistance
    • Policy Development and Technical Assistance
Finance
  • Financial Overview
    [Nothing entered]
  • Financial Breakdown
    FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012
      General Fund     Nongeneral Fund        General Fund     Nongeneral Fund  
    Base Budget $1,067,640 $1,304,149    $1,067,640 $1,304,149
    Change To Base -$215,359 -$258,494    -$215,359 -$258,494
               
    Service Area Total   $852,281  $1,045,655     $852,281  $1,045,655 
    Base Budget $1,067,640 $1,304,149    $1,067,640 $1,304,149
    Change To Base -$215,359 -$258,494    -$215,359 -$258,494
               
    Service Area Total   $852,281  $1,045,655     $852,281  $1,045,655 
    Base Budget $1,067,640 $1,304,149    $1,067,640 $1,304,149
    Change To Base -$215,359 -$258,494    -$215,359 -$258,494
               
    Service Area Total   $852,281  $1,045,655     $852,281  $1,045,655 
    Base Budget $1,067,640 $1,304,149    $1,067,640 $1,304,149
    Change To Base -$215,359 -$258,494    -$215,359 -$258,494
               
    Service Area Total   $852,281  $1,045,655     $852,281  $1,045,655 
    Base Budget $1,067,640 $1,304,149    $1,067,640 $1,304,149
    Change To Base -$215,359 -$258,494    -$215,359 -$258,494
               
    Service Area Total   $852,281  $1,045,655     $852,281  $1,045,655 
    Base Budget $1,067,640 $1,304,149    $1,067,640 $1,304,149
    Change To Base -$215,359 -$258,494    -$215,359 -$258,494
               
    Service Area Total   $852,281  $1,045,655     $852,281  $1,045,655 
    Base Budget $1,067,640 $1,304,149    $1,067,640 $1,304,149
    Change To Base -$215,359 -$258,494    -$215,359 -$258,494
               
    Service Area Total   $852,281  $1,045,655     $852,281  $1,045,655 
    Base Budget $1,067,640 $1,304,149    $1,067,640 $1,304,149
    Change To Base -$215,359 -$258,494    -$215,359 -$258,494
               
    Service Area Total   $852,281  $1,045,655     $852,281  $1,045,655 
    Base Budget $1,067,640 $1,304,149    $1,067,640 $1,304,149
    Change To Base -$215,359 -$258,494    -$215,359 -$258,494
               
    Service Area Total   $852,281  $1,045,655     $852,281  $1,045,655 
    Base Budget $1,067,640 $1,304,149    $1,067,640 $1,304,149
    Change To Base -$215,359 -$258,494    -$215,359 -$258,494
               
    Service Area Total   $852,281  $1,045,655     $852,281  $1,045,655 
    Base Budget $1,067,640 $1,304,149    $1,067,640 $1,304,149
    Change To Base -$215,359 -$258,494    -$215,359 -$258,494
               
    Service Area Total   $852,281  $1,045,655     $852,281  $1,045,655 
    Base Budget $1,067,640 $1,304,149    $1,067,640 $1,304,149
    Change To Base -$215,359 -$258,494    -$215,359 -$258,494
               
    Service Area Total   $852,281  $1,045,655     $852,281  $1,045,655 
    Base Budget $1,067,640 $1,304,149    $1,067,640 $1,304,149
    Change To Base -$215,359 -$258,494    -$215,359 -$258,494
               
    Service Area Total   $852,281  $1,045,655     $852,281  $1,045,655 
    Base Budget $1,067,640 $1,304,149    $1,067,640 $1,304,149
    Change To Base -$215,359 -$258,494    -$215,359 -$258,494
               
    Service Area Total   $852,281  $1,045,655     $852,281  $1,045,655 
    Base Budget $1,067,640 $1,304,149    $1,067,640 $1,304,149
    Change To Base -$215,359 -$258,494    -$215,359 -$258,494
               
    Service Area Total   $852,281  $1,045,655     $852,281  $1,045,655 
    Base Budget $1,067,640 $1,304,149    $1,067,640 $1,304,149
    Change To Base -$215,359 -$258,494    -$215,359 -$258,494
               
    Service Area Total   $852,281  $1,045,655     $852,281  $1,045,655 
    Base Budget $1,067,640 $1,304,149    $1,067,640 $1,304,149
    Change To Base -$215,359 -$258,494    -$215,359 -$258,494
               
    Service Area Total   $852,281  $1,045,655     $852,281  $1,045,655 
    Base Budget $1,067,640 $1,304,149    $1,067,640 $1,304,149
    Change To Base -$215,359 -$258,494    -$215,359 -$258,494
               
    Service Area Total   $852,281  $1,045,655     $852,281  $1,045,655 
    Base Budget $1,067,640 $1,304,149    $1,067,640 $1,304,149
    Change To Base -$215,359 -$258,494    -$215,359 -$258,494
               
    Service Area Total   $852,281  $1,045,655     $852,281  $1,045,655 
    Base Budget $1,067,640 $1,304,149    $1,067,640 $1,304,149
    Change To Base -$215,359 -$258,494    -$215,359 -$258,494
               
    Service Area Total   $852,281  $1,045,655     $852,281  $1,045,655 
    Base Budget $1,067,640 $1,304,149    $1,067,640 $1,304,149
    Change To Base -$215,359 -$258,494    -$215,359 -$258,494
               
    Service Area Total   $852,281  $1,045,655     $852,281  $1,045,655 
    Base Budget $1,067,640 $1,304,149    $1,067,640 $1,304,149
    Change To Base -$215,359 -$258,494    -$215,359 -$258,494
               
    Service Area Total   $852,281  $1,045,655     $852,281  $1,045,655 
    Base Budget $1,067,640 $1,304,149    $1,067,640 $1,304,149
    Change To Base -$215,359 -$258,494    -$215,359 -$258,494
               
    Service Area Total   $852,281  $1,045,655     $852,281  $1,045,655 
    Base Budget $1,067,640 $1,304,149    $1,067,640 $1,304,149
    Change To Base -$215,359 -$258,494    -$215,359 -$258,494
               
    Service Area Total   $852,281  $1,045,655     $852,281  $1,045,655 
    Base Budget $1,067,640 $1,304,149    $1,067,640 $1,304,149
    Change To Base -$215,359 -$258,494    -$215,359 -$258,494
               
    Service Area Total   $852,281  $1,045,655     $852,281  $1,045,655 
    Base Budget $1,067,640 $1,304,149    $1,067,640 $1,304,149
    Change To Base -$215,359 -$258,494    -$215,359 -$258,494
               
    Service Area Total   $852,281  $1,045,655     $852,281  $1,045,655 
    Base Budget $1,067,640 $1,304,149    $1,067,640 $1,304,149
    Change To Base -$215,359 -$258,494    -$215,359 -$258,494
               
    Service Area Total   $852,281  $1,045,655     $852,281  $1,045,655 
    Base Budget $1,067,640 $1,304,149    $1,067,640 $1,304,149
    Change To Base -$215,359 -$258,494    -$215,359 -$258,494
               
    Service Area Total   $852,281  $1,045,655     $852,281  $1,045,655 
Human Resources
  • Human Resources Overview
    [Nothing entered]
  • Human Resource Levels
    Effective Date      
    Total Authorized Position level 0    
    Vacant Positions 0    
    Current Employment Level 0.0    
    Non-Classified (Filled)    
    Full-Time Classified (Filled)    breakout of Current Employment Level
    Part-Time Classified (Filled)    
    Faculty (Filled)    
    Wage    
    Contract Employees    
    Total Human Resource Level 0.0   = Current Employment Level + Wage and Contract Employees
  • Factors Impacting HR
    [Nothing entered]
  • Anticipated HR Changes
    [Nothing entered]
Service Area Objectives
 
  • To efficiently manage programs in a manner consistent with applicable state and federal requirements
    Alignment to Agency Goals
    • Agency Goal: Maximize the economic independence, safety and stability of individuals and families
    Link to State Strategy
    • nothing linked
    Objective Measures
    • Percent of monitoring reviews conducted in accordance with VDSS agency and divisional monitoring plans
      Measure Class:
      Other
      Measure Type:
      Outcome
      Measure Frequency:
      Annual
      Preferred Trend:
      Up
      Measure Baseline Value:
      80
      Date:
      6/30/2009

      Measure Baseline Description: 80% of monitoring reviews were conducted in accordance to the department's subrecipient monitoring plan in FY 2009.

      Measure Target Value:
      100
      Date:
      6/30/2012

      Measure Target Description: 100% of monitoring reviews will be conducted in accordance to the department's subrecipient monitoring plan by June 30, 2012.

      Data Source and Calculation: The measure percentage is calculated by dividing the by the number of summary reviews submitted and posted to the review report repository on VDSS' intranet (SPARK) by the total number of monitoring reviews scheduled for the year. This is a new measure. The percent of monitoring reviews conducted is defined as reviews scheduled, conducted and summarized according to VDSS' subrecipient monitoring plan. Completed reviews are summarized using a standard summary template and posted on the agency's secure report site. Final baseline and target information will be adjusted to correspond with the implementation date of the 2010-2012 Strategic Plan on July 1, 2010. Current values shown here are estimates based on preliminary, not finalized data. Updates will be available by July 1, 2010.

  • Maximize family and individual access to services and supports
    Alignment to Agency Goals
    • Agency Goal: Maximize the economic independence, safety and stability of individuals and families
    Link to State Strategy
    • nothing linked


Service Area Strategic Plan
4/17/2014   3:47 am
Department of Social Services (765)
Biennium:
Service Area 7 of 33
Temporary Assistance for Needy Families (TANF) Cash Assistance (765 452 01)
Description

This service area funds the cash assistance payments made to no income and extremely low income families as part of one of the Commonwealth’s key safety net programs, the Temporary Assistance for Needy Families (TANF) Program. To be eligible for the program, a family must include a dependent child and have income of approximately 25 percent or less of the poverty threshold, about $7,000 per year for a family of three. Unless exempt, participants are required to work or participate in a work activity as a condition of their continued eligibility. No participant may receive more than 60 months of TANF cash assistance during her or his lifetime. The average payment is $271 per month, and most families stay on cash assistance less than one year with more than half leaving assistance within 6 months.
Background Information
Mission Alignment and Authority
  • Describe how this service supports the agency mission
    By assisting needy families, the TANF cash assistance payments help individuals triumph over poverty and shape strong futures for themselves, their families and communities. The TANF program enables the Commonwealth’s most vulnerable and needy families to meet their basic human needs and rebuild their lives. This assistance often helps those served avoid the unfortunate trade-off between housing, food and medical care.
  • Describe the Statutory Authority of this Service
    Title IV-A of the Social Security Act
    •45 CFR 260 – 286
    •Code of Virginia, §63.2-600-607, 612, 613, 614, 617, 618
    •22 VAC 40-295
Customers
Agency Customer Group Customer Customers served annually Potential annual customers
Low income individuals and families 150,000 200,000

Anticipated Changes To Agency Customer Base
From 2000 to 2003 (most recent Census data), the number of Virginians living in poverty increased 28% with 740,000 Virginians now living below the federal poverty threshold. This increase is likely to continue driving increases in the number of potential eligible households and the number of successful applicants enrolled in the program.
Partners
Partner Description
Local departments of Social Services
State agencies
Products and Services
  • Factors Impacting the Products and/or Services:
    [Nothing entered]
  • Anticipated Changes to the Products and/or Services
    [Nothing entered]
  • Listing of Products and/or Services
    • Economic assistance to low income families/individuals or nutrition, child care, health care eligibility, and financial assistance to low income families/individuals
    • Financial support for children
Finance
  • Financial Overview
    TANF cash assistance payments are funded by a combination of federal and general fund. The federal funds come from the State Family Assistance Grant, commonly referred to as the TANF Block Grant.
  • Financial Breakdown
    FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012
      General Fund     Nongeneral Fund        General Fund     Nongeneral Fund  
    Base Budget $43,153,346 $60,483,632    $43,153,346 $60,483,632
    Change To Base -$300,000 $0    -$300,000 $0
               
    Service Area Total   $42,853,346  $60,483,632     $42,853,346  $60,483,632 
    Base Budget $43,153,346 $60,483,632    $43,153,346 $60,483,632
    Change To Base -$300,000 $0    -$300,000 $0
               
    Service Area Total   $42,853,346  $60,483,632     $42,853,346  $60,483,632 
    Base Budget $43,153,346 $60,483,632    $43,153,346 $60,483,632
    Change To Base -$300,000 $0    -$300,000 $0
               
    Service Area Total   $42,853,346  $60,483,632     $42,853,346  $60,483,632 
    Base Budget $43,153,346 $60,483,632    $43,153,346 $60,483,632
    Change To Base -$300,000 $0    -$300,000 $0
               
    Service Area Total   $42,853,346  $60,483,632     $42,853,346  $60,483,632 
    Base Budget $43,153,346 $60,483,632    $43,153,346 $60,483,632
    Change To Base -$300,000 $0    -$300,000 $0
               
    Service Area Total   $42,853,346  $60,483,632     $42,853,346  $60,483,632 
    Base Budget $43,153,346 $60,483,632    $43,153,346 $60,483,632
    Change To Base -$300,000 $0    -$300,000 $0
               
    Service Area Total   $42,853,346  $60,483,632     $42,853,346  $60,483,632 
    Base Budget $43,153,346 $60,483,632    $43,153,346 $60,483,632
    Change To Base -$300,000 $0    -$300,000 $0
               
    Service Area Total   $42,853,346  $60,483,632     $42,853,346  $60,483,632 
    Base Budget $43,153,346 $60,483,632    $43,153,346 $60,483,632
    Change To Base -$300,000 $0    -$300,000 $0
               
    Service Area Total   $42,853,346  $60,483,632     $42,853,346  $60,483,632 
    Base Budget $43,153,346 $60,483,632    $43,153,346 $60,483,632
    Change To Base -$300,000 $0    -$300,000 $0
               
    Service Area Total   $42,853,346  $60,483,632     $42,853,346  $60,483,632 
    Base Budget $43,153,346 $60,483,632    $43,153,346 $60,483,632
    Change To Base -$300,000 $0    -$300,000 $0
               
    Service Area Total   $42,853,346  $60,483,632     $42,853,346  $60,483,632 
    Base Budget $43,153,346 $60,483,632    $43,153,346 $60,483,632
    Change To Base -$300,000 $0    -$300,000 $0
               
    Service Area Total   $42,853,346  $60,483,632     $42,853,346  $60,483,632 
    Base Budget $43,153,346 $60,483,632    $43,153,346 $60,483,632
    Change To Base -$300,000 $0    -$300,000 $0
               
    Service Area Total   $42,853,346  $60,483,632     $42,853,346  $60,483,632 
    Base Budget $43,153,346 $60,483,632    $43,153,346 $60,483,632
    Change To Base -$300,000 $0    -$300,000 $0
               
    Service Area Total   $42,853,346  $60,483,632     $42,853,346  $60,483,632 
    Base Budget $43,153,346 $60,483,632    $43,153,346 $60,483,632
    Change To Base -$300,000 $0    -$300,000 $0
               
    Service Area Total   $42,853,346  $60,483,632     $42,853,346  $60,483,632 
    Base Budget $43,153,346 $60,483,632    $43,153,346 $60,483,632
    Change To Base -$300,000 $0    -$300,000 $0
               
    Service Area Total   $42,853,346  $60,483,632     $42,853,346  $60,483,632 
    Base Budget $43,153,346 $60,483,632    $43,153,346 $60,483,632
    Change To Base -$300,000 $0    -$300,000 $0
               
    Service Area Total   $42,853,346  $60,483,632     $42,853,346  $60,483,632 
    Base Budget $43,153,346 $60,483,632    $43,153,346 $60,483,632
    Change To Base -$300,000 $0    -$300,000 $0
               
    Service Area Total   $42,853,346  $60,483,632     $42,853,346  $60,483,632 
    Base Budget $43,153,346 $60,483,632    $43,153,346 $60,483,632
    Change To Base -$300,000 $0    -$300,000 $0
               
    Service Area Total   $42,853,346  $60,483,632     $42,853,346  $60,483,632 
    Base Budget $43,153,346 $60,483,632    $43,153,346 $60,483,632
    Change To Base -$300,000 $0    -$300,000 $0
               
    Service Area Total   $42,853,346  $60,483,632     $42,853,346  $60,483,632 
    Base Budget $43,153,346 $60,483,632    $43,153,346 $60,483,632
    Change To Base -$300,000 $0    -$300,000 $0
               
    Service Area Total   $42,853,346  $60,483,632     $42,853,346  $60,483,632 
    Base Budget $43,153,346 $60,483,632    $43,153,346 $60,483,632
    Change To Base -$300,000 $0    -$300,000 $0
               
    Service Area Total   $42,853,346  $60,483,632     $42,853,346  $60,483,632 
    Base Budget $43,153,346 $60,483,632    $43,153,346 $60,483,632
    Change To Base -$300,000 $0    -$300,000 $0
               
    Service Area Total   $42,853,346  $60,483,632     $42,853,346  $60,483,632 
    Base Budget $43,153,346 $60,483,632    $43,153,346 $60,483,632
    Change To Base -$300,000 $0    -$300,000 $0
               
    Service Area Total   $42,853,346  $60,483,632     $42,853,346  $60,483,632 
    Base Budget $43,153,346 $60,483,632    $43,153,346 $60,483,632
    Change To Base -$300,000 $0    -$300,000 $0
               
    Service Area Total   $42,853,346  $60,483,632     $42,853,346  $60,483,632 
    Base Budget $43,153,346 $60,483,632    $43,153,346 $60,483,632
    Change To Base -$300,000 $0    -$300,000 $0
               
    Service Area Total   $42,853,346  $60,483,632     $42,853,346  $60,483,632 
    Base Budget $43,153,346 $60,483,632    $43,153,346 $60,483,632
    Change To Base -$300,000 $0    -$300,000 $0
               
    Service Area Total   $42,853,346  $60,483,632     $42,853,346  $60,483,632 
    Base Budget $43,153,346 $60,483,632    $43,153,346 $60,483,632
    Change To Base -$300,000 $0    -$300,000 $0
               
    Service Area Total   $42,853,346  $60,483,632     $42,853,346  $60,483,632 
Human Resources
  • Human Resources Overview
    [Nothing entered]
  • Human Resource Levels
    Effective Date      
    Total Authorized Position level 0    
    Vacant Positions 0    
    Current Employment Level 0.0    
    Non-Classified (Filled)    
    Full-Time Classified (Filled)    breakout of Current Employment Level
    Part-Time Classified (Filled)    
    Faculty (Filled)    
    Wage    
    Contract Employees    
    Total Human Resource Level 0.0   = Current Employment Level + Wage and Contract Employees
  • Factors Impacting HR
    [Nothing entered]
  • Anticipated HR Changes
    [Nothing entered]
Service Area Objectives
 
  • Efficiently provide financial assistance to needy families with children
    Alignment to Agency Goals
    • Agency Goal: Maximize the economic independence, safety and stability of individuals and families
    Link to State Strategy
    • nothing linked
    Objective Measures
    • Percent of TANF applications processed timely
      Measure Class:
      Other
      Measure Type:
      Output
      Measure Frequency:
      Annual
      Preferred Trend:
      Maintain

      Frequency Comment: % of TANF applications processed timely

      Measure Baseline Value:
      93
      Date:
      6/30/2005

      Measure Baseline Description: 93% of applications were processed timely in SFY 2005

      Measure Target Value:
      97
      Date:
      6/30/2012

      Measure Target Description: 97% of applications will be processed timely by the end of SFY 2010

      Data Source and Calculation: The data will be derived from the ADAPT information system.



Service Area Strategic Plan
4/17/2014   3:47 am
Department of Social Services (765)
Biennium:
Service Area 8 of 33
Child Support Supplement (765 452 11)
Description

This service area funds the Child Support Supplement payments made to eligible individuals participating in one of the Commonwealth’s safety net programs, the Temporary Assistance for Needy Families (TANF) program which provides cash assistance to extremely low and no income families. The 2003 session of the Virginia General Assembly directed the Department of Social Services to pay to TANF households a payment equal to the child support collected each month, less the first $50. These payments, known as Child Support Supplements, are paid from TANF funds. The child support supplement is distributed directly to participants via check or direct deposit.
Background Information
Mission Alignment and Authority
  • Describe how this service supports the agency mission
    The Child Support Supplement Payments assist low-income families in meeting their basic human needs, a cornerstone of the social services system’s mission to help individuals and families triumph over poverty and enable them to shape stronger futures for themselves and their families.
  • Describe the Statutory Authority of this Service
    The 2002 Acts of Assembly mandated the Department of Social Services to provide to recipients of TANF cash assistance a monthly TANF supplement in an amount up to the current child support collected by the Division of Child Support Enforcement for each TANF recipient, less any disregard passed through to such recipient pursuant to any other provision of law.
Customers
Agency Customer Group Customer Customers served annually Potential annual customers
Low income individuals and families 6,530 7,063

Anticipated Changes To Agency Customer Base
The modest rise in the TANF cash assistance program caseload and the continued success of the Division of Child Support Enforcement in collecting child support from non-custodial parents continue to drive increases in the number of individuals receiving the child support supplement.
Partners
Partner Description
Local Departments of Social Services
State agencies
Products and Services
  • Factors Impacting the Products and/or Services:
    [Nothing entered]
  • Anticipated Changes to the Products and/or Services
    [Nothing entered]
  • Listing of Products and/or Services
    • Economic assistance to low income families/individuals or nutrition, child care, health care eligibility, and financial assistance to low income families/individuals
Finance
  • Financial Overview
    Funding for the Child Support Supplement is provided by the federal TANF Block Grant.
  • Financial Breakdown
    FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012
      General Fund     Nongeneral Fund        General Fund     Nongeneral Fund  
    Base Budget $0 $4,800,000    $0 $4,800,000
    Change To Base $0 $0    $0 $0
               
    Service Area Total   $0  $4,800,000     $0  $4,800,000 
    Base Budget $0 $4,800,000    $0 $4,800,000
    Change To Base $0 $0    $0 $0
               
    Service Area Total   $0  $4,800,000     $0  $4,800,000 
    Base Budget $0 $4,800,000    $0 $4,800,000
    Change To Base $0 $0    $0 $0
               
    Service Area Total   $0  $4,800,000     $0  $4,800,000 
    Base Budget $0 $4,800,000    $0 $4,800,000
    Change To Base $0 $0    $0 $0
               
    Service Area Total   $0  $4,800,000     $0  $4,800,000 
    Base Budget $0 $4,800,000    $0 $4,800,000
    Change To Base $0 $0    $0 $0
               
    Service Area Total   $0  $4,800,000     $0  $4,800,000 
    Base Budget $0 $4,800,000    $0 $4,800,000
    Change To Base $0 $0    $0 $0
               
    Service Area Total   $0  $4,800,000     $0  $4,800,000 
    Base Budget $0 $4,800,000    $0 $4,800,000
    Change To Base $0 $0    $0 $0
               
    Service Area Total   $0  $4,800,000     $0  $4,800,000 
    Base Budget $0 $4,800,000    $0 $4,800,000
    Change To Base $0 $0    $0 $0
               
    Service Area Total   $0  $4,800,000     $0  $4,800,000 
    Base Budget $0 $4,800,000    $0 $4,800,000
    Change To Base $0 $0    $0 $0
               
    Service Area Total   $0  $4,800,000     $0  $4,800,000 
    Base Budget $0 $4,800,000    $0 $4,800,000
    Change To Base $0 $0    $0 $0
               
    Service Area Total   $0  $4,800,000     $0  $4,800,000 
    Base Budget $0 $4,800,000    $0 $4,800,000
    Change To Base $0 $0    $0 $0
               
    Service Area Total   $0  $4,800,000     $0  $4,800,000 
    Base Budget $0 $4,800,000    $0 $4,800,000
    Change To Base $0 $0    $0 $0
               
    Service Area Total   $0  $4,800,000     $0  $4,800,000 
    Base Budget $0 $4,800,000    $0 $4,800,000
    Change To Base $0 $0    $0 $0
               
    Service Area Total   $0  $4,800,000     $0  $4,800,000 
    Base Budget $0 $4,800,000    $0 $4,800,000
    Change To Base $0 $0    $0 $0
               
    Service Area Total   $0  $4,800,000     $0  $4,800,000 
    Base Budget $0 $4,800,000    $0 $4,800,000
    Change To Base $0 $0    $0 $0
               
    Service Area Total   $0  $4,800,000     $0  $4,800,000 
    Base Budget $0 $4,800,000    $0 $4,800,000
    Change To Base $0 $0    $0 $0
               
    Service Area Total   $0  $4,800,000     $0  $4,800,000 
    Base Budget $0 $4,800,000    $0 $4,800,000
    Change To Base $0 $0    $0 $0
               
    Service Area Total   $0  $4,800,000     $0  $4,800,000 
    Base Budget $0 $4,800,000    $0 $4,800,000
    Change To Base $0 $0    $0 $0
               
    Service Area Total   $0  $4,800,000     $0  $4,800,000 
    Base Budget $0 $4,800,000    $0 $4,800,000
    Change To Base $0 $0    $0 $0
               
    Service Area Total   $0  $4,800,000     $0  $4,800,000 
    Base Budget $0 $4,800,000    $0 $4,800,000
    Change To Base $0 $0    $0 $0
               
    Service Area Total   $0  $4,800,000     $0  $4,800,000 
    Base Budget $0 $4,800,000    $0 $4,800,000
    Change To Base $0 $0    $0 $0
               
    Service Area Total   $0  $4,800,000     $0  $4,800,000 
    Base Budget $0 $4,800,000    $0 $4,800,000
    Change To Base $0 $0    $0 $0
               
    Service Area Total   $0  $4,800,000     $0  $4,800,000 
    Base Budget $0 $4,800,000    $0 $4,800,000
    Change To Base $0 $0    $0 $0
               
    Service Area Total   $0  $4,800,000     $0  $4,800,000 
    Base Budget $0 $4,800,000    $0 $4,800,000
    Change To Base $0 $0    $0 $0
               
    Service Area Total   $0  $4,800,000     $0  $4,800,000 
    Base Budget $0 $4,800,000    $0 $4,800,000
    Change To Base $0 $0    $0 $0
               
    Service Area Total   $0  $4,800,000     $0  $4,800,000 
    Base Budget $0 $4,800,000    $0 $4,800,000
    Change To Base $0 $0    $0 $0
               
    Service Area Total   $0  $4,800,000     $0  $4,800,000 
Human Resources
  • Human Resources Overview
    [Nothing entered]
  • Human Resource Levels
    Effective Date      
    Total Authorized Position level 0    
    Vacant Positions 0    
    Current Employment Level 0.0    
    Non-Classified (Filled)    
    Full-Time Classified (Filled)    breakout of Current Employment Level
    Part-Time Classified (Filled)    
    Faculty (Filled)    
    Wage    
    Contract Employees    
    Total Human Resource Level 0.0   = Current Employment Level + Wage and Contract Employees
  • Factors Impacting HR
    [Nothing entered]
  • Anticipated HR Changes
    [Nothing entered]
Service Area Objectives
 
  • To promote self-sufficiency of families and individuals through opportunities for education, employment, income, and health care.
    Objective Description
    By providing child support supplement payments to low-income families, this service area provides economic assistance and promotes self sufficiency by increasing family financial resources.
    Alignment to Agency Goals
    • Agency Goal: Maximize the economic independence, safety and stability of individuals and families
    Link to State Strategy
    • nothing linked
    Objective Measures
    • Percent of qualified participants that receive a child support supplement payment
      Measure Class:
      Other
      Measure Type:
      Outcome
      Measure Frequency:
      Annual
      Preferred Trend:
      Maintain

      Frequency Comment: Annual- % of eligible TANF recipients who receive a child support supplement

      Measure Baseline Value:
      100
      Date:
      6/30/2006

      Measure Baseline Description: 100% of qualified participants received a child support supplement in SFY 2005

      Measure Target Value:
      100
      Date:
      6/30/2012

      Measure Target Description: 100% of qualified participants will receive a child support supplement by the end of SFY 2009

      Data Source and Calculation: The data source is VDSS internal information systems, OASIS and APECS. Calculation – Number of payments issued (numerator) over the total number that should have been issued, accounting for exceptions and cases where the payment would have been $0.00.



Service Area Strategic Plan
4/17/2014   3:47 am
Department of Social Services (765)
Biennium:
Service Area 9 of 33
Temporary Assistance for Needy Families (TANF) Employment Services (765 452 12)
Description

This service area is responsible for workforce services provided to current and former TANF program participants. The Virginia Initiative for Employment not Welfare (VIEW) program, a component of this service area, is a workforce program operated by local departments of social services and provides services to individuals receiving TANF cash assistance payments or who have recently exited the TANF program for employment. The primary goal is to enact proven service approaches and strategies that help current and former TANF clients prepare to enter, succeed and advance in the workplace. VIEW offers a wide range of workforce services including job readiness classes, job search assistance, education, training, community work experience placements (internships), and subsidized employment. VIEW also offers support services such as child care, transportation and purchases of work related items like uniforms.

In addition to VIEW, the Department contracts with public and private entities to provide job retention and wage advancement services to hard-to-serve TANF participants and those who have exited the TANF program. Services are procured through a competitive process and funding is contingent upon performance.
Background Information
Mission Alignment and Authority
  • Describe how this service supports the agency mission
    By helping individuals gain skills and find employment, the Virginia Initiative for Employment not Welfare (VIEW) program assists low-income families in overcoming poverty and building strong futures for themselves, their families, and their communities.
  • Describe the Statutory Authority of this Service
    Public Law 104-193, the Personal Responsibility and Work Opportunity Act passed in August of 1996

    Code of Federal Regulations (CFR 45) – Title 45 are regulations for Public Welfare and outline eligibility for cash assistance and employment programs.

    §63.2-608 Code of Virginia, is the state law that establishes and provide guidelines to establish and administer Virginia Department of Social Services, employment program. Virginia’s employment program is Virginia Initiative for Employment, not Welfare (VIEW). TANF recipients that able to work are referred to VIEW.

    §63.2-609 Code of Virginia, is the state law that allows Virginia to exempt some TANF recipients from VIEW.

    §63.2-610, Code of Virginia, is the state law that provides case management for VIEW.

    §63.2-611, Code of Virginia, is the state law that allows case management for VIEW cases. All VIEW clients are assigned to a case manager who explains the VIEW program and provide supportive services such as child care, transportation, crisis and screens for barriers to employment.

    §63.2-612, Code of Virginia, is the state law that allows participants in the VIEW program to receive 24 months of TANF, be off of TANF for 24 to 36 months and then be eligible to reapply for TANF.

    §63.2-613, Code of Virginia, is the law which allows a VIEW participant to receive more than 24 months of TANF if the participant can show a hardship. If the participant is granted a hardship he may continue to receive TANF for up to 12 more months. The hardship approval will allow the client to participant in employment related education and training.
Customers
Agency Customer Group Customer Customers served annually Potential annual customers
Local Departments of Social Services 120 120
Low income individuals and families 30,803 30,803

Anticipated Changes To Agency Customer Base
From 2000 to 2006 (most recent Census data), the number of Virginians living in poverty increased to 760,000, representing 10 percent of Virginia's total population. As a result, the number of TANF-eligible households is likely to rise along with the number of TANF participants enrolled in the VIEW program. As discussed previously, the Deficit Reduction Act of 2005 increased the number of TANF recipients who are required to participate in the VIEW program. This change in federal regulations will continue to be the most significant factor affecting the customer base for this service area.
Partners
Partner Description
Local Departments of Social Services (LDSS) Responsible for administering programs and providing direct service delivery to customers
Virginia Employment Commission (VEC), Virginia Department of Rehabilitative Services (DRS) Coordination and assistance with delivering services to targeted populations
Virginia Institute for Social Services Training Activities (VISSTA) Provider of training for LDSS workers
Products and Services
  • Factors Impacting the Products and/or Services:
    Among the most significant factors impacting the services in this area are the increasing number of individuals living in poverty in the Commonwealth and the changes required by the reauthorization of the TANF program in the Deficit Reduction Act (DRA) of 2005. The legislation enacted in February 2006 required statutory changes as well as realignment of resources to meet new federal mandates. Important DRA provisions also changed the allowable uses of state funds which altered Virginia’s ability to exempt certain individuals from the work requirement. The most significant change required the Department and its partners to provide employment services to twice as many individuals each month, necessitating significant infrastructure changes and allowances for increased demand in TANF-related child care services.

    In addition to changes in federal regulations, labor market fluctuations and demands for different skills among employable adults affect the design and delivery of workforce services for TANF recipients.
  • Anticipated Changes to the Products and/or Services
    As the Virginia economy continues to focus on service and information-technological based sectors, the VIEW program must find ways to help participants gain the requisite skills including traditional basic skills along with computer and financial literacy. Due to current economic conditions, local departments will have to provide services to more clients without increases in funding. These supportive services are expensive to provide and many communities lack adequate numbers of providers or geographical access to them.
  • Listing of Products and/or Services
    • Workforce services that promote self sufficiency for low income individuals
Finance
  • Financial Overview
    This service area consists of the Virginia Initiative for Employment, not Welfare (VIEW) program and the TANF Employment Advancement Grants. The TANF Employment Advancement Grant began December 1, 2004 and is funded using 100 percent federal TANF funds. VIEW funding is a mixture of federal funds and state funds.
  • Financial Breakdown
    FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012 FY 2011    FY 2012
      General Fund     Nongeneral Fund        General Fund     Nongeneral Fund  
    Base Budget $9,693,640 $15,445,332    $9,693,640 $15,445,332
    Change To Base -$360,000 $0    -$360,000 $0
               
    Service Area Total   $9,333,640  $15,445,332     $9,333,640  $15,445,332 
    Base Budget $9,693,640 $15,445,332    $9,693,640 $15,445,332
    Change To Base -$360,000 $0    -$360,000 $0
               
    Service Area Total   $9,333,640  $15,445,332     $9,333,640  $15,445,332 
    Base Budget $9,693,640 $15,445,332    $9,693,640 $15,445,332
    Change To Base -$360,000 $0    -$360,000 $0
               
    Service Area Total   $9,333,640  $15,445,332     $9,333,640  $15,445,332 
    Base Budget $9,693,640 $15,445,332    $9,693,640 $15,445,332
    Change To Base -$360,000 $0    -$360,000 $0
               
    Service Area Total   $9,333,640  $15,445,332     $9,333,640  $15,445,332 
    Base Budget $9,693,640 $15,445,332    $9,693,640 $15,445,332
    Change To Base -$360,000 $0    -$360,000 $0
               
    Service Area Total   $9,333,640  $15,445,332     $9,333,640  $15,445,332 
    Base Budget $9,693,640 $15,445,332    $9,693,640 $15,445,332
    Change To Base -$360,000 $0    -$360,000 $0
               
    Service Area Total   $9,333,640  $15,445,332     $9,333,640  $15,445,332 
    Base Budget $9,693,640 $15,445,332    $9,693,640 $15,445,332
    Change To Base -$360,000 $0    -$360,000 $0
               
    Service Area Total   $9,333,640  $15,445,332     $9,333,640  $15,445,332 
    Base Budget $9,693,640 $15,445,332    $9,693,640 $15,445,332
    Change To Base -$360,000 $0    -$360,000 $0
               
    Service Area Total   $9,333,640  $15,445,332     $9,333,640  $15,445,332 
    Base Budget $9,693,640 $15,445,332    $9,693,640 $15,445,332
    Change To Base -$360,000 $0    -$360,000 $0
               
    Service Area Total   $9,333,640  $15,445,332     $9,333,640  $15,445,332 
    Base Budget $9,693,640 $15,445,332    $9,693,640 $15,445,332
    Change To Base -$360,000 $0    -$360,000 $0
               
    Service Area Total   $9,333,640  $15,445,332     $9,333,640  $15,445,332 
    Base Budget $9,693,640 $15,445,332    $9,693,640 $15,445,332
    Change To Base -$360,000 $0    -$360,000 $0
               
    Service Area Total   $9,333,640  $15,445,332     $9,333,640  $15,445,332 
    Base Budget $9,693,640 $15,445,332    $9,693,640 $15,445,332
    Change To Base -$360,000 $0    -$360,000 $0
               
    Service Area Total   $9,333,640  $15,445,332     $9,333,640  $15,445,332 
    Base Budget $9,693,640 $15,445,332    $9,693,640 $15,445,332
    Change To Base -$360,000 $0    -$360,000 $0
               
    Service Area Total   $9,333,640  $15,445,332     $9,333,640  $15,445,332 
    Base Budget $9,693,640 $15,445,332    $9,693,640 $15,445,332
    Change To Base -$360,000 $0    -$360,000 $0
               
    Service Area Total   $9,333,640  $15,445,332     $9,333,640  $15,445,332 
    Base Budget $9,693,640 $15,445,332    $9,693,640 $15,445,332
    Change To Base -$360,000 $0    -$360,000 $0
               
    Service Area Total   $9,333,640  $15,445,332     $9,333,640  $15,445,332 
    Base Budget $9,693,640 $15,445,332    $9,693,640 $15,445,332
    Change To Base -$360,000 $0    -$360,000 $0
               
    Service Area Total   $9,333,640  $15,445,332     $9,333,640  $15,445,332 
    Base Budget $9,693,640 $15,445,332    $9,693,640 $15,445,332
    Change To Base -$360,000 $0    -$360,000 $0
               
    Service Area Total   $9,333,640  $15,445,332     $9,333,640  $15,445,332 
    Base Budget $9,693,640 $15,445,332    $9,693,640 $15,445,332
    Change To Base -$360,000 $0    -$360,000 $0
               
    Service Area Total   $9,333,640  $15,445,332     $9,333,640  $15,445,332 
    Base Budget $9,693,640 $15,445,332    $9,693,640 $15,445,332
    Change To Base -$360,000 $0    -$360,000 $0
               
    Service Area Total   $9,333,640  $15,445,332     $9,333,640  $15,445,332 
    Base Budget $9,693,640 $15,445,332    $9,693,640 $15,445,332
    Change To Base -$360,000 $0    -$360,000 $0
               
    Service Area Total   $9,333,640  $15,445,332     $9,333,640  $15,445,332 
    Base Budget $9,693,640 $15,445,332    $9,693,640 $15,445,332
    Change To Base -$360,000 $0    -$360,000 $0
               
    Service Area Total   $9,333,640  $15,445,332     $9,333,640  $15,445,332 
    Base Budget $9,693,640 $15,445,332    $9,693,640 $15,445,332
    Change To Base -$360,000 $0    -$360,000 $0
               
    Service Area Total   $9,333,640  $15,445,332     $9,333,640  $15,445,332 
    Base Budget $9,693,640 $15,445,332    $9,693,640 $15,445,332
    Change To Base -$360,000 $0    -$360,000 $0
               
    Service Area Total   $9,333,640  $15,445,332     $9,333,640  $15,445,332 
    Base Budget $9,693,640 $15,445,332    $9,693,640 $15,445,332
    Change To Base -$360,000 $0    -$360,000 $0
               
    Service Area Total   $9,333,640  $15,445,332     $9,333,640  $15,445,332 
    Base Budget $9,693,640 $15,445,332    $9,693,640 $15,445,332
    Change To Base -$360,000 $0    -$360,000 $0
               
    Service Area Total   $9,333,640  $15,445,332     $9,333,640  $15,445,332 
Human Resources
  • Human Resources Overview
    [Nothing entered]
  • Human Resource Levels
    Effective Date      
    Total Authorized Position level 0    
    Vacant Positions 0    
    Current Employment Level 0.0    
    Non-Classified (Filled)    
    Full-Time Classified (Filled)    breakout of Current Employment Level
    Part-Time Classified (Filled)    
    Faculty (Filled)    
    Wage    
    Contract Employees    
    Total Human Resource Level 0.0   = Current Employment Level + Wage and Contract Employees
  • Factors Impacting HR
    [Nothing entered]
  • Anticipated HR Changes
    [Nothing entered]
Service Area Objectives
 
  • To promote self-sufficiency of families and individuals through opportunities for education, employment, income, and health care
    Objective Description
    This service area is one of VDSS' primary efforts to provide workforce services to low-income individuals seeking self-sufficiency through employment and approved educational activities.
    Alignment to Agency Goals
    • Agency Goal: Maximize the economic independence, safety and stability of individuals and families
    Link to State Strategy
    • nothing linked
    Objective Measures
    • Percent of TANF participants engaged in a work activity
      Measure Class:
      Agency Key
      Measure Type:
      Outcome
      Measure Frequency:
      Quarterly
      Preferred Trend:
      Up

      Frequency Comment: The federal TANF work participation rate is determined annually by the Administration for Children and Families.

      Measure Baseline Value:
      44.5
      Date:
      6/30/2009

      Measure Baseline Description: 44.5% of TANF participants were engaged in a work activity in FFY 2005

      Measure Target Value:
      50
      Date:
      6/30/2012

      Measure Target Description: 50% of TANF participants will be engaged in a work activity by the end of FFY 2012.

      Long-range Measure Target Value:
      50
      Date: