City of Suffolk Community Policy and Management Team Wednesday, April 16, 2025 9:00 am - 12:00 pm Social Services Building, Third Floor Conference Room 1. Call to Order 2. Approval of the minutes of the March 19, 2025 meeting (enclosure) 3. Financial Report 4. Closed Session to Consider Pending Cases: All cases involve funding requests unless otherwise noted: See attached list 5. Unfinished Business A. Internal Procedure for Stipend Payment to Parent Representatives- submitted to legal B. Follow up - Change of Fiscal Agent (Wendy Warfel) C. Contract Status Update (Rachel Lewis) D. Adoption of Revised CPMT By-Laws (enclosure) E. Items from Members 7. New Business A. CQI-CQI Observations a. Annual Service Gap Survey (enclosure) b. CSA Outcome Indicators Report FY 2024 (enclosure) B. OCS Memo: CSA Reimbursement for Private Day Special Ed FY 2026 (enclosure) C. Policy & Procedure Review - Policies & Procedures Suffolk FAPT (enclosure) D. Items from the Members (Updates from Member Agencies) 8. Adjourn CPMT Officers Effective July 2024 to June 2025 Chair - Sheridan Meriwether, The Up Center Vice-Chair - Toya Taylor, Suffolk DSS Secretary Jenny Hodge, Tidewater Youth Services Commission Benchmarks Revised: 2/21/24 1) Maintain reduction in number of children in congregate care placements at no more than 20% of the children served and maintain reduction in length of stay in congregate care at less than one year. 2) Maintain minimum attendance at CPMT and FAPT. (75% per year per agency). 3) Achieve 75% successful discharges from services per provider for CSA funded services (This would include step down to lower level of care or permanency, i.e. return home.) 4) Increase public awareness of CSA to ensure equitable and equal access to all levels of services to all youth based on community demographics. (Conduct at least 6 educational trainings in local communities throughout the fiscal year. Additionally, distribute 500 informational pamphlets through various channels such as schools, community partner agencies, and outpatient providers.) City of Suffolk Children's Services Act Community Policy and Management Team Meeting Minutes March 19, 2025 9:00 am Social Services Building, Third Floor Conference Rm 327 Members Present: Toya Taylor - Suffolk Dept. of Social Services (Vice Chair) Marli Laudun- Suffolk Health Dept. Kimberly Jennings - 5th District Court Services Unit Wendy Terry- Parent Representative Wendy Warfel - Assistant Director of Finance, City of Suffolk Blythe Johnson-Jones - (for Dr. Casaundra McNair - Suffolk Public Schools) Jenny Hodge - Tidewater Youth Services Commission - (Secretary) Vonda Warren-Lilly: = WTCSB Makiba Jennette-White-CSA Admin Assistant Nicole Porter - City of Suffolk Sheridan Meriwether - Blakey Weaver Counseling Center (Chair) Rachel Lewis = CSA Coordinator Members absent: None New Member: Damara Beckett-WTCSB Guests Present: 1. Call to Order: CPMT Vice-Chair Taylor called the meeting to order at 9:15 am. 2. Approval of minutes of the February 19, 2025 meeting: CPMT Vice-Chair Taylor suggested updates from February 19, 2025 Meeting Minutes as changes needed in 6. Old Business section b. ii. to read "Motion was entertained to revert the language back to the previous wording to ensure in policy emergency access to placement for Foster Care Children". Section b. ili. to read "Motion made by Vice-Chair Taylor and seconded by Nicole Porter. Motion was approved". . Section b. iv. Motion to temporarily pause the implementation of the policy to only work with contracted providers through the end of the fiscal year, June 30, 2025 except for the emergency access pool funds. Motion made by Vice-Chair Taylor on all three changes seconded first two changes by Nicole Porter, third change seconded by Wendy Terry. Motion to approve Minutes as amended by Chair Sheridan second by Toya and Nicole. 3. Financial Report: CSA Coordinator Rachel Lewis reviewed the Financial Report as of March 19, 2025. Based on projected expenditures, additional money will be needed from the city. Waiting on state to get SPED REP Funds. CPMT Chair Sheridan entertained a motion for the approval of the financial report. Motion made by Kim Jennings to accept Financial Report as written, seconded by Toya Taylor. All are in favor and the motion passed. 4. Closed session - CPMT Chair Sheridan Meriwether entertains a motion to convene a Closed Meeting for the purpose of discussing cases before the Family Assessment and Planning Team in accordance with the provisions in subsection A of $ 2.2-3711 of the Code of Virginia as amended in 2001 and 2005 respectively. Only applicable exceptions as provided in section $ 2.2-3707 or subsection A of Section $ 2.2-3711are to be discussed. Kim Jennings motions to enter closed session. Nicole Porter seconds motion to enter into closed session. All are in favor and the motion passed. 5. Return to open session - CPMT Chair Meriwether entertained a motion to move out of Closed Meeting. Kim Jennings motions to enter open session. Toya Taylor seconds the motion. All are in favor and the motion passed. CPMT Sheridan Meriwether entertains a motion to approve all cases except for Plan Bee. Toya Taylor motions to approve all cases except Plan Bee's. Kim Jennings seconds motion to approve all cases except Plan Bee's. Toya Taylor entertained a motion to investigate financial responsibility and contractual agreement for approval for Plan Bee's payment of unattended clients. Marli Laudun motion to investigate first. Jenny Hodge seconds motion. All are in favor. Rachel will update CPMT Team via email. Total amount of funds approved: $262,410.03 6. Unfinished Business : a. Internal procedure for Stipend Payment to Parent Representatives - City Manager in process of discussing with City Council. b. Change of Fiscal Agent (Wendy Warfel) i. Sheridan Meriwether had not reached out to the Department of Social Services and the City of Suffolk leadership to confirm directive of replacing the current Fiscal Agent and ensure concerns have been noted. She will follow up, undetermined resolution. C. Contract Status Update - Patches Group completed. Communication with First Home Care, Health Connect has issues with the acting CEO having authority to sign contract. Hallmark and Liberty Point have yet to be received. Toya asked that Rachel be copied in on all emails regarding contract by City Purchasing Dept. Rachel has also reached out to these vendors. It appears that some of them misinterpreted Mr. Smigielski's emails and thus did not respond. d. Sponsored Residential Placement Tiers: Rachel had reached out to DBHDS for more information about the screening tool used to determine a tier rate for a sponsored residential placement when the child has an ID/DD waiver. The tool is administered by a private agency and is currently not available to CSA members. DBHDS did send some general info about waivers and also a guide when providers request a customized rate. e. Items from Members - Rachel relayed that a recent meeting was held with David Lefevre and Candance Walton and CSA regarding timeliness of court ordered for truancy FAPT referrals. There appears to be a lag between the court hearing/order and the date the referral is received which sometimes results in the FAPT meeting not occurring prior to the next court hearing. The judges are not pleased and are holding Mr. Lefevre responsible. He will create a spreadsheet to track the progress of referrals internally within the school system. He will also start attending FAPT himself. School staff will also work internally for easier process to get parents' signatures on consents, etc. They will alert CSA staff weekly of which cases are coming to court to make sure FAPT service plan has been sent out. 7. New Business: a. Private Provider FAPT Representative: Ronnie Gehring has a new position with Stepstone Family & Youth Services and will continue as FAPT private provider representative. b. Policy and Procedure Review: Mission Statement: line 5. Take out troubled, change to "at risk youth and their families". Motion entered to accept changes as stated by Jenny Hodge, second by Vonda Warren-Lilly. Motion approved. C. Code of Ethics: no change d. Bylaws: Article 2. Change (troubled) to at risk. Article 3 A. Leave as is. Questioned about Fiscal Agent although already attending. Section p (rescinded). Section II Officers "may" (changed from "will"). Article V-meetings. Section IV change first two lines to include virtual participates in Quorum. Rachel will reword this. Sheridan entered into motion to table further discussion and changes to policy & procedure. Motion by Toya second by Jenny. e. CQI = tabled. f. Items from Members -none. 8. Adjourn Chair Sheridan Meriwether entertained a motion to adjourn the meeting at 12:15 p.m. Motion to adjourn made by Vonda and seconded by Sheridan. All are in favor and the motion passed. Recorded by Makiba Jennette-White, CSA Admin. Assistant 3 II. BY-LAWS CITY OF SUFFOLK COMMUNITY POLICY AND MANAGEMENT TEAM Article I- Name The name of this entity shall be the Suffolk Community Policy and Management Team, herein after referred to as the "CPMT." Article I- Purpose The purpose of the CPMT shall be to create, maintain and manage a collaborative system of services and funding that is child centered, family focused and community based, to serve the needs of troubled and at-risk youth and their families (Code of Virginia, Title 2.2, Chapter 52, Sections 2.2-5200 through 2.2-5214). Article III - Membership Membership criteria are determined by state law and by local government directive enacted in accordance with state law, which provide as follows: A. The membership of the CPMT shall meet the requirements of the Code of Virginia (Section 2.2-5204 to Section 2.2-5205) but not to exceed twelve (12) persons approved and appointed by the City Council ofSuffolk. The membership shall include the following: One elected official or appointed official or his/her designee from the governing body of the City of Suffolk, The local agency heads or their designees from the following community agencies: Western Tidewater Community Services Board Suffolk Juvenile Court Services Unit Suffolk Department ofHealth Suffolk Department of Social Services Suffolk City Public Schools A representative of a private organization or association of providers for children's or family services if such organizations or associations are located within the locality A parent representative The agency head or his/her designee of the Tidewater Youth Services Commission, a regional public agency formed by charter agreement of seven Hampton Roads localities (Chesapeake, Franklin, Portsmouth, Suffolk, Virginia Beach, Isle of Wight County, Southampton County) 4 B. These representatives shall have the authority to represent their respective agencies in making policy and funding decisions related to the Children's Services Act. C. Any person who serves on the CPMT who does not represent a public agency shall be required to file a statement of economic interest as set out in the Code ofVirginia, Section 2.2-3117 ofthe "State and Local Government Conflict ofl Interests Act". D. Agency heads or their designees of Code-mandated organizations shall be permanent members of the CPMT. E. Other appointed public or governmental agency CPMT members shall serve at the pleasure oft the local governing body and may serve unlimited terms. F. Parent representatives and private providers shall be appointed by the local governing body and may serve unlimited terms. G. Parent representatives who are employed by a public or private program that receives funds pursuant to this chapter or agencies represented on a [community policy and management ($2.2-5205) or family assessment and planning team ($2.2-5207)] may serve as a parent representative provided that parent representatives who are not employed by aj public or private program that receives funds pursuant to this chapter or agencies represented on a [community policy and management ($2.2-5205) or family assessment and planning team ($2.2-5207)] are prioritized for participation where practicable. Notwithstanding this provision, foster parents may serve as parent representatives. (revised 9/21/22) H. Persons serving on the team who are parent representatives or who represent private organizations or associations of providers for children's or family services shall abstain from decision-making involving individual cases or agencies in which they have either a personal interest, as defined in 2.2-3101 ofthe State and Local Government Conflict of] Interests Act, or a fiduciary interest. I. Vacancies shall be filled for the unexpired terms in the same manner as the original appointment. J. Any member ofthe CPMT who fails to personally attend or send a designee to at least 75% of the regularly scheduled CPMT meetings within any calendar year shall be reported to the local appointing authority by the CPMT with the exception of the parent representative (who does not have an alternate). K. The participating governing body shall designate an official ofthe city to act as fiscal agent for the team. L. The CPMT may enlist advisors to assist in achieving its objectives in accordance with its approved program and mandates. Any such advisors shall neither be deemed CPMT members nor have the powers, duties or responsibilities of said members. Article IV - Powers and Duties The CPMT, as a governmental entity of the City of Suffolk, and as creation of state law, having been mandated by the General Assembly, shall be subject to state and local laws and regulations established to regulate its functioning, and shall have the general powers, duties and responsibilities of a policy and management team as outlined in Section 2.2-5206 ofthe Code of Virginia as amended. As set forth in the Code of Virginia, the powers and duties of the CPMT are: A. Develop interagency policies and procedures to govern the provision of services to children and families in its community. 5 B. Develop interagency fiscal policies governing access to the state pool of funds by the eligible populations including immediate access to funds for emergency services and shelter care. C. Establish policies to assess the ability of parents or legal guardians to contribute financially to the cost of services to be provided and/when not specifically prohibited by federal or state law or regulation, provide for appropriate parental or legal guardian financial contribution, utilizing a standard sliding fee scale based upon ability to pay; D. Coordinate long-range, community-wide planning which insures the development of resources and services needed by children and families in its community including consultation on the development of a community-Dased system of services established under $16.1-309.3; E. Establish policies governing referrals and reviews of children and families to the Family Assessment and Planning Team or a collaborative, multidisciplinary team process approved by the State Executive Council, including a process for parents and persons who have primary physical custody of a child to refer children in their care to the teams, and a process to review the teams' recommendations and requests for funding. F. Establish quality assurance and accountability procedures for program utilization and funds management. G. Establish procedures for obtaining bids on the development of new services. H. Manage funds in the interagency budget allocated to the community from the state pool of funds, the trust fund, and any other source. I. Authorize and monitor the expenditure of funds by each Family Assessment and Planning Team or a collaborative, multidisciplinary team process approved by the State Executive Council. J. Submit grant proposals that benefit its community to the state trust fund and enter into contracts for the provision or operation of services upon approval of the participating governing body. K. Serve as the community's liaison to the Office ofChildren's Services, reporting on its programmatic and fiscal operations and on its recommendations for improving the service system, including consideration of realignment of geographical boundaries for providing human services. L. Collect and provide uniform data to the State Executive Council as requested by the Office ofChildren's Services in açcordance with subdivision D 16 of $2.2-2648. M. Review and analyze data in management reports provided by the Office ofChildren's Services in accordance with subdivision D 18 of $2.2-2648 to help evaluate child and family outcomes and public and private provider performance in the provision of services to children and families through the Children's Services Act Program. Every team shall also review local and statewide data provided in the management reports on the number of children served, children placed out of state, demographics, types of services provided, duration of services, service expenditures, child and family outcomes, and performance measures. Additionally, teams shall track the utilization and performance of residential placements using data and management reports to develop and implement strategies for returning children placed outside of the Commonwealth, preventing placements, and reducing lengths of stay in residential programs for children who can appropriately and effectively be served in their home, relative's S homes, family-like setting, or their community; 6 N. Administer funds pursuant to $16.1-309.3. O. Have authority, upon approval of the participating governing body, to enter into a contract with another community policy and management team to purchase coordination services provided that funds described as the state pool of funds under $2.2-5211 are not used. P. Submitte-the-DepartmentefBehaviera-Heathallrand-Develepmental-Serviees nfermation-em-ehiehiérenundertesageel4amdadelescemtseges14threugh7-fer whomar-admissienieanaeweearepsyehiatieerresitemialtresimentffmeilitylieensed PHswNHe-Ariele26372-48etsgefchpereFiNe1Aesehsiveofgrwp homes,wasseghtbitwarmaheteleahianedtyherepetingentities-Sueh nformation-shalegathered-rem-thefamtyassesmentanéplamningteamer participaingsemmaiysgemsieahwsiasanimp2sWl-lwbmaientpbesubmited hal-inelude:1)theehideradeleseentseateefbih:2ydateadmission-was empledkemt)ressentepateudaetieadmitemetehosplaleriaeliy: and Q. Establish policies for providing intensive care coordination services for children who are at risk of entering, or are placed in, residential care through the Children's Services Act program, consistent with guidelines developed pursuant to subdivision D 22 of $2.2-2648. R. Establish policies and procedures for appeals by youth and their families of decisions made by local family assessment and planning teams regarding services to be provided to the youth and family pursuant to an individual family services plan developed by the local family assessment and planning team. Such policies and procedures shall not apply to appeals made pursuant to S 3.2-915 or in accordance with the Individuals with Disabilities Education Act or federal or state laws or regulations governing the provision of medical assistance pursuant to Title XIX of the Social Security Act. The City of Suffolk shall annually audit the total revenues of the CPMT and its programs. The City of Suffolk shall also arrange for the provision of legal services to the CPMT. (COV $2.2-5204.) Utilizing a secure electronic database, the CPMT and the family assessment and planning team shall provide the Office of Children's Services with client specific information from the mandatory uniform assessment and information in accordance with subdivision D 11 of $2.2- 2648. (COV $2.2-5210). Article V - Officers of the Community Policy and Management Team Section I The Chairperson, Vice Chairperson, and Secretary of the CPMT shall be elected annually by the CPMT of the City of Suffolk per the rotation schedule outlined in Section II. The CPMT shall elect officers at the last duly called meeting in the fiscal year. Section II Officers will- rotate among participating agencies with each agency filling the respective office for one year each in succession. The rotation will be as follows: 7 Department of Health, Private Provider Representative, Local School Division, Department of Social Services, Parent Representative, Community Services Board, Tidewater Youth Services Commission Representative, Elected or Appointed Government Official, Court Services Unit Section II The duties ofthe Chairperson shall be: A. To preside at all meetings of the CPMT. B. To sign CSA documents as the official signature for the CPMT. C. To appoint committees necessary for operation of the CPMT. D. To work closely with the CSA Coordinator. E. To perform any other duties determined by the CPMT. F. To keep the State Executive Council and the City of Suffolk informed of the activities of the local CPMT. Section IV The Vice Chairperson shall, in the absence of the Chairperson, perform the duties of the Chairperson and any other duties assigned by the CPMT. Section V A Secretary will be elected for the CPMT; in the absence of the Secretary the Chairperson of the CPMT shall appoint a Secretary for the purpose of accurately reporting the deliberations and actions of the Scheduled Meeting. Section VI Any vacancy occurring among the Officers shall be filled by the CPMT. Article VI - Meetings Section I Regular meetings shall be held at a time to be determined by the CPMT. Section II The quorum for all regularly scheduled CPMT Meetings shall be 50% of the duly appointed members. Section III Special meetings of the CPMT may be called by the Chairperson or upon written request of three members. A quorum of a specially called meeting shall consist of 50% oft the duly appointed members. 8 Section IV As outlined in $2.2-3708.3 An individual member may participate in a meeting of the CPMT from a remote location for the following reasons: 1) a temporary or permanent disability or other medical condition prevents the member from attending the meeting in person, 2) a medical condition of a member oft the member's family that requires the member to provide care that prevents the member's physical attendance or the member is a caregiver who must provide care to a person with a disability at the time the public meeting is being held thereby preventing the member's physical attendance, 3) the member's principal residence is more than 60 miles from the meeting location identified in the required notice for such meeting, 4) a personal matter prevents the member from attending the meeting in person. The member requesting to participate through electronic communication from a remote location must notify the CPMT chair or the CSA Coordinator on or before the day ofthe meeting. A quorum ofthe CPMT must be physically assembled at the primary location identified in the public notice required for the meeting. Members who are unable to attendfor reasons 1 and 2 above are considered physically present for purposes ofa quorum. Arrangements shall be made for the voice oft the remote participant to be heard by all persons at the primary meeting location. The reason the member is unable to attend the meeting and the remote location from which the member participates shall be recorded in the meeting minutes. The nature ofthe personal matter shall also be included in the minutes. Members who attend remotely due to personal reasons as identified in number 4 above may only participate through electronic communication for no more than two meetings oft the CPMT each calendar year. Individual participation from a remote location shall be approved by the other members ofthe CPMT; if challenged, then the other members of the CPMT shall vote whether to allow such participation. If the other members oft the CPMT vote to disapprove of the member's participation because such participation would violate this policy, such disapproval will be recorded in the minutes with specificity. Article VII - Rules ofOrder Robert's Rules of Order, Newly Revised shall be used as a guide in conducting CPMT business. All issues of parliamentary procedure shall be referred to the Chairperson, or presiding officer in the absence oft the Chairperson, where decisions shall be final and binding. Decision making will be made through a majority vote of members who are voting at a meeting where a quorum is present. Article VIII - Confidentiality Proceedings held to consider the appropriate provision of services and funding for a particular child or family or both who have been referred to the Family Assessment and Planning Team and whose case is being assessed by this team or reviewed by the CPMT shall be confidential and not open to the public, unless the child and family who are the subjects ofthe proceeding request, in writing, that it be open. All information about specific children and families obtained by the team members in the discharge of their responsibilities to the team shall be confidential. (COV $2.2-5210) Article IX - Liability Persons who serve on the CPMT shall be immune from any civil liability for decisions made about the appropriate services for a family or the proper placement or treatment of a child who comes before the team, unless it is proven that such person acted with malicious intent. (COV $2.2-5205) Article X Amendments The Terms and provisions of the By-Laws oft the CPMT may be amended at any regular meeting of the CPMT by a two third (2/3) majority vote of those present and voting, given that notice of any proposed amendment was submitted to all members in writing two weeks prior to the meeting. The original By-Laws were adopted at a regular meeting of the CPMT held on 5/11/93, by a vote of 7 in favor to 0 not in favor. The amended version was adopted at a special meeting of the CPMT held on 7/22/98, by a vote of 10 in favor to 0 not in favor. Additional changes were adopted at a regular meeting on 2/14/01 by a vote of 6 in favor to 0 not in favor. Revision of the by-laws were adopted at a regular meeting on 4/17/13 by a vote of8 in favor to 0 not in favor. Additional revision of the by-laws was adopted at a regular meeting on 6/17/20 by a vote of 8 in favor to 0 not in favor. Additional revision of the by-laws was adopted at a regular meeting on 9/21/22 by a vote of9 in favor to 0 not in favor. Additional revision of the by-laws was adopted at a regular meeting on ????? by a vote of? in favor to ? not in favor. Donna Boykin 9/21/22 Chairperson Date See Appendix A for Current List of Team Members, Current Schedule of Meetings, CSA Organizational Chart, and listing of CSA staff. COMMONWEALTHO VIRGINIA Scott Reiner, M.S. OFFICE OF CHILDREN'S SERVICES Executive Director Administering the Children 's Services Act Administrative Memorandum #25-03 To: CPMT Chairs CSA Coordinators From: Scott Reiner, Executive Director Scatt Reiner Date: March 4, 2025 Subject: Annual CSA Service Gap Survey Section 2.2-5211.1.2 of the Code of Virginia requires: "The community policy and management team shall report annually to the Office of Children's Services on the gaps in services needed to keep children in the local community and any barriers to the development of those services. This requirement led to the implementation of the annual CSA Service Gap Survey, which has existed since 2007. The Survey can also serve as a resource to local CSA programs in meeting the language of $2.2-5206.4 that each CPMT shall: "Coordinate long-range, community-wide planning that ensures the development of resources and services needed by children and families in its community Since 2017, the survey format has included a full survey in odd-numbered years and a briefer follow-up survey in even-numbered years. The Office of Children's Services is issuing the 2025 CSA Service Gap Survey via this Administrative Memorandum and requests your careful attention. The survey is to be completed in Survey Monkey via the Internet to simplify and expedite data collection, analysis, and reporting. A paper copy is attached to this memo for use within your locality when gathering input. Please designate an individual to coordinate the Survey and submit it to OCS via Survey Monkey. The survey is due by May 30, 2025. 1604 Santa Rosa Road, Suite 137 . Richmond, Virginia 23229-5008 . PHONE: 804-662-9815 . FAX: 804-662-9831 . WEB: www.csavitginiagov OCS Administrative Memo #25-03 March 4, 2025 Page 2 The paper version of the survey may be used for internal use and collaboration purposes only. When your locality has completed the process of collecting input, please submit only one electronic version of the survey. Only one submission from each locality is permitted. The link to complete and submit your locality's Service Gap Survey is: ntpsy/wwwsuryeymonkey.coml/CSA ServiceGapFY25 Thank you for your cooperation. We plan to analyze and publish the results as soon as possible after all localities have completed the Survey. Please direct any technical questions about the Service Gap Survey to Carrie Thompson, CSA Senior Research Associate, at carrie.thompson@csa.virgina.gov. CC: Carrie Thompson Attachment: FY2025 CSA Service Gap Survey CPMT Planning Guide.docx FY2025 CSA Service Gap Survey: Planning Document Please use this guideto plan and trackyour CPMT's responses tothe 2025 CSA Service Gap Survey before visiting SurveyMonkey to submit your response. This document is not submitted to the Office of Children's Services; it is only to be used to plan CPMT responses to the official survey via the SurveyMonkey link fntps/www.surveymonkeycom/ncSA.ServiceGapfy25, Critical Service Gaps Please identify three (3)1 to five (5) services most important to further develop in your community. Consider services that do not exist in your community and those that do not adequately meet) your locality's needs due to constraints such as insufficient capacity, poor quality, or prohibitive costs. (Check the relevant boxes) Residential Services Evidence-based Behavioral Health Services E Short-term Diagnostic (A&D) D Brief Strategic Therapy Group Home J Cognitive Behavioral Therapy Residential Treatment Family Check-Up Sponsored Residential Home Services Functional Family Therapy Home Builders Foster Care Services Motivational Interviewing Family Foster Care Homes Multisystemic Therapy Therapeutic Foster Care Homes Parent-Child Interaction Therapy E Independent Living Services Educational Services Community-Based Behavioral Health Services Private Day School J Applied Behavior Analysis Residential School Assessment School-based Mental Health Services Case Management Crisis Services Family Therapy D Group Therapy - Crisis interventon-Sabluzation Individual Therapy Acute Psychiatric Hospitalization Intensive Care Coordination (ICC) Services IndividuaV/Family Support Intensive In-Home LJ Medication Management D Child Mentoring Therapeutic Day Treatment Family Partnership Facilitation Trauma Focused/Informed Services Family Support Partner Parent Coaching Respite Transportation CSA Service Gap Survey Planning Document 1 For each critical service gap selected, please answer the two questions: Are there specific populations with gaps in (selected) services in your locality? (Please choose all that apply) Autism Intellectual Dsabuly/Dyelopmenta Disability Potentially Disrupting or Disrupted Foster Care Placements Potentially Disrupting or Disrupted Adoptions Sex Offending/Sexually Reactive Behaviors Youth with Multiple Mental Health Diagnoses Youth Involved with the Juvenile Justice System Substance Abuse No, there are not any specific populations Other (please specify) Are there specific age groups with gaps in (selected) services in your locality? (Please choose all that apply) Pre-School Age (0-5) Elementary School Age (6-10) Middle School Age (11-13) High School Age (14-18) Transition Age (19-21) No, there are not any specific age groups CSA Service Gap Survey Planning Document 2 Document your responses below (to reference while filling out the survey) once your CPMT has finalized them: Selected Critical Service Gap Affected PopulationGroups Affected Age Groups (Which services were selected (Which populations were (Which age groups were from the list above?) identified as affected?) identified as affected?) Example: Applied Behavior Example: Autism, Example: No, there are not Analysis Substance Abuse any specific age groups CSA Service Gap Survey Planning Document 3 Barriers On a 5-point scale, with one (1) being NotAtAll" and five (5) being 'A Great Deal; please indicate the impactthet following! barriers have had on your community's abilityto developthe services youl have identified. Also, please add specific comments under each barrier, as needed. Barrier Rating (1 through 5) Comments (as needed) Need for greater collaboration and consensus Lack of funding Lack of transportation Provider availability Need for more information and data Other (as needed) Changes to Community-Based Services Availability Hasyour localityinitiated: actions overt the pasty yearto address the perceived service barriers (from the list in the table above)? Yes No (ifyes): What are those actions? Please provide comments below: CSA Service Gap Survey Planning Document 4 FY2024 CSA Service Gap Survey (Follow-Up for FY2023 Responses) Locality: Suffolk Please enter your name and contact email in the space below. Name: Rachel Lewis Email: rlewis@suffolkva.Is FY2023 Critical Service Gap FY2024 Update: Please respond if gap has increased, decreased, been resolved, or remained the same compared to FY2023: Assessment Remained the same Family Support Partner Remained the same Functional Family Therapy Remained the same Intensive Care Coordination (ICC) Remained the same Using the list below, please identify any new gaps in services your locality is experiencing for FY2024, that were not identified in your FY2023 responses. Type new gaps for FY2024 in the box below: respite Residential Services Community-Based. Behavioral Evidence-Based Behavioral Health a Short-term Diagnostic Health Services Services D Group Home D Assessment D Multi-systemic Therapy a Residential Treatment D Group Therapy a Functional Family Therapy a Family Therapy D Parent Child Interaction Therapy Crisis Services a Intensive In-Home D Cognitive Behavioral Therapy D Crisis Intervention/Slabilization 01 Therapeutic Day Treatment D Motivational Interviewing a Acute Psychiatric Hospitalization D Case Management a Medication Management Foster Care Services Family Support Services a Applied Behavior Analysis a Family Foster Care Homes D Family Partnership Facilitation D Trauma Focused/Informed a Therapeutic Foster Care Homes a Respite Services o Independent Living Services aI Intensive Care Coordination (ICC) Educational Services Other Services D Family Support Partner D Private Day School D Other: a Child Mentoring a Residential School a Other: a Parent Coaching a School-based Mental Health 0 Other: Services CSA Service Gap Survey FY2024 1/2 FY2023 Barriers to Developing Needed FY2023 Rating of FY2024 Update: Services Barrier Impact Please provide rating for FY2024 (1=Not at all, 5=A (higher number = increase in impact, lower great deal) number = decrease in impact) Need for greater collaboration and consensus 2 3 Lack of funding 4 5 Lack of transportation 3 3 Provider availability 5 5 Need more information and data 3 2 CSA Service Gap Survey FY2024 2/2 Children's Services Act Outcome Indicators Report FY2024 Office of Children's Services Empowering communities to serve youth This page left intentionally blank. Table of Contents Executive Summary : Introduction. 5 Child and Adolescent Needs and Strengths (CANS) Outcomes. / School Domain of the Child and Adolescent Needs and Strengths. & Behaviora/Emotional Needs Domain of the Child and Adolescent Needs and Strengths 11 Child Strengths Domain oft the Child and Adolescent Needs and Strengths. 14 Summarized CANS Performance by Location. 17 CSA Performance Indicator 18 Youth Receiving Only Community-Based CSA-Funded Services 18 Community-based Services Only by Location 19 Outcomes Related to Foster Care 21 Children in Family-Based Foster Care Placements 21 Percent of Children Who Exit from Foster Care to a Permanent Living Arrangement 23 Summarized DSS Performance by Location 25 Conclusion 27 Appendix 1: Locality-Specific Performance Measures FY 2024.. 28 CSA Performance Measures Annual Report (FY 2024) 3 Executive Summary This annual report addresses the Code of Virginia 52.2-2648.D.17. which requires a uniform set of performance measures for evaluating the Children's Services Act program. The report summarizes statewide performance for each of six identified measures. This review includes the most current complete fiscal year (FY 2024) and the four prior fiscal years. For this year's report, the period covered is FY 2020 = FY 2024. Findings include: Statewide, the percentages of youth in the FY 2024 cohort demonstrated improvement in the first year of services were 42 percent in the CANS School domain, 41 percent in the CANS Behaviora/Emotional Needs domain, and 56 percent in the CANS Child Strengths domain. Locality-specific performances for this cohort were generally consistent with the overall statewide value: more than half of CSA programs across the state had performance that was statistically similar to the statewide percentages for each domain. Among localities with exceptionally low or exceptionally high percentages of improvement, the count of localities with above-average performance was greater than those with below-average performance in all measured domains. The statewide percentage of youth showing improvement in the first year of CSA-funded services was higher for the FY 2024 cohort than for cohorts from the two prior years (FY 2022 and FY 2023). The percentage of youth receiving only community-based services, among all youth receiving CSA-funded services in the fiscal year, decreased minimally to 86 percent this year. This followed two years at 87 percent after several years of consecutive increases. This year's percentage remained higher than pre-FY 2022 values. Most localities had percentages similar to the state, but the number of localities with below-average performance (31) outnumbered the count of localities with above-average performance (20) on this measure. Statewide performance related to youth in foster care has declined over time. Since FY 2021, the percentage of youth in foster care in a amily-Dased placement has dropped by one percentage point annually; the percentage of youth in foster care that exit to permanence has fallen by an average of two percentage points annually. FY 2024 performance was 72 percent and 76 percent, respectively, for these measures. CSA Performance Measures Annual Report (FY 2024) 4 Introduction Virginia Code, 52.2-2648.D.17. requires that the State Executive Council for Children's Services (SEC) shall: Oversee the development and implementation of a uniform set of performance measures for evaluating the Children's Services Act program, including, but not limited to, the number of youths served in their homes, schools and communities. Performance measures shall be based on information: () collected in the client-specific database referenced in subdivision 16, (ii) from the mandatory uniform assessment instrument referenced in subdivision 11, and (iii) from available and appropriate client outcome data that is not prohibited from being shared under, federal law and is routinely collected by the state child-serving agencies that serve on the Council. fA provided client-specific information, state child-serving agencies shall report available and appropriate outcome data in clause (ii) to the Office of Children's Services. Outcome data submitted to the Office ofChildren's Services shall be used solely for the administration of the Children's Services Act program. Applicable client outcome data shall include, but not be limited to: (a) permanency outcomes by the Virginia Department of Social Services, (b) recidivism outcomes by the Virginia Department of Juvenile Justice, and (c) educational outcomes by the Virginia Department of Education. All client-specific information shall remain confidential and only non-identifying aggregate outcome information shall be made available to the public. Virginia Code, 52.2-2649.B.37. requires that the Office of Children's Services: Develop and implement a uniform set of performance measures for the Children's Services Act program in accordance with subdivision D 17 of $2.2-2648. The six performance/Outcome measures used to annually evaluate the Children's Services Act (CSA) program are: The percentage of youth who had a decrease in their score on the School Domain of the Child and Adolescent Needs and Strengths (CANS), the mandatory CSA assessment instrument, from al baseline assessment to the most recent reassessment or discharge. The percentage of youth who had a decrease in their score on the Child Behavioral and Emotional Needs Domain of the CANS instrument from a baseline assessment to the most recent reassessment or discharge. The percentage of youth who had a decrease in their score (indicating increased strengths) on the Child Strengths Domain of the CANS instrument from a baseline assessment to the most recent reassessment or discharge. CSA Performance Measures Annual Report (FY 2024) 5 The percentage of youth receiving only community-based Services (CBS) of all youth receiving CSA-funded services. The percentage of youth in foster care who are in family-based placements. The percentage of youth who exit from foster care to a permanent living arrangement. CSA Performance Measures Annual Report (FY 2024) 6 Child and Adolescent Needs and Strengths (CANS) Outcomes Virginia Code, 52.2-2648.D.11. requires the SEC to "Oversee the development and implementation of a mandatory assessment instrument and process to be used by all localities to identify levels of risk of Children's Services Act (CSA) youth. 1 SEC Policy 3.6 identifies the CANS as the required mandatory uniform assessment instrument for all children receiving CSA-funded services. It is administered at the time of service initiation and at periodic intervals throughout the duration of services. The reassessment interval varies depending on the service provided and local policy and practice but is required at least once a year. Typically, children receiving more intensive services are reassessed more frequently. The CANS School Domain score is the total score of the three (3) domain items: School Behavior, School Achievement, and School Attendance. The CANS Child Behavioral/Fmotional Needs Domain score is the total score of the ten (10) items that constitute the domain: Psychosis, mpuswiy/yperaciwi, Depression, Anxiety, Oppositional, Conduct, Adjustment to Trauma, Anger Control, Substance Use and Eating Disturbance. The CANS Child Strengths Domain score is the total score of the eleven (11) items that constitute the domain: Family, Interpersonal, Optimism, Educational, Vocational, Talents/Interests, Spiritual/Religious, Community Life, Relationship Permanence, Child Involvement with Care, and Natural Supports. A trained and certified assessor scores each item in a Domain as a 0, 1, 2, or 3, with a lower score indicating the youth has less significant needs (or is better functioning) in those areas. If interventions have the desired impact, domain scores would be expected to decrease (as a youth's needs decrease). Children are assigned to an annual "cohort" based on the fiscal year in which their baseline (initial) assessment occurs. Only youth with at least one reassessment within six months of the end of the fiscal year (FY) are included. The FY 2024 cohort includes youth with an initial (baseline) assessment on or after July 1, 2023 and a reassessment on or before January 1, 2025. As time passes and additional youth in the FY 2024 cohort are reassessed, the number in the cohort will grow, and the outcomes will be recalculated". The baseline assessment score is compared to the most recent assessment for each child in the cohort. The most recent assessment as of January 1, 2025 was used to develop this report. The percentage of youth with a decreased domain score was calculated. For the FY 2024 cohort, the average time between the baseline and most recent assessment was 224 days. 1 Locality specific data for FY 2019 - FY 2024 are reported in the CSA Data and Outcomes (CQI) Dashboard, found on the CSA website. CSA Performance Measures Annual Report (FY 2024) 7 Locality-specific circumstances, such as small numbers of youth receiving services or the presence of youth with exceptionally high needs, can influence the reported percentages of youth showing improvement. The average number of youth per locality for the three CANS measures was approximately 36 for the FY 2024 cohort. For localities with more youth, the reported percentage improved will be less affected by small numbers. The reported percentages for localities with fewer youth are more influenced by any youth(s) that did not improve in the measured period. School Domain of the Child and Adolescent Needs and Strengths In the first year of reporting for the FY 2024 cohort, 42 percent of youth showed improvement (a decrease in the score) between the initial and most current assessments. Earlier cohorts had more significant percentages of youth with improved scores in this domain (ranging from 43 percent to 51 percent). CANS School Domain Cohort Improvement Between Initial and Most Recent Assessment (as of January 2025) 51% 46% 43% 43% 42% 2020 2021 2022 2023 2024 CANS Cohort: FY of First Initial Assessment Outcomes tend to improve over time, as shown by the higher percentages of improvement among "older" cohorts compared to newer ones. This should be considered when comparing differences between the current and prior years' cohorts. CSA Performance Measures Annual Report (FY 2024) 8 Average Number of Days Between Initial and Most Recent CANS Assessment (as of 1/1/25), by Cohort? Cohort 2020 2021 2022 2023 2024 Number of Youth 3,967 3,571 5,099 5,479 4,549 Average Days 746 620 486 370 224 Comparing CANS School Domain Improvement by Cohort Across Annual Reporting Periods (as of January each year) - 2020 - 2021 a 2022 a 2023 - 2024 Fifth Year Reported Fourth Year Third Year Second Year First Year Year of Data Collection for Each Cohort The percentage of each cohort showing improvement in their first year of reporting declined from FY 2020 through FY 2023 and then began to increase again for FY 2024. Among the last five cohorts, FY 2020 had the highest percentage of youth showing improvement in their first year (45 percent), and FY 2023 had the lowest (33 percent). For cohorts with multiple years of available data, the percentage of youth that improved from Initial assessment scores increased with more extended time between assessments. The most significant gains were seen in the second year. The largest increase in the percentage of youth with improved scores from Initial was for the FY 2023 cohort, whose percentage increased from 33 percent in the first year to 43 percent in the second year. For youth that began services between FY 2020 and FY 2022, the percentage that improved after the Initial assessment increased by around three percentage points in the second year compared to the first. The rate of improvement in the percentage of youth tapered off after the second year but continued to increase over time. 2The number of youth in each annual cohort represents "new" cases to the CSA as they are having their initial assessments that year. CSA Performance Measures Annual Report (FY 2024) 9 The graphics below compare locality-specific performance on this measure to the statewide results for the percentage of youth with improvement in the CANS School domain. The data represent the FY 2024 cohort only. Locality Performance Compared to Statewide Percent of Youth with Improvement in CANS School Domain Scores (FY 2024 Youth Cohort) Map created using Datawrapper CANS School Domain Improvement (FY 2024 Youth Cohort) Number of Localities by Distance from Statewide Average (42%) 73 14 17 17 Significantly (>2SD) Below Mean (1-2SD) Average Performance Above Mean (1-2SD) Significantly (>2SD) Below Mean (21% to <31%) (within 1 SD) (53% to <64%) Above Mean (<21%) (31% to <53%) (64%+) Distance from Mean (Percent Improved Range) The performance of most CSA localities (73 out of 127 reporting, or 57 percent) was equivalent to the statewide average (31 percent to less than 53 percent improvement). There were more localities with above-average performance than below-average (34 localities compared to 20). The Piedmont (DSS) region had the most significant proportion (90 percent) of localities with average or better performance (31 percent or more significant improvement in this domain). Between 88 and 89 percent CSA Performance Measures Annual Report (FY 2024) 10 of Central, Eastern, and Northern localities had average or better performance. The Western region had the most localities with below-average improvement (eight out of 20); other regions had three localities, each with below-average improvement. sehavora/Emotional Needs Domain of the Child and Adolescent Needs and Strengths In the first year of reporting for the FY 2024 cohort, 41 percent showed improvement (a decrease in the score) between the initial and most current assessments. Earlier cohorts had more significant percentages of youth with improved scores in this domain (ranging from 43 percent to 52 percent). CANS Child Behavioral/Emotional Needs Domain Cohort Improvement Between Initial and Most Recent Assessment (as of January 2025) 52% 51% 45% 43% 41% 2020 2021 2022 2023 2024 CANS Cohort: FY of First Initial Assessment Outcomes tend to improve over time, as shown by the higher percentages of improvement among older cohorts compared to newer ones. This should be considered when comparing differences between the current and prior years' cohorts. Average Number of Days Between Initial and Most Recent, as of January 2025, by Cohort Cohort 2020 2021 2022 2023 2024 Number of Youth 4,009 3,602 5,127 5,506 4,574 Average Days 746 620 486 370 224 CSA Performance Measures Annual Report (FY 2024) 11 Comparing CANS Child Behavioral/Emotional Needs Domain Improvement by Cohort Across Annual Reporting Periods (as of January each year) - 2020 a 2021 a 2022 a 2023 a 2024 Fifth Year Reported Fourth Year Third Year Second Year First Year Year of Data Collection for Each Cohort The percentage of each cohort showing improvement in their first year of reporting declined from FY 2020 through FY 2023 and then increased for FY 2024. Among the last five years of cohorts, FY 2020 had the highest percentage of youth showing improvement in their first year (45 percent), and FY 2023 had the lowest (34 percent). For cohorts with multiple years of available data, the percentage of youth that improved from Initial assessment scores increased with more extended time between assessments. The most significant gains were seen in the second year. The largest increase in the percentage of youth with improved scores from Initial was for the FY 2023 cohort, whose percentage increased from 34 percent in the first year to 43 percent in the second year. For youth that began services between FY 2020 and FY 2022, the percentage that improved after the Initial assessment increased by around three percentage points in the second year compared to the first. The rate of increase in the percentage of youth showing improvement tapered off after the second year but continued to increase for all cohorts. The graphics below compare locality-specific performance on this measure to the statewide results for the percentage of youth with improvement in the CANS Behaviora/Emotional Needs domain. The data represent the FY 2024 cohort only. CSA Performance Measures Annual Report (FY 2024) 12 Locality Performance Compared to Statewide Percent of Youth with Improvement in CANS Behaviora/Emotional Needs Domain Scores (FY 2024 Youth Cohort) Map created using Datawrapper CANS Behaviora/Emotional Needs Domain Improvement (FY 2024 Youth Cohort) Number of Localities by Distance from Statewide Average (41%) 70 19 19 16 3 Significantly (>2SD) Below Mean (1-2SD) Average Performance Above Mean (1-2S SD) Significantly (>2SD) Below Mean (20% to <30.5%) (within 1 SD) (52% to <63%) Above Mean (<20%) (30.5% to <52%) (63%+) Distance from Mean (Percent Improved Range) The performance of most CSA localities (70 out of 127 reporting, or 55 percent) was equivalent to the statewide average (30 percent to less than 52.5 percent). There were many more localities with notably high improvement (16 localities for whom 63 percent or more of youth improved) than localities with notably low improvement (three localities for whom less than 20 percent of youth improved). The Piedmont (DSS) region had the most significant proportion (90 percent) of localities with average or better performance (30.5 percent or more improvement in this domain), followed by the Northern (89 percent of localities) and Central (85 percent of localities) regions. The Western region had the highest count of localities with below-average improvement (eight out of 22); other regions had three or four localities, each with below-average improvement. CSA Performance Measures Annual Report (FY 2024) 13 Child Strengths Domain oft the Child and Adolescent Needs and Strengths In the first year of reporting for the FY 2024 cohort, 41 percent showed improvement (a decrease in the score) between the initial and most current assessments. Earlier cohorts had more significant percentages of youth with improved scores in this domain (ranging from 57 percent to 63 percent). CANS Child Strengths Domain Cohort Improvement Between Initial and Most Recent Assessment (as of January 2025) 63% 63% 60% 57% 56% 2020 2021 2022 2023 2024 CANS Cohort: FY of First Initial Assessment Outcomes tend to improve over time, as shown by the higher percentages of improvement among older cohorts compared to newer ones. This should be considered when comparing differences between the current and prior years' cohorts. Average Number of Days Between Initial and Most Recent, as of January 2025, by Cohort Cohort 2020 2021 2022 2023 2024 Number of Youth 4,009 3,602 5,127 5,506 4,574 Average Days 746 620 486 370 224 CSA Performance Measures Annual Report (FY 2024) 14 Comparing CANS Child Strengths Domain Improvement by Cohort Across Annual Reporting Periods (as of January each year) E 2020 a 2021 a 2022 a 2023 a 2024 Fifth Year Reported Fourth Year Third Year Second Year First Year Year of Data Collection for Each Cohort The percentage of each cohort showing improvement in their first year of reporting declined from FY 2020 through FY 2023 and then increased for FY 2024. Among the last five years of cohorts, FY 2020 had the highest percentage of youth showing improvement in their first year (57 percent), and FY 2023 had the lowest (52 percent). For cohorts with multiple years of available data, the percentage of youth that improved from Initial assessment scores increased with more extended time between assessments. The most significant gains were seen in the second year. The largest increase in the percentage of youth with improved scores from Initial was for the FY 2023 cohort, whose percentage increased from 52 percent in the first year to 57 percent in the second year. For youth that began services between FY 2020 and FY 2022, the percentage that improved after the Initial assessment increased by around four percentage points in the second year compared to the first. The rate of increase in the percentage of youth showing improvement tapered off after the second year but continued to increase for all cohorts. The graphics below compare locality-specific performance on this measure to the statewide results for the percentage of youth with improvement in the CANS Child Strengths domain. The data represent the FY 2024 cohort only. CSA Performance Measures Annual Report (FY 2024) 15 Locality Performance Compared to Statewide Percent of Youth with Improvement in CANS Child Strengths Domain Scores (FY 2024 Youth Cohort) Map created using Datawrapper CANS Child Strengths Domain Improvement (FY 2024 Youth Cohort) Number of Localities by Distance from Statewide Average (56%) 73 10 20 15 Significantly (>2SD) Below Mean (1-2S SD) Average Performance Above Mean (1-2 SD) Significantly (>2SD) Below Mean (34% to <44%) (within 1 SD) (67% to <78%) Above Mean (<34%) (44% to <67%) (78%+) Distance from Mean (Percent Improved Range) The performance of most CSA localities (73 out of 127 reporting, or 57 percent) was equivalent to the statewide average (44 percent to less than 67 percent improvement). There were more localities with above-average performance than below-average (35 localities compared to 19). The Northern (DSS) region had the most significant proportion (96 percent) of localities with average or better performance (44 percent or greater improvement in this domain), followed by the Piedmont (90 percent of localities) and Western (86 percent of localities) regions. The Central region had the highest count of ocalities with below-average improvement (nine out of 19); other regions had one or three localities, each with below-average improvement. CSA Performance Measures Annual Report (FY 2024) 16 Summarized CANS Performance by Locality Below is a map that summarizes each locality's count of domains where performance was average or better based on statewide performance. The minimum was zero, and the maximum was three domains (School, Child Behavora/Emotional Needs, and Child Strengths). If the percentage of youth showing improvement was statistically lower than the statewide average, that domain was not counted for a locality. Map of Virginia Localities: Locality Count of CANS Domains where Percent Improved (FY 2024 Service Start) was Average or Better Zero Domains One Domain Two Domains All Domains Map created using Datawrapper Most localities showed improvement equal to or exceeding average performance in at least one CANS domain (126 out of 127 localities, or 99 percent). One locality did not have average or better performance in any domains; 14 localities had average or better performance in one domain; 30 localities had average or better performance in two domains; and 82 had average or better performance in all three domains. The Eastern (DSS) region had the highest proportion of localities with average or better performance in at least two of the measured CANS domains (23 out of 24 localities), followed by Piedmont (27 out of 29 localities) and Northern (24 out of 26 localities) regions. CSA Performance Measures Annual Report (FY 2024) 17 CSA Performance Indicator Youth Receiving Only Community-Based CSA-Funded Services The CSA has long supported serving youth in their homes and home communities as a centerpiece of the system of care approach. This indicator is one measure of how this goal is realized. In each fiscal year, youth who received only community-based services through CSA (no residential or congregate care placements) are counted from the entire population served. Percent of Youth Receiving Only Community-Based (No Residential) Services in Fiscal Year (FY 2020-FY 2024) 87% 87% 86% 86% 85% 2020 2021 2022 2023 2024 In FY 2024, 86 percent of all CSA youth received only community-based services. The percentage was stable for the last two fiscal years after increasing for two years in FY 2021 and FY 2022. CSA Performance Measures Annual Report (FY 2024) 18 Community-based Services Only by Locality Locality Performance Compared to Statewide Percent of Youth with Only Community-Based Services (FY 2024) - - - Map created using Datawrapper Youth Receiving Only Community-Based Services (FY 2024) Number of Localities by Distance from Statewide Average (86%) 79 19 8 12 12 Significantly (>2SD) Below Mean (1-2S SD) Average Performance Above Mean (1-2: SD) Significantly (>2SD) Below Mean (74% to <80.5%) (within 1 SD) (93% to <99%) Above Mean (<74%) (80.5% to <93%) (99% and above) Distance from Mean (Percentage Range) In all 130 localities, at least half of the CSA youth received only community-Dased services; in 117, the proportion was at least 75 percent. Seven localities reported that 100 percent of youth received only community-based services (no residential services received). The performance of most CSA localities (79 out of 130 reporting, or 61 percent) was equivalent to the statewide average (80.5 percent to less than 93 percent of youth receiving no residential services). There were fewer localities with above-average performance than below-average (20 localities CSA Performance Measures Annual Report (FY 2024) 19 compared to 31). The Northern (DSS) region had the most significant proportion (96 percent) of localities with average or better performance (44 percent or greater improvement in this domain), followed by the Piedmont (90 percent of localities) and Western (86 percent of localities) regions. The Central region had the highest count of localities with below-average improvement (nine out of 19). Other regions had one or three localities, each with below-average improvement. CSA Performance Measures Annual Report (FY 2024) 20 Outcomes Related to Foster Care Ar majority (52 percent) of children served through the CSA in FY 2024 were referred by a local department of social services due to involvement in Virginia's child welfare system. The state Department of Social Services (VDSS) has established multiple indicators for children in the foster care system. The CSA has adopted two of these indicators in its performance measurement model. Children in Family-Based Foster Care Placements Best practices in child welfare suggest that children removed from their homes due to abuse, neglect, or other reasons do best in family-based foster care settings. These are family and family-like settings with a limited number of children as opposed to a group home or other larger congregate care setting. The VDSS has established a target that 85 percent of the children in foster care are placed in a family- based placement. Percent of Youth in Foster Care in Family-Based Placements at End of Fiscal Year (FY 2020 - FY 2024) 84% 75% 74% 73% 72% 2020 2021 2022 2023 2024 Source: Virginia Department of Social Services, Office of Research and Planning, Children's Services System Outcomes (CSSTO) report At the end of FY 2024, 72 percent of youth in foster care were in family-based placements (13 percentage points below the VDSS target). This percentage has decreased by about one percentage point yearly since FY 2021. FY 2020 and earlier performance may not be comparable to current information. After FY 2020, the sum of youth in current family-based and congregate care placements no longer equaled the total child count reported for some localities. The method by which placement types are defined may result in a child being excluded from both categories. CSA Performance Measures Annual Report (FY 2024) 21 Locality Performance Compared to Statewide Percent of Youth in Family-Based Placements (FY 2024) Map created using Datawrapper Family-Based Placements for Foster Care (FY 2024) Number of Localities by Distance from Statewide Average (72%) 73 17 14 16 7 Significantly (>2SD) Below Mean (1-2SD) Average Performance Above Mean (1-2SD) Significantly (>2SD) Below Mean (51% to <61%) (within 1 SD) (83%1 to <100%) Above Mean (50% or less) (61% to <83%) (100%) Distance from Mean (Percentage Range) Source: Virginia Department of Social Services, Office of Research and Planning, Children's Services System Outcomes (CSSTO) report More than half (73 of 127, or 57 percent) of localities3 had an average percentage of youth in foster care in family-based placements (between 61 percent and 83 percent). More localities had below- average performance (31 localities) than above-average performance (23 localities). 3The Virginia Department of Social Services (VDSS) is comprised of 120 local agencies, with some covering multiple jurisdictions. The VDSS reports foster care outcomes at the agency level. In this report, each locality within a multiple jurisdiction agency was assigned the overall DSS jurisdictions' percentage. CSA Performance Measures Annual Report (FY 2024) 22 Percent of Children Who Exit from Foster Care to a Permanent Living Arrangement Children who "exit" or "age out" of the foster care system without establishing a permanent family connection (typically through adoption, reunification with their biological family, or placement with a relative) have considerably poorer life outcomes. Achieving permanence is a critical indicator of performance for the child welfare system. The VDSS has established a target that 86 percent of the children in foster care "exit" to a permanent living arrangement before "aging out. . Percent of Youth that Exited to Permanency, Among all Exits in Fiscal Year (FY 2020 - FY 2024) 82% 79% 78% 76% 76% 2020 2021 2022 2023 2024 Source: Virginia Department of Social Services, Office of Research and Planning, Children's Services System Outcomes (CSSTO) report The statewide percentage of youth who exited foster care to permanency in FY 2024 was 76 percent or ten percentage points below the target. This outcome has declined for the last three fiscal years after a peak of 82 percent in FY 2021. CSA Performance Measures Annual Report (FY 2024) 23 Locality Performance Compared to Statewide Percent of Youth Exiting to Permanence (FY 2024) Map created using Datawrapper Foster Care Exits to Permanence (FY 2024) Number of Localities by Distance from Statewide Average (76%) 65 12 15 30 Significantly (>2SD) Below Below Mean (1-2SD) Average Performance Above Mean (1-2'SD) Mean (40% to <61%) (within 1 SD) (90% and above) (Less than 40%) (61% to <90%) Distance from Mean (Percentage Range) Source: Virginia Department of Social Services, Office of Research and Planning, Children's Services System Outcomes (CSSTO) report The percentage of youth exiting foster care to permanency for most localities4 (65 out of 122, or 53 percent) was similar to the statewide average. More localities had above-average performance (30 localities) than below-average performance (27 localities). 41 The Virginia Department of Social Services (VDSS) is comprised of 120 local agencies, with some covering multiple jurisdictions. The VDSS reports foster care outcomes at the agency level. In this report, each locality within a multiple jurisdiction agency was assigned the overall DSS jurisdictions' percentage. CSA Performance Measures Annual Report (FY 2024) 24 Summarized DSS Performance by Locality The map below visualizes, by locality, FY 2024 performance in Virginia DSS outcome measures: percentage of youth in foster care in family-based placements and percentage of youth in foster care that exit to permanency. A locality is shaded based on the number of measures, out of two, in which its percentage of DSS youth in foster care met or exceeded average performance on each measure. Map of Virginia Localities: Locality Count of DSS Outcomes (FY 2024) with Average Performance or Better Neither Outcome One Outcome Both Outcomes Average Performance or Better: 61% and above (both measures) Source: Virginia Department of Social Services, Office of Research and Planning, Children' 's Services System Outcomes (CSSTO) report. Map created using Datawrapper Most localities had average or better performance in both DSS outcomes (78 out of 129, or 60 percent). Among the 16 localities (12 percent) identified with average performance or better in neither outcome: Most (12 localities) had below-average performance in both measures. The remaining four had below-average performance in family-based placements only and no performance in the second measure because they did not have any foster care exits in the year. Thirty-five localities (27 percent) had average or better performance in one of the two measures: Five of these 35 localities had data for only one measure (either no youth were in foster care at the end of the fiscal year, or no youth exited from foster care in the fiscal year). Half of these localities achieved average or better performance for the family-based placements measure (18 localities); the other half achieved average or better performance for exits to permanency (17 localities). CSA Performance Measures Annual Report (FY 2024) 25 Localities with average or better performance in at least one outcome were most prevalent in the Piedmont (28 localities, or 93 percent) and Eastern (22 localities, or 92 percent) DSS regions. Eighty- eight percent of Northern region localities achieved average or better performance in at least one outcome, followed by 86 percent of Western localities and 78 percent of Central region localities. Regions with the highest proportion of localities where average or better performance was achieved for neither outcome were Central (six localities, or 22 percent) and Western (three localities, or 14 percent). CSA Performance Measures Annual Report (FY 2024) 26 Conclusion Measuring the performance of the Children's Services Act is critical in determining if CSA is achieving its stated goals and objectives. This report provides updates and additions to reporting completed in previous years. These performance benchmarks are treated with statistical analysis to provide information to CSA stakeholders and the State Executive Council for Children's Services about localities with a high level of performance and areas where possible improvements can be identified. In addition to the state-level data summarized in this report, the Office of Children's Services features these measures in the Outcomes section of the CSA Data and Outcomes (CQI) Dashboard, allowing individual localities to view their performance on the six measures and compare their outcomes to the state average and that of other localities. This dashboard is available on the CSA website at www.csawirgina.ov. The dashboard provides additional levels of CANS data analysis than in this report. It is hoped that local CSA programs utilize these data to identify and build upon areas of strength and develop strategies to improve performance where appropriate. CSA Performance Measures Annual Report (FY 2024) 27 Appendix 1: Locality-Specific Performance Measures FY 2024 CANS % Improved (FY: 2024 Cohort) CSA DSS Child Community- Family Based Exit to Locality School Behavior Strengths Based Services Placements Permanency Accomack 16.7% 50.0% 66.7% 56.5% 61.5% 71.4% Albemarle 50.9% 38.2% 58.2% 92.0% 76.1% 90.6% Alexandria 56.8% 54.1% 45.9% 85.1% 67.1% 75.8% Alleghany 100.0% 100.0% 100.0% 95.8% 60.0% 33.3% Amelia 0.0% 25.0% 50.0% 64.3% 20.0% 50.0% Amherst 61.8% 41.2% 55.9% 91.8% 80.8% 50.0% Appomattox 57.4% 50.0% 70.4% 88.7% 73.7% 87.5% Arlington 53.4% 43.1% 62.1% 70.7% 72.1% 65.6% Augusta 40.0% 43.3% 46.7% 80.8% 67.7% 64.7% Bath X X X 50.0% X X Bedford County 40.3% 30.6% 71.0% 79.7% 52.8% 80.0% Bland 50.0% 100.0% 100.0% 61.5% 33.3% 50.0% Botetourt 60.0% 26.7% 33.3% 84.6% 66.7% 75.0% Bristol 47.4% 57.9% 73.7% 82.4% 75.6% 68.2% Brunswick 25.0% 50.0% 25.0% 83.9% 33.3% 100.0% Buchanan 25.5% 25.5% 42.6% 82.7% 78.9% 69.7% Buckingham 41.2% 52.9% 41.2% 85.5% 81.8% 0.0% Buena Vista 64.3% 42.9% 85.7% 88.5% 62.5% 94.7% Campbell 47.5% 37.7% 57.4% 88.4% 83.3% 78.3% Caroline 45.5% 63.6% 72.7% 88.7% 16.7% 100.0% Carroll 33.3% 48.7% 38.5% 77.0% 59.0% 58.3% Charles City X X X 100.0% X 100.0% Charlotte 25.0% 31.3% 75.0% 96.5% 50.0% 100.0% Charlottesville 32.6% 30.4% 67.4% 95.7% 66.7% 80.0% Chesapeake 46.8% 61.7% 38.3% 87.3% 73.3% 70.0% Chesterfield 37.0% 31.5% 47.8% 83.9% 66.7% 64.1% Clarke 25.0% 58.3% 50.0% 88.9% 83.3% 100.0% Colonial Heights 63.6% 45.5% 45.5% 96.2% 66.7% 64.1% Covington 50.0% 100.0% 50.0% 91.5% 60.0% 33.3% Craig 0.0% 30.0% 80.0% 88.0% 78.6% 66.7% Culpeper 50.0% 35.7% 51.8% 91.2% 66.7% 75.0% Cumberland 100.0% 100.0% 100.0% 89.5% 100.0% 80.0% Danville 48.3% 58.3% 48.3% 87.0% 59.5% 85.2% Dickenson 50.0% 70.0% 70.0% 68.4% 64.7% 83.3% Dinwiddie 50.0% 47.1% 73.5% 90.8% 92.3% 100.0% Essex 62.5% 50.0% 62.5% 84.2% 100.0% 100.0% Fairfax/Falls Church 39.8% 37.5% 52.3% 88.9% 72.0% 72.7% Fauquier 36.7% 49.0% 53.1% 88.1% 66.7% 66.7% Floyd 33.3% 25.0% 58.3% 76.7% 70.6% 33.3% CSA Performance Measures Annual Report (FY 2024) 28 CANS % Improved (FY 2023 Cohort) CSA DSS Child Community- Family Based Exit to Locality School Behavior Strengths Based Services Placements Permanency Fluvanna 37.0% 44.4% 59.3% 95.4% 77.3% 70.0% Franklin City 42.9% 21.4% 78.6% 75.0% 68.8% 80.0% Franklin County 38.5% 41.5% 50.9% 82.4% 48.5% 89.8% Frederick 42.5% 45.0% 60.0% 88.7% 66.7% 66.7% Fredericksburg 46.2% 47.5% 65.0% 83.0% 69.2% 80.0% Galax 29.4% 35.3% 52.9% 79.2% 61.8% 78.3% Giles 44.8% 48.3% 62.1% 89.0% 40.0% 100.0% Gloucester 61.9% 38.1% 47.6% 90.2% 63.2% 87.5% Goochland 100.0% 80.0% 80.0% 68.0% 37.5% 50.0% Grayson 25.0% 40.0% 60.0% 83.7% 84.0% 100.0% Greene 51.9% 51.9% 51.9% 85.6% 76.5% 50.0% Greensvile/Emporia 80.0% 60.0% 40.0% 92.5% 85.0% 100.0% Halifax 43.8% 50.0% 56.3% 89.2% 50.0% 85.7% Hampton 40.0% 53.8% 84.6% 99.6% 92.3% 72.7% Hanover 46.5% 25.6% 58.1% 80.5% 60.3% 47.4% Harrisonburg 36.1% 59.0% 62.3% 85.1% 68.8% 60.0% Henrico 38.7% 38.7% 40.3% 87.6% 80.1% 72.1% Henry 58.1% 39.5% 76.7% 77.1% 65.6% 92.9% Highland X X X 100.0% X 100.0% Hopewell 34.4% 31.3% 31.3% 86.5% 76.3% 91.7% Isle Of Wight 69.2% 61.5% 61.5% 89.7% 80.0% 50.0% James City 64.7% 58.8% 58.8% 93.4% 80.8% 91.7% King And Queen 27.3% 27.3% 72.7% 100.0% 84.6% X King George 53.8% 53.8% 61.5% 77.8% 53.8% X King William 60.0% 70.0% 80.0% 91.9% 75.0% 33.3% Lancaster 60.0% 40.0% 20.0% 89.5% 50.0% 50.0% Lee 71.4% 46.4% 46.4% 88.1% 80.2% 88.5% Lexington 66.7% 66.7% 33.3% 88.2% 62.5% 94.7% Loudoun 34.0% 40.4% 42.6% 80.1% 76.6% 65.2% Louisa 45.0% 45.5% 77.3% 72.8% 47.8% 80.0% Lunenburg 50.0% 50.0% 37.5% 72.2% 66.7% 0.0% Lynchburg 37.2% 41.2% 51.8% 87.2% 77.6% 87.7% Madison 22.7% 13.6% 54.5% 91.1% 83.3% 57.1% Manassas 50.0% 50.0% 100.0% 88.2% 80.0% 100.0% Manassas Park 0.0% 20.0% 80.0% 89.7% 91.7% 50.0% Martinsville 46.2% 61.5% 84.6% 78.9% 65.6% 92.9% Mathews 30.0% 70.0% 50.0% 100.0% 87.5% 100.0% Mecklenburg 41.4% 34.5% 44.8% 78.6% 62.5% 64.3% Middlesex 100.0% 66.7% 100.0% 95.0% 100.0% 0.0% Montgomery 34.6% 30.8% 53.8% 84.5% 52.4% 56.3% Nelson 28.6% 42.9% 71.4% 83.3% 83.3% 80.0% CSA Performance Measures Annual Report (FY 2024) 29 CANS % Improved (FY 2023 Cohort) CSA DSS Child Community- Family Based Exit to Locality School Behavior Strengths Based Services Placements Permanency New Kent 66.7% 66.7% 33.3% 78.6% 71.4% 0.0% Newport News 56.6% 47.5% 55.7% 93.8% 67.3% 78.0% Norfolk 34.5% 29.6% 64.8% 84.1% 81.4% 81.1% Northampton 40.0% 60.0% 60.0% 90.0% 100.0% 100.0% Northumberland 40.0% 60.0% 50.0% 66.7% 50.0% X Norton 55.6% 22.2% 66.7% 100.0% 100.0% 100.0% Nottoway 0.0% 50.0% 0.0% 91.3% 87.5% 66.7% Orange 31.9% 42.6% 53.2% 82.0% 63.4% 58.3% Page 36.4% 45.5% 54.5% 74.2% 75.7% 83.3% Patrick 46.7% 60.0% 66.7% 80.3% 82.1% 100.0% Petersburg 35.0% 33.3% 33.3% 93.7% 78.3% 80.0% Pittsylvania 45.8% 39.6% 52.1% 84.6% 64.4% 82.4% Poquoson 75.0% 75.0% 75.0% 88.9% 70.0% 76.9% Portsmouth 66.7% 68.8% 75.0% 69.1% 36.4% 28.6% Powhatan 50.0% 31.3% 62.5% 89.1% 16.7% X Prince Edward 37.5% 25.0% 25.0% 92.3% 75.0% 100.0% Prince George 54.5% 50.0% 75.0% 88.6% 85.7% 100.0% Prince William 47.2% 49.1% 60.7% 87.5% 55.4% 39.4% Pulaski 38.5% 44.2% 32.7% 83.5% 75.8% 73.3% Radford 27.3% 22.7% 54.5% 71.4% 63.6% 87.5% Rappahannock 100.0% 0.0% 100.0% 75.0% 33.3% 0.0% Richmond City 41.5% 32.9% 54.9% 78.3% 67.1% 61.9% Richmond County 100.0% 100.0% 50.0% 100.0% 100.0% X Roanoke City 40.4% 34.9% 55.0% 90.2% 81.1% 82.7% Roanoke County 38.9% 43.2% 65.3% 89.1% 60.2% 82.8% Rockbridge 45.7% 45.7% 60.0% 81.4% 62.5% 94.7% Rockingham 37.4% 50.4% 55.1% 83.7% 68.8% 60.0% Russell 20.0% 22.9% 54.3% 83.9% 81.7% 81.5% Salem 37.8% 42.1% 36.8% 87.6% 60.2% 82.8% Scott 30.0% 25.0% 45.0% 90.0% 80.0% 81.0% Shenandoah 32.1% 46.4% 60.7% 88.8% 69.6% 71.4% Smyth 50.0% 45.0% 60.0% 75.7% 84.6% 83.3% Southampton 37.5% 0.0% 50.0% 96.2% 50.0% X Spotsylvania 35.6% 44.6% 52.2% 86.5% 56.3% 64.0% Stafford 36.4% 39.4% 54.5% 91.5% 88.4% 92.9% Staunton 47.2% 37.8% 59.5% 88.0% 67.7% 64.7% Suffolk 71.8% 60.0% 72.5% 79.2% 72.1% 11.1% Surry 50.0% 50.0% 75.0% 100.0% 100.0% X Sussex 60.6% 42.4% 69.7% 93.9% 87.5% 100.0% Tazewell 40.0% 48.0% 48.0% 79.5% 59.3% 62.5% Virginia Beach 34.1% 25.8% 45.2% 85.0% 76.5% 80.9% CSA Performance Measures Annual Report (FY 2024) 30 CANS % Improved (FY 2023 Cohort) CSA DSS Child Community- Family Based Exit to Locality School Behavior Strengths Based Services Placements Permanency Warren 52.6% 42.5% 60.0% 88.1% 75.6% 76.9% Washington 24.1% 27.6% 51.7% 75.2% 70.8% 67.6% Waynesboro 52.5% 60.0% 62.5% 84.8% 67.7% 64.7% Westmoreland 40.0% 33.3% 73.3% 86.1% 55.6% 83.3% Williamsburg 100.0% 100.0% 100.0% 85.7% 50.0% 100.0% Winchester 35.6% 32.9% 52,6% 95.0% 68.4% 95.8% Wise 25.0% 26.7% 51.1% 92.5% 80.7% 82.1% Wythe 45.0% 40.0% 70,0% 87.6% 76.3% 88.5% York 61.9% 57.1% 66.7% 81.9% 70.0% 76.9% X= = data were unavailable/no exits occurred in the timeframe or no youth in the cohort CSA Performance Measures Annual Report (FY 2024) 31 COMMONWEALTH of VIRGINIA Scott Reiner, M.S. OFFICE OF CHILDREN'S SERVICES Executive Director Administering the Children 's Services Act Administrative Memo #25-04 To: CSA Coordinators, CPMT Chairs, and CSA Fiscal Agents. CSA Report Preparers From: Scott Reiner Re: CSA Reimbursement for Private Day Special Education - FY2026 Date: April 8, 2025 Please Note: The information contained in the Administrative Memo is contingent upon the final approval of the Appropriation Act by the Governor, which is expected to occur no later than May 2, 2025. Pursuant to the recently signed Appropriation Act (state budget) Item 268.L., the Office of Children's Services will institute the following: L. Notwithstanding any other provision of law, for services provided on or after July 1, 2025, the rate of reimbursement to localities for private day educational services shall not increase more than 5.0 percent over the rates for such services provided the previous year. This Administrative Memo is intended to inform you of the implementation process for this requirement. The Office of Children's Services (OCS) has developed a "base year" rate sheet for all licensed Virginia and out-of-state private day schools that provided services to Virginia students in fiscal year 2025. Each school may have one or more rates to reflect different programs or tiers within the program. This base year "rate sheet" was developed using data from CSA LEDRS system submissions and the rates reported in the CSA Service Fee Directory. That base year rate sheet is found as an Attachment to this Administrative Memo. The attachment also includes a calculation of the maximum daily tuition that the CSA state pool will reimburse a locality for each school, program, and tier based on the five percent limit. Local CSA programs are directed to limit the requested reimbursement to the maximum daily tuition rate indicated for fiscal year 2026. 1604 Santa Rosa Road, Suite 137 . Richmond, Virginia 23229-5008 . PHONE: 804-662-9815 . FAX: 804-662-9831 WEB: www.csavirgimia.goy OCS Administrative Memo #25-04 April 8, 2025 The five percent limit in state reimbursement increases will apply to both in-state and out-of-state private day programs (e.g., programs in Maryland). These above limitations apply only to the base daily tuition rate for students in private day schools, coded as Service Name 54 (Private Day School) or 72 (Private Day School Out-of-State) in the CSA LEDRS System. It will not be applied to additional and separate charges for educational services on a student's IEP such as, but not limited to, speech, language, or occupational therapy as called for by the student's IEP and coded as Service Name 36 (Special Education Related Services). Such additional charges should be reported separately from the base daily tuition rate and coded appropriately. Ift there are separate rates for extended school year (ESY) programs that are not listed on the attached document, please use your currently negotiated (2024-2025 school year) rate for ESY as the base and limit increases to five percent, as with the base daily rate for the "regular" school year. The above actions will not apply to the daily educational charge for students in psychiatric residential treatment facilities (PRTFS). OCS will regularly review LEDRS reimbursement submissions to identify any rates submitted above the maximum allowable amount and contact the locality to resolve these cases and potentially recover reimbursements above the permissible limits. appreciate your cooperation in assisting OCS with ensuring compliance with the directive in the Appropriation Act. Please feel free to contact me with any questions or if you believe there are inaccuracies in the base rates provided. Attachment (Out-of-State Programs are on the last page) Maximum State Per Diem: - School Name Location Subprogram / Tier Reimbursement FY2025 FY2026 Accotink Academy Learning Center Springfield 10:2 Ratio $ 147.34 $ 154.71 Accotink Academy Springfield 3:1 ratio $ 411.53 $ 432.11 Alternative Paths Training School - Alexandria Alexandria 12 mo. Sp Ed/Voc Training $ 379.75 $ 398.74 Alternative Paths Training School - Alexandria Alexandria Tier 2 1:1 Support Educat/Beh $ 580.00 $ 609.00 Alternative Paths Training School - Manassas Manassas 12 mo. Sp Ed/Voc Training $ 379.75 $ 398.74 Alternative Paths Training School - Manassas Manassas Tier 2: 1:1 Support Educat/Beh $ 580.00 $ 609.00 Alternative Paths Training School - Stafford Stafford 12 mo. Sp Ed/Voc Training $ 379.75 $ 398.74 Alternative Paths Training School - Stafford Stafford Tier 2 1:1 Support Educat/Beh $ 580.00 $ 609.00 Aurora School Loudoun $ 510.00 $ 535.50 Beacon Academy (Harvest Outreach Center) Campbell 1:1 Emotional Disability $ 315.00 $ 330.75 Beacon Academy (Harvest Outreach Center) Campbell $ 214.00 $ 224.70 Bear Creek Academy Cumberland Tier 1 $ 275.00 $ 288.75 Bear Creek Academy Cumberland Tier 2 $ 335.00 $ 351.75 Bear Creek Academy Cumberland Tier 3 $ 505.00 $ 530.25 Beleve-N-V-Academic Development Center Prince George OHI, SLD $ 294.00 $ 308.70 Beleve-N-V-Academic Development Center Prince George Intensive Program (ID, ED) $ 353.00 $ 370.65 Autism/ID/MD/ Medical Diagnosis- Beleve-N-V-Academic Development Center Prince George $ 385.00 $ 404.25 ABA Principles Severe/Profound) Blue Ridge Autism and Achievement Center - Roanoke $ 505.25 $ 530.51 Roanoke Blue Ridge Autism and Achievement Center - Lexington $ 505.25 $ 530.51 Lexington Area Blue Ridge Autism and Achievement - Lynchburg $ 505.25 $ 530.51 Lynchburg Blue Ridge Educational Center Warren Full day program $ 230.00 $ 241.50 Building Blocks of Central Virginia Bedford Private Day Level3 $ 475.00 $ 498.75 Building Blocks of Central Virginia Bedford Private Day Level 2 $ 503.12 $ 528.28 Building Blocks of Central Virginia Bedford Private Day Level 1 $ 540.00 $ 567.00 Building Blocks of Southern Virginia Danville Private Day Level 3 $ 475.00 $ 498.75 Maximum State Per Diem- School Name Location Subprogram / Tier Reimbursement FY2025 FY2026 Building Blocks of Southern Virginia Danville Private Day Level 2 $ 503.12 $ 528.28 Building Blocks of Southern Virginia Danville Private Day Level 1 $ 540.00 $ 567.00 Charterhouse School (UMFS)- Richmond Richmond Extended School Year (ESY) $ 216.17 $ 226.98 Charterhouse School (UMFS)- Richmond Richmond General ED $ 264.20 $ 277.41 Charterhouse School (UMFS)- Richmond Richmond Elementary School $ 327.41 $ 343.78 Charterhouse School (UMFS)- Richmond Richmond Applied Curriculum $ 456.35 $ 479.17 Charterhouse School (UMFS) - Edinburg Shenandoah Extended School Year (ESY) $ 214.99 $ 225.74 Charterhouse School (UMFS) - Edinburg Shenandoah Edinburg GEN ED $ 279.38 $ 293.35 Charterhouse School (UMFS) - Edinburg Shenandoah ASD, ID $ 327.41 $ 343.78 Chesapeake Bay Academy Virginia Beach Lower School $ 164.71 $ 172.95 Chesapeake Bay Academy Virginia Beach Middle School $ 164.71 $ 172.95 Chesapeake Bay Academy Virginia Beach Upper School $ 164.71 $ 172.95 Dominion Academy Henrico Base Program $ 330.34 $ 346.86 Dominion Academy Henrico TEC Level 1 $ 403.03 $ 423.18 Dominion Academy Henrico TEC Level 2 $ 587.28 $ 616.64 Dooley School at St. Joseph's Villa Henrico K-5 Elementary $ 321.00 $ 337.05 Dooley School at St. Joseph's Villa Henrico Secondary School $ 394.00 $ 413.70 East End Academy Newport News $ 260.10 $ 273.11 Educational Development Center/Geara Richmond Special Education (Base Program) $ 388.93 $ 408.38 Educational Development Center/Geara Richmond Autism Education (Base Program) $ 461.82 $ 484.91 Educational Development Center/Geara Richmond Intensive Special Education $ 519.92 $ 545.92 Educational Development Center/Geara Richmond Autism Intensive Education $ 528.37 $ 554.79 Elite Academy Spotsylvania Educational Services $ 371.00 $ 389.55 Elite Academy Spotsylvania Intensive Education Services $ 430.00 $ 451.50 Elk Hill - Charlottesville School Charlottesville $ 311.00 $ 326.55 Elk Hill - Harambee Summer Academy Goochland $ 50.00 $ 52.50 Elk Hill - Harambee Day School Goochland $ 311.00 $ 326.55 Maximum State Per Diem - School Name Location Subprogram / Tier Reimbursement FY2025 FY2026 Elk Hill - Staunton School Staunton $ 311.00 $ 326.55 Faison School Richmond Tier 1 $ 425.00 $ 446.25 Faison School Richmond Tier 2 $ 651.00 $ 683.55 Gateway Private School - Dublin Dublin $ 250.00 $ 262.50 Gateway Private School - Gloucester Gloucester $ 250.00 $ 262.50 Grafton School - Richmond Campus Chesterfield Private Day School $ 312.45 $ 328.07 Grafton School - Richmond Campus Chesterfield Intensive Behavior Support Classroom $ 438.70 $ 460.64 Grafton School - Richmond Campus Chesterfield All-Inclusive Education Rate $ 566.50 $ 594.83 Gratton School - Winchester Campus Winchester Private Day School $ 312.45 $ 328.07 Grafton School - Winchester Campus Winchester Intensive Behavior Support Classroom $ 438.70 $ 460.64 Grafton School - Winchester Campus Winchester All-Inclusive Education Rate $ 566.50 $ 594.83 Helping Hands Private Day School Stafford $ 372.00 $ 390.60 John G. Wood School (VHBG) Henrico Standard Program $ 274.00 $ 287.70 John G. Wood School (VHBG) Henrico Self-Contained $ 314.00 $ 329.70 John G. Wood School (VHBG) Henrico Extended School Year $ 200.00 $ 210.00 Keys Academy - Caroline Caroline $ 317.00 $ 332.85 (Health Connect America) Keys Academy - Charlottesville Charlottesville 317.00 $ 332.85 (Health Connect America) Keys Academy - Culpeper Culpeper $ 317.00 $ 332.85 (Health Connect America) Keys Academy - Petersburg Petersburg $ 317.00 $ 332.85 (Health Connect America) Keys Academy- Augusta Augusta $ 317.00 $ 332.85 (Health Connect America) Lafayette School Fluvanna Year-round Special Education School $ 324.00 $ 340.20 Lifebridge Academy Richmond $ 285.00 $ 299.25 Lifebridge Academy Richmond Summer Program $ 275.00 $ 288.75 Maximum State Per Diem School Name Location Subprogram / Tier Reimbursement FY2025 FY2026 Matthew's Center Manassas $ 516.12 $ 541.93 Minnick School - Bristol Bristol General Program - Grades 6-12 $ 260.90 $ 273.95 Minnick School - Bristol Bristol General Program with Intensive Staffing - Grades K-5 $ 352.92 $ 370.57 Minnick School - Bristol Bristol Adapted Program with Intensive Staffing $ 440.12 $ 462.13 Minnick School - Grundy Bristol General Program with Intensive Staffing Grades K-5 $ 352.92 $ 370.57 Minnick School - Grundy Bristol Adapted Program with Intensive Staffing $ 440.12 $ 462.13 Minnick School - Harrisonburg Harrisonburg General Program with Intensive Staffing - Grades K-5 $ 352.92 $ 370.57 Minnick School - Harrisonburg Harrisonburg Adapted Program with Intensive Staffing $ 489.02 $ 513.47 Minnick School - Roanoke Roanoke General Program - Grades 6-12 $ 260.90 $ 273.95 Minnick School - Roanoke Roanoke General Program with Intensive Staffing Grades K-5 $ 352.92 $ 370.57 Minnick School - Roanoke Roanoke Adapted Vocational Program $ 371.85 $ 390.44 Minnick School - Roanoke Roanoke Adapted Program with Intensive Staffing $ 489.02 $ 513.47 Minnick School - Wise Wise General Program - Grades 6-12 $ 260.90 $ 273.95 Minnick School - Wise Wise General Program with Intensive Staffing Grades K-5 $ 352.92 $ 370.57 Minnick School - Wise Wise Adapted Program with Intensive Staffing $ 440.12 $ 462.13 Minnick School - Wytheville Wythe General Program with Intensive Staffing $ 352.92 $ 370.57 Minnick School - Wytheville Wythe Adapted Program with Intensive Staffing $ 440.12 $ 462.13 Mosaic Pediatric - Franklin County Franklin $ 489.43 $ 513.90 Mosaic Private Day - Roanoke Roanoke $ 528.16 $ 554.57 New Vistas School Lynchburg $ 222.00 $ 233.10 Northstar Academy Henrico $ 242.00 $ 254.10 NOVA Day School (Happy Hour 4 Kids) Chantilly $ 746.27 $ 783.58 Oakwood School Fairfax Extended School Year $ 150.00 $ 157.50 Oakwood School Fairfax $ 296.67 $ 311.50 Peninsula School at the Faison Center Newport News Tier 1 $ 425.00 $ 446.25 Peninsula School at the Faison Center Newport News Tier 2 $ 651.00 $ 683.55 Phillips School Building Futures - Annandale Annandale $ 364.24 $ 382.45 Maximum State Per Diem - School Name Location Subprogram / Tier Reimbursement FY2025 FY2026 Phillips School Building Futures - Fairfax Fairfax Job Site - Fairfax $ 353.27 $ 370.93 Phillips School Building Futures - Fairfax Fairfax $ 364.24 $ 382.45 Phillips School Building Futures - Loudoun Loudoun Job Site - Loudoun $ 353.27 $ 370.93 Phillips School Building Futures - Loudoun Loudoun $ 364.24 $ 382.45 Plan Bee Academy Chesapeake $ 300.42 $ - &% 315.44 Plan Bee Academy Chesapeake With 1:1 25 - 4(5.0/$ 415.00 $ 435.75 Rivermont School - Alexandria Alexandria 1:1 $ 578.00 $ 606.90 Rivermont School - Alexandria Alexandria ABA 2:1 $ 965.00 $ 1,013.25 Rivermont School - Alleghany Highlands Covington Standard Tier 1 $ 238.00 $ 249.90 Rivermont School - Alleghany Highlands Covington ABA Tier 2 $ 370.00 $ 388.50 Rivermont School - Alleghany Highlands Covington Standard Tier 2 $ 444.00 $ 466.20 Rivermont School - Alleghany Highlands Covington ABA Tier 1 $ 538.00 $ 564.90 Rivermont School - Chase City Mecklenburg Standard Tier 1 $ 293.00 $ 307.65 Rivermont School - Chase City Mecklenburg ABA Tier 2 $ 364.00 $ 382.20 Rivermont School - Chase City Mecklenburg 1:1 $ 434.00 $ 455.70 Rivermont School - Chase City Mecklenburg ABA Tier 1 $ 532.00 $ 558.60 Rivermont School - Dan River/Danville Danville Standard Tier 1 $ 256.00 $ 268.80 Rivermont School - Dan River/Danville Mecklenburg ABA Tier 2 $ 352.00 $ 369.60 Rivermont School - Dan River/Danville Mecklenburg Standard Tier 2 $ 434.00 $ 455.70 Rivermont School - Dan River/Danville Mecklenburg ABA Tier 1 $ 538.00 $ 564.90 Rivermont School - Fredericksburg Stafford Standard Tier 1 $ 368.00 $ 386.40 Rivermont School - Fredericksburg Stafford ABA Tier 2 $ 457.00 $ 479.85 Rivermont School - Fredericksburg Stafford ABA Tier 1 $ 623.00 $ 654.15 Rivermont School - Fredericksburg Stafford 1:1 Services $ 578.00 $ 606.90 Rivermont School - Fredericksburg Stafford 2:1 Services $ 965.00 $ 1,013.25 Rivermont School - Greater Petersburg Dinwiddie Standard Tier 1 $ 236.00 $ 247.80 Rivermont School - Greater Petersburg Dinwiddie ABA Tier 2 $ 343.00 $ 360.15 Maximum State Per Diem - School Name Location Subprogram / Tier Reimbursement FY2025 FY2026 Rivermont School - Greater Petersburg Dinwiddie 1:1 $ 414.00 $ 434.70 Rivermont School - Greater Petersburg Dinwiddie ABA Tier 1 $ 498.00 $ 522.90 Rivermont School - Hampton Hampton Standard Tier 1 $ 261.00 $ 274.05 Rivermont School - Hampton Hampton 1:1 $ 597.00 $ 626.85 Rivermont School - Hampton East Hampton ABA Tier 2 $ 372.00 $ 390.60 Rivermont School - Hampton East Hampton ABA Tier 1 $ 524.00 $ 550.20 Rivermont School - Lynchburg North Lynchburg Standard Tier 1 $ 237.00 $ 248.85 Rivermont School - Lynchburg North Lynchburg ABA Tier 2 $ 365.00 $ 383.25 Rivermont School - Lynchburg North Lynchburg ABA Tier1 $ 533.00 $ 559.65 Rivermont School - Lynchburg South Lynchburg Standard Tier 1 $ 237.00 $ 248.85 Rivermont School - Lynchburg South Lynchburg ABA Tier 2 $ 365.00 $ 383.25 Rivermont School - Lynchburg South Lynchburg ABA Tier 1 $ 533.00 $ 559.65 Rivermont - Northern Neck Northern Neck Standard Tier 1 $ 245.00 $ 257.25 Rivermont - Northern Neck Northern Neck ABA Tier 2 $ 368.00 $ 386.40 Rivermont - Northern Neck Northern Neck Standard Tier 2 $ 457.00 $ 479.85 Rivermont - Northern Neck Northern Neck ABA Tier 1 $ 438.00 $ 459.90 Rivermont School - NOVA Springfield Standard Tier 1 $ 376.00 $ 394.80 Rivermont School - NOVA Springfield ABA Tier 2 $ 465.00 $ 488.25 Rivermont School - NOVA Springfield 1:1 $ 465.00 $ 488.25 Rivermont School - NOVA Springfield ABA Tier 1 $ 613.00 $ 643.65 Rivermont School - NOVA Springfield ABA 2:1 $ 788.00 $ 827.40 Rivermont School - Roanoke Southeast Roanoke Standard Tier 1 $ 245.00 $ 257.25 Rivermont School - Roanoke Southeast Roanoke ABA Tier 2 $ 370.00 $ 388.50 Rivermont School - Roanoke Southeast Roanoke ABA Tier 1 $ 538.00 $ 564.90 Rivermont School - Roanoke Southwest Roanoke Standard Tier 1 $ 245.00 $ 257.25 Rivermont School - Roanoke Southwest Roanoke ABA Tier 2 $ 370.00 $ 388.50 Rivermont School - Roanoke Southwest Roanoke ABA Tier 1 $ 538.00 $ 564.90 Maximum State Per Diem - School Name Location Subprogram / Tier Reimbursement FY2025 FY2026 Rivermont School - Rockbridge Lexington Standard Tier 1 $ 245.00 $ 257.25 Rivermont School - Rockbridge Lexington ABA Tier 2 $ 370.00 $ 388.50 Rivermont School - Rockbridge Lexington ABA Tier 1 $ 538.00 $ 564.90 Rivermont School - Sterling Loudoun ABA 2:1 $ 965.00 $ 1,013.25 Rivermont School - Sterling Loudoun ABA Tier 2 $ 465.00 $ 488.25 Rivermont School - Sterling Loudoun ABA Tier 1 $ 578.00 $ 606.90 Rivermont School - Tidewater Norfolk Standard Tier 1 $ 260.00 $ 273.00 Rivermont School - Tidewater Norfolk ABA Tier 2 $ 372.00 $ 390.60 Rivermont School - Tidewater Norfolk 1:1 $ 460.00 $ 483.00 Rivermont School - Tidewater Norfolk ABA Tier 1 $ 524.00 $ 550.20 Sarah Dooley Center for Autism at Henrico $ 495.00 $ 519.75 St. Joseph's Villa Shenandoah Autism Center Covington $ 375.00 $ 393.75 Spiritos School Chesterfield ABA Day School $ 432.00 $ 453.60 Spiritos School Chesterield Intensive Behavior Day School $ 575.00 $ 603.75 The Auburn School - Fairfax Campus Fairfax K-12 $ 233.34 $ 245.01 The Hughes Center - Christiansburg Montgomery $ 275.00 $ 288.75 The Hughes Center - South Boston South Boston $ 275.00 $ 288.75 The Kellar School Fairfax Therapeutic Day School $ 292.00 $ 306.60 The Kellar School Fairfax SAILS Autism Program $ 410.00 $ 430.50 The LEAD Center Hopewell ED/LD/OHI $ 229.00 $ 240.45 The LEAD Center Hopewell Autism $ 331.00 $ 347.55 The LEAD Center Hopewell ABA Educational Services $ 388.00 $ 407.40 The LEAD Center Hopewell Intellectually Disabled- Severe/Profound $ 408.00 $ 428.40 The Oberle Academy/ Fredericksburg $ 408.00 $ 428.40 Employment Resources Inc. Virginia Institute of Autism - Murray Campus Charlottesville Intensive ABA Program Fulltime $ 505.25 $ 530.51 Maximum State Per Diem School Name Location Subprogram 1 Tier Reimbursement FY2025 FY2026 Virginia Institute of Autism - Murray Campus Charlottesville Educational Services/Day School- Charlottesville $ 561.58 $ 589.66 Virginia Institute of Autism - Murray Campus Charlottesville Intensive ABA Program Fulltime-1-1/2 BTs $ 677.30 $ 711.17 Virginia Institute of Autism - Murray Campus Charlottesville Intensive ABA Program Fulltime-2 BTs $ 849.35 $ 891.82 Virginia Institute of Autism - Charlottesville Intensive ABA Program Fulltime $ 505.25 $ 530.51 James C. Hormel School Virginia Institute of Autism - Charlottesville Educational Services/Day School $ 561.58 $ 589.66 James C. Hormel School Virginia Institute of Autism - Charlottesville Intensive ABA Program Fulltime-1-1/2 BTS $ 677.30 $ 711.17 James C. Hormel School Virginia Institute of Autism - Charlottesville Intensive ABA Program Fulltime-2 BTS $ 849.35 $ 891.82 James C. Hormel School Maximum State Per Diem- School Name Location Subprogram / Tier Reimbursement FY2025 FY2026 Ivymount School Potomac, MD Elementary School $ 434.20 $ 455.91 Ivymount School Potomac, MD Secondary School $ 432.90 $ 454.55 Ivymount School Potomac, MD Endeavors Autism Program $ 500.61 $ 525.64 Kennedy Krieger Education and Community Maryland Powder Mill Campus $ 611.20 $ 641.76 Lab School Of Washington Washington, DC $ 319.27 $ 335.23 Lab School OfWashington Washington, DC Extended School Year $ 211.79 $ 222.38 Sheppard Pratt Maryland Lanham Day School $ 451.31 $ 473.88 Sheppard Pratt Maryland Oakmont Program - Primary $ 466.37 $ 489.69 Sheppard Pratt Maryland Oakmont Program - Secondary $ 418.04 $ 438.94 Sheppard Pratt Maryland Gaithersburg Day School $ 478.24 $ 502.15 St Coletta School Alexandria Campus $ 256.09 $ 268.89 Katherine Thomas School Rockville, MD Extended School Year $ 236.10 $ 247.91 Katherine Thomas School Rockville, MD Day School $ 304.48 $ 319.70 Katherine Thomas School Rockville, MD High School Excel Program $ 430.65 $ 452.18 Katherine Thomas School Rockville, MD Stride Program $ 484.92 $ 509.17 Katherine Thomas School Rockville, MD K-8 Boost Program $ 334.06 $ 350.76 10 III. POLICIES AND PROCEDURES SUFFOLK FAMILY ASSESSMENT AND PLANNING TEAM Appointment of Family Assessment and Planning Teams The Suffolk Community Policy and Management Team (CPMT) shall appoint one or more Family Assessment and Planning Teams (FAPT) SO that a minimum of one Family Assessment and Planning Team meeting per month is scheduled. The CPMT shall, as needed, review the number of referrals and the Family Assessment and Planning Teams' abilities to maintain the established review and assessment time lines. The CPMT shall adjust the number of meetings or the number of Family Assessment and Planning Teams to ensure the maintenance ofthe process time lines. The CPMT shall establish and appoint one or more Family Assessment and Planning Teams as the needs of the community require. Each FAPT shall include representatives of the following community agencies who have authority to access services within their respective agencies: community service boards juvenile court services unit - department of social services - local school division, and - a parent representative Each team member will have one designated alternate from their agency who will serve as their designee if they are unable to attend a meeting. Other members, including private providers, may be appointed to the Family Assessment and Planning Team at the discretion of the CPMT. Parent representatives who are employed by a public or private program that receives funds pursuant to Chapter 52, Children's Services Act, or agencies represented on a [community policy and management ($2.2-5205) or family assessment and planning team ($2.2-5207)] may serve as parent representative provided that parent representatives who are not employed by a public or private program that receives funds pursuant to Chapter 52, Children's Services Act, or agencies represented on a [community policy and management ($2.2-5205) or family assessment and planning team ($2.2-5207)] are prioritized for participation where practicable. Notwithstanding this provision, foster parents may serve as parent representatives. The Parent Representative must be a resident of the city of Suffolk. (updated 9/7/22) Any person who serves on the FAPT who does not represent a public agency shall file a statement of economic interests as set out in 2.1-639.15 of the State and Local Government Conflict ofInterests Act. These will be filed with the clerk of the appropriate governing body or his/her designee. A quorum for the FAPT will consist of a majority oft the membership. The Chairperson of the CPMT will be notified in writing by the CSA Coordinator of failure on the part of any member agency to attend or provide representation at 75% of all regularly scheduled meetings. See Appendix B for Current List of FAPT Members and Current Meeting Schedule. 11 Persons serving on the FAPT or CPMT teams who are parent representatives or who represent private organizations or associations of providers for children's or family services shall abstain from decision making involving individual cases or agencies in which they have either a personal interest, as defined in $ 2.2-3101 of the State and Local Government Conflict of Interests Act, or a fiduciary interest. Family Assessment and Planning Team Officers The Family Assessment and Planning Team shall elect annually a chairperson and vice chairperson at the last meeting in the fiscal year by following a rotation schedule of all participating agencies as follows: Private provider representative Suffolk Schools Suffolk Social Services Suffolk Court Services Western Tidewater CSB Parent Representative CASA for Children Tidewater Youth Services Commission The chairperson will be responsible for facilitating the meetings. The Chairperson will ensure that there is an opportunity provided for different components to share information and key developments within their respective agencies and that there is a forum for team assessments and treatment recommendations. The chairperson will also approve and sign all requests for funds from the CPMT. The vice chairperson will serve only as a back-up for the chairperson. Eligibility for Referral to FAPT and Services Purchased from the Funds Pool The CSA Coordinator will ensure that all accepted referrals to the Family Assessment and Planning Team meet the established eligibility criteria and will schedule eligible cases for review by a FAPT in accordance with the CPMT approved process time lines. In the event that a referral is found not to be eligible, the Coordinator shall notify the referring party and will provide referrals to appropriate services. Notification ofappeal procedures shall also be provided to the referring party. The Coordinator shall maintain written documentation of all referrals and their dispositions as well as other business conducted at the FAPT meetings. In order to be eligible for funding for services through the state pool of funds, a youth or family with a child, shall meet one or more ofthe criteria specified below and shall be determined through the use of a uniform assessment instrument and process and by policies of the CPMT to have access to these funds: The identified populations that are "targeted" or "mandated" for funding as defined in $2.2-5212: 1) Any child who is eligible for "foster care services" (as described in $ 63.2-905) which includes foster care prevention, "children in need of services" as defined in $16.1-228.non- custodial foster care arrangements, commitment or entrustment to the local DSS, Fostering Futures independent living (IL) services, Kinship Guardianship Program (KinGap) 12 2) Students with disabilities who are eligible for special education services and have an individualized education program (IEP) that indicates the student is in need of placement in a private special education program/school to meet their educational needs. 3) Students with disabilities presently served in the public school or private day school setting with needs arising from the disability that threaten the student's ability to be maintained in the home, community or school. These students are considered eligible for "wraparound services for students with disabilities" and such services may only be provided in the home or community (not in the school setting). The funding for this category is a specific amount set aside within the overall CSA appropriation and allocated based on procedures established by the state Office of Children's Services. The CPMT shall (in conjunction with the General Assembly and the City Council of Suffolk) annually appropriate such sums ofr money as shall be sufficient to (i) provide special education services and foster care services for children and youth identified in sections 1 and 2 above and (ii) meet relevant federal mandates for the provision ofthese services. These funds are referred to as "mandated" funds for purposes of accounting for the funds in the pool. All other eligible youth who do not fall into one ofthe mandated or sum sufficient populations and are considered "non-mandated" for funding: 1. The child or youth has emotional or behavior problems that: Have persisted over a significant period of time or, though only in evidence for a short period oftime, are of such a critical nature that intervention is warranted, Are significantly disabling and are present in several community settings such as at home, in school or with peers and, Require services or resources that are unavailable or inaccessible or that are beyond normal agency services or routine collaborative processes across agencies or require coordinated intervention by at least two agencies. 2. The child or youth has emotional or behavior problems, or both, and currently is in, or is at imminent risk of entering, purchased residential care. In addition, the child or youth requires services or resources that are beyond normal agency services or routine collaborative processes across agencies, and requires coordinated services by at least two agencies. For purposes of determining eligibility for the state pool of funds, "child" or "youth" means (i) a person younger than 18 years of age or (ii) An individual over the age of 18 through age 21 who remains eligible for foster care services as required by federal and state law, or (iii) special education services for students with disabilities ages two to 21 inclusive (this means that a student with an educational disability whose 22nd birthday is after September 30 remains eligible for educational services for the remainder oft the school year). All children and youth receiving funds through the pool must be assessed by the Family Assessment and Planning Team except the following: 13 Routine foster care placements involving the provision of maintenance payments which includes food, clothing, shelter, daily supervision, school supplies, a child's personal incidentals, liability insurance with respect to a child, and reasonable travel for the child to visit with family or other caretakers and to remain in his or her previous school placement. Daycare is included under the definition of daily supervision for children ages 12 and under if the foster parent works. Referral and Review Process Referrals to the Family Assessment and Planning Team may be made by any of the following: - any public community agency represented on FAPT -judges through a FAPT agency -direct referral by a parent/guardian All written referral packets should be directed to the CSA Office to review for completeness and eligibility. Incomplete referral packets will be held or returned for additional information. A meeting date will be scheduled within 30 calendar days from the date of receipt of the completed written referral packet. Instructions for completion of forms as attached to the referral packet should be followed. See Appendix C for FAPT Referral Form, Consents to Exchange Information and FAPT Flowchart. In cases of self-referral, the CSA office will refer the family to the appropriate member agency to be screened. That member agency can subsequently refer the child/family for FAPT services if deemed appropriate. If no member agency is available to screen the child, the CSA Office will screen and make the referral as appropriate. In such cases, a member agency will be identified by FAPT at the initial staffing to provide ongoing case management. Referrals via the Family First Prevention Services Act (FFPSA) FFPSA allows utilization of federal title IV-E funds to support specific evidence based services to prevent foster care placement. Suffolk Social Services opens cases based on the Structured Decision Making (SDM) Risk Assessment. These cases are referred to as In-Home cases. In order to access the Title IV-E Prevention funds, social services is required to refer all in-home cases to FAPT for a multidisciplinary review. Suffolk CSA does not differentiate these cases from other types of cases referred to FAPT. Therefore, social services would submit a complete referral packet and the child would be considered eligible for CSA funding due to receiving foster care prevention services. The FAPT would provide a multidisciplinary approach for consultation, coordination, service recommendations and periodic case review as indicated. Per FFPSA and VDSS (Virginia Department of Social Services) policy, services funded by FFPSA may begin prior to FAPT review. Suffolk DSS manages all vendor contracting, invoicing and payment as well as data reporting to VDSS for services purchased through FFPSA. Adopted 4/20/22 14 Confidentiality A consent to exchange information form must be signed by the legal guardian. The purposes and content of the form shall be thoroughly reviewed with the guardian and the guardian shall participate in identifying material which may or may not be released. It shall be communicated to the guardian orally and in writing that the release may be amended or repealed in whole, or in part, by their initiative at any point in time. Proceedings held to consider the appropriate provision of services and funding for a particular child or family or both who have been referred to FAPT and whose case is being assessed by this team or reviewed by the CPMT shall be confidential and not open to the public, unless the child and family who are the subjects ofthe proceeding request, in writing, that it be open. All information about specific children and families obtained by the team members in the discharge of their responsibilities to the team shall be confidential. All public agencies that have served a family or treated a child referred to FAPT shall cooperate with this team. The agency that refers a youth and family to the team shall be responsible for obtaining the consent required to share agency client information with the team. After obtaining the proper consent, all agencies shall promptly deliver, upon request and without charge, such records of services, treatment or education of the family or child as are necessary for a full and informed assessment by the team. Any formal complaints regarding breach of confidentiality by FAPT or CPMT members should be referred to the CPMT Chair. Duties of the Case Manager (See Appendix D) The referring agency will provide the case manager unless the Family Assessment and Planning Team designates otherwise. Duties of the case manager are as follows: 1. The case manager will supply the CSA Office with a completed referral packet no less than 10 calendar days prior to the date requested for a FAPT assessment. Referrals should be screened carefully by the referring agency to assure that the child meets criteria for referral. Referrals should include copies of reports from current or previous treatment providers. Any questions regarding appropriateness of the referral should be directed to the CSA Office. 2. The case manager will notify and prepare the family to participate in the meeting, including confirming the scheduled place, date and time with the family. This includes advising them ofthe expectation that they will assume an active role in the planning and delivery of services for their children and that this includes financial participation in the cost of services as determined by their assessed ability to pay. CSA brochures and family rights information will be provided to the family by the CSA Office, along with a written notice of the meeting place, date and time. The family must attend in order for the meeting to proceed (except in cases where the child's custody resides with the local department of social services). This includes cases ordered by the court. 3. The case manager will assist the CSA Office in obtaining signed consent from the family on all financial agreements. The case manager will also notify the CSA Office of known changes in service and/or family income that may affect the financial agreement. 15 4. The case manager is responsible for ensuring that a CANS (Child and Adolescent Needs and Strengths Assessment) is completed with the initial referral packet and updated every three months as long as the case is active with FAPT. 5. The case manager will attend the initial FAPT meeting and all scheduled review meetings and participate in developing the Individual Family Service Plan (IFSP). In rare cases where the family is not present to sign the IFSP, the case manager must provide them with a copy of the IFSP and secure the signature of the legal guardian before the IFSP is implemented. 6. The case manager will be responsible for linking the child and family to all services recommended in the IFSP and supplying the provider(s) with appropriate information on the child, including a copy ofthe IFSP. The case manager should be in contact at least once every two weeks with the provider and family regarding the services and progress of the child unless otherwise specified in the IFSP. The case manager should visit the child face to face a minimum of every 90 days unless otherwise specified in the IFSP. Any concerns raised by the provider or the family regarding the provision of services should be addressed by the case manager. The CSA Office is available for assistance as needed. 7. The case manager should be prepared to report progress of the child at each FAPT review and suggest changes as needed to the IFSP. Vendors are expected to provide a written report to the FAPT; case managers should assist in obtaining this report. Ifc changes need to be made to the IFSP prior to a scheduled review date, the case manager should notify the CSA Office who will adjust the schedule accordingly. 8. When CSA funding is requested, the case manager will be notified by the CSA Coordinator and provided a copy of the funding request in advance for review. The CPMT or CSA Coordinator may request that a case manager attend the CPMT meeting to discuss the request for complex cases or cases of high risk. See Appendix D for Duties of the Case Manager and Case Staffing Format for CPMT Development of the Individual Family Service Plan The individual family service plan (IFSP) will be developed during the initial FAPT meeting. The legal guardian will need to sign before the plan is implemented. Copies of the IFSP will be supplied to the case manager, the family, the guardian ad litem (GAL), any additional team members as appropriate, and any vendor providing services. If funding is requested from the CPMT for services contained in the IFSP, a funding request will be prepared by the CSA Office. The CPMT shall act upon recommendations by FAPT within twenty (20) working days from the signing of the Individual Family Service Plan. Ifthe CPMT denies the FAPT recommendations, the CPMT shall return the Individual Family Service Plan to the FAPT. Recommendations for revision may be attached. The revisions will be reconsidered by the FAPT at its next regular meeting. The FAPT may resubmit any Individual Family Service Plan to the CPMT which shall act upon it at its next regular meeting. Ifthe CPMT again denies the FAPT's recommendations, a joint meeting of the CPMT, the FAPT, and the child/family shall be offered to the child/family and held within ten (10) working days of their request. Reviews of the individual family service plan will be scheduled based on the individual needs of the child and family, as well as state utilization review guidelines until the case is closed. Copies of the 16 revised IFSP will be submitted to the case manager, the family, the GAL, any additional team members as appropriate, and any other providers. Reviews by the CPMT will be conducted as requested by the CPMT or as requested by the FAPT but at least every six months until the case is closed. See Appendix E for Template of IFSP, IFSP Review and Addendum for Out ofHome Placements. Family Engagement Policy Engagement is the primary door through which FAPT helps youth and families make positive changes. The decision-making process, as supported by the Virginia Children's Services Practice Model, is a family driven process. Family involvement and participation are most effective when the process is guided and driven by the youth and family; when the youth and family identify the strengths and needs to be addressed; when the agencies involved are represented by staff who know, are known by, and are accepted by the youth and family; and when the youth and family participate in all aspects of assessment, planning and implementation of services. FAPT meetings will not be held without the parents present unless by order of the court or by mandate of tuition IEP placement. The FAPT will make every effort to accommodate the family's schedule by offering different times and days for FAPT meetings. The parents will also have the opportunity to participate in meetings by telephone conference or virtual conference when necessary. Arrangements can be made under extenuating circumstances for meeting outside regular business hours ofthe participating agencies. Children/youth will be invited to participate in FAPT meetings to the extent appropriate based on their age, level of functioning, and ability to communicate, understand issues and contribute to and benefit from the meeting. Itis expected that children/youth will attend at least the initial FAPT meeting but may be excused from subsequent review meetings when attending school. FAPT will allow children/youth to participate for a portion of the meeting and then be excused from more adult discussions. Older youth should make every effort to attend and participate and are encouraged to express their views, preferences and feelings. Families are also encouraged to invite extended family members and formal and informal community supports to FAPT and to participate in all aspects of service planning. Confidentiality of the family will be protected at all times. Information shared in FAPT meetings and contained in the IFSP will be protected. The parents will be asked to sign a release ofinformation for all parties involved in the process. At any time, the parents may revoke any release of information previously signed. A confidentiality statement will also be signed at each FAPT meeting by all meeting participants and attached to the IFSP. The IFSP shall not be implemented without the consenting signature of the custodial parent and/or agency or individual legally serving in the place of the parent, unless otherwise ordered by the court, upheld by the appropriate appeals process, or authorized by law (re: Section 54.1- 2969.6.D.3 and .4 COV). The case manager will be expected to notify the family of all scheduled meetings and to assist them with transportation to the meetings if needed. This includes current foster parents, in particular where 17 the child is in a long term or permanent foster care placement. When children are in the custody of social services, the biological parents should be invited to participate by the foster care worker where reunification is the goal and parents are actively involved in services. Prospective custodians should also be included in FAPT meetings per invitation of the foster care worker. When a case is scheduled for an initial FAPT meeting, the case manager shall meet with the child and child's parents in advance to: 1) Let the youth and family know what to expect at the FAPT meeting, who will be there and how the information in the summary and IFSP will be used; 2) Support the family in preparing to present the child/family strengths, needs and goals to the FAPT; 3) Complete the CANS assessment; 4) Identify any additional individuals (family members and natural supports) who should be invited to the FAPT meeting; 5) Explain the FAPT/CPMT process, including appeals and rights; 6) Review the Consent to Exchange Information form and explain the parameters of confidentiality during the FAPT meeting; 7) Assess the family's need for transportation and child care, and facilitate the provision of support services to allow for their participation; 8) Provide information in the child's/family's native language or mode of communication. For initial FAPT meetings, provided the referral packet has been submitted in a timely manner, CSA Staff will send written notification at least 8 days prior to the parents of the time, date and place of the initial meeting and will include information on assessment of parental copay, family rights and general information on the CSA program. The case manager should confirm this appointment with the family and will be able to contact the CSA Staff to reschedule a case to a more convenient time upon the parents' request. For FAPT review meetings, parents will be able to set a mutually agreeable time and date with the team and will receive an appointment card to remind them of the next FAPT meeting. A review notice will also be mailed/emailed to parents one week ahead of the meeting as a reminder. CSA provides written notices and documents when indicated to children and their families in their preferred language. The Case manager will notify the CSA office of any referrals that require notices and documents to be in a language other than English. Interpreter services shall be provided for family members who are not proficient in English or who are deaf or hard ofhearing. The case managing agency will be responsible for arranging for interpreter services. The state offices of VDSS and OCS will also provide assistance with identifying resources for translation of documents and interpreter services.All local CSA communication materials for families will be reviewed on an annual basis or more frequently as needed to reduce use ofjargon and technical language. The parent of a child staffed by FAPT, upon request, shall be afforded an opportunity to inspect and review FAPT records addressing the assessment, planning and implementation of services (unless otherwise prohibited by law). Ifthe parent believes that information in a record is incomplete, inaccurate or not pertinent, not timely nor necessary to be retained, the parent may request the FAPT to 18 amend the record pursuant to Section 2.1-382 (5) ofthe Code of Virginia. If the request is not granted, the parent may file a statement, which shall be made part ofthe record. A Family Satisfaction Survey will be provided to the parent at random times throughout the provision of services and at the time of case closure for comments and suggestions. These surveys will be compiled annually at the end of each fiscal year for review by the CPMT and FAPT to be used as a diagnostic tool to improve the process. See Appendix F for Summary ofChild and Family Rights and Family Satisfaction Survey. Revised 4/20/22 Use of Virtual Conference Systems for FAPT Suffolk CSA strongly encourages anyone who can participate in meetings in person to do SO. This creates an atmosphere of cooperation and facilitates participation and engagement for all parties while maintaining confidentiality. A FAPT meeting is considered virtual when any oft the participants are utilizing a web-based platform and/or phone to facilitate or engage in the meeting. The City of Suffolk provides a virtual conference platform for use by city agencies as well as a conference phone. FAPT will utilize these tools when any participants request a virtual meeting. When utilizing virtual platform and/or conference phone, the following guidelines will be followed: 1)A separate meeting link will be set for each FAPT case being staffed 2)AIl virtual participants will be asked to identify themselves by name and relationship to the child 3)All virtual participants will be asked to turn their cameras on if possible 4) All virtual participants will be asked to identify any other persons who are participating with them in the meeting 5) Participants will be reminded that using an open (non-secured) wi-fi internet access may limit the amount of meeting security that can be maintained 6) Participants will be advised that virtual meetings should not be recorded 7) Virtual participants will be advised that their name and relationship to the child will be recorded on the IFSP signature page as participating with the initials of the person documenting the virtual participation also noted. 8) Parents/guardians who participate virtually will be advised that parental consent to the IFSP will also be documented with the initials of the person documenting noted. Fully virtual FAPT meetings in which all participants engage via virtual platform and/or phone may occur in cases of emergency called meetings, inclement weather, concern over potential exposure to infectious diseases and other situations as guided by the CPMT. (added 10/19/22) Transfer of Referral To/From Another Locality Change of Legal Residence- Non-Special Education Services Referral to Suffolk from Another Locality 19 Anyone receiving notice of a child/family currently receiving services funded through the State Pool in another CPMTjurisdiction, with the exception of private special education placements, which is establishing new legal residence in Suffolk will advise the CSA Office as soon as possible. Suffolk City CPMT shall require the following information in writing from the prior CPMT: 1. Name (s) of youth and family members, and 2. Current and, if different their address in Suffolk City CPMT jurisdiction, current phone number, and 3. The planned and/or actual date of change in legal residence, and 4. The current Individual Family Service Plan with related supportive information and documents. Upon confirmation of a complete referral, the CSA Office shall schedule the case for review by FAPT within ten (10) working days. The CSA Office will assign a FAPT member the responsibility of acting as case manager to contact the family and prepare them to meet with the FAPT. This member shall also communicate with the prior CPMT/FAPT regarding background of the youth/family and services provided to date and shall collect material and information for presentation to the FAPT. A representative of the ending locality FAPT will be invited to attend the Suffolk FAPT initial assessment and planning meeting. At the time of the initial FAPT review, a permanent case manager will be appointed. When the residence of the child/family transfers to the Suffolk CPMT jurisdiction, the CPMT will review the current IFSP and adopt or revise and implement within thirty (30) calendar days. Legal residence shall be defined by Suffolk City's CPMT legal counsel. Referral from Suffolk to Another Locality Anyone becoming aware ofa family residing in Suffolk who is being served by a Family Assessment and Planning Team-initiated Individual Family Service Plan, with the exception of private special education placements, and is changing its legal residence, shall notify the CSA Office. The CSA Office will confirm the family's intent to relocate through consultation with the family's designated case manager. Upon confirmation oft the family's intent to relocate, the case manager shall obtain a signed consent from the family for the release ofFAPT records to the CPMT in the locality to which the family plans to move. The CSA Office will forward the following information to the new locality's CPMT by certified mail at the earliest possible date in order to facilitate a smooth transition in the provision of services: 1. Name (s) of youth and family members, and 2. New address and phone number and 3. The planned and/or actual date of change in legal residence, and 4. The current Individual Family Service Plan with related supportive information and documents. The CSA Office will also notify any service providers and the fiscal agent of the transfer. Suffolk CPMT will continue to pay for services as outlined in the IFSP for thirty calendar days after receipt of the transfer package by the receiving locality. Change of] Legal Residence - Private Special Education Placements 20 When a child is receiving private special education placement funding through CSA, the responsible CSA locality is determined by the child's residence. As soon as a child moves, the new locality is responsible for funding the private special education services. In order to effect this policy, Suffolk will follow these steps: Ifa child is known to have moved to another locality, Suffolk CSA will: 1. notify the new CSA locality immediately (within one business day), and forward FAPT documents to the new locality once a signed consent is received from the parent. 2. Inform the private special education service provider of the change in residence, If a child moves into Suffolk, the previous CSA locality is responsible to: 1. Notify Suffolk CSA of the child's relocation and forward FAPT documents to the Suffolk CSA office 2. Inform the private special education service provider ofthe change in residence. Parents are responsible for withdrawing their child from the previous locality's school system and enrolling them in the new locality's school system. The parent must provide proof of residence when they enroll. Parents are to be advised in writing at the time ofi initial placement ofthe child into a private special education placement that they are responsible for proper notification to both school systems and that relocation may result in a change of educational placement for their child. Any delays due to the parents' actions may result in loss of educational services for their child. If a child qualifies under the McKinney-Vento Homeless Assistance Act, the locality agreed upon by the two involved school divisions will determine the locality responsible for funding the private special education service. Due to the time sensitive nature of this issue, anyone who becomes aware of a child relocating should immediately notify the current school division which will follow up to verify residence. All parties will share information to assist in the transfer oft the funding, i.e. CSA office, school division, and private providers. Ifthere is a question regarding the date of the move, this can be verified based on the date of a lease, mortgage, utility payment, etc. Suffolk CSA will work cooperatively with other localities to resolve any issues related to legal residence. (See Appendix C for Acknowledgement of Private SPED Policy for Change of Residence) (Transfer of cases sections revised 6/28/24) Closure of Cases to the FAPT Process Cases may be considered closed to FAPT for any of the following reasons: 1. Child and family's residence transfers to another locality. 2. Child has met objectives described in the Individual Family Service Plan. 3. Child and family are no longer in need of services through the Children' s Services Act. 4. Child and family no longer desire services through the Children's Services Act. 5. Child is no longer eligible for services based on age. 6. Child has been committed to the Department of Juvenile Justice for six months or longer. Members of the Team, the child and family, and the case manager should be in agreement to close the case. 21 The CSA Office will enter a Case Closure Summary into the record, summarizing services provided, goals achieved, child and family response to treatment, and reasons for closure. The FAPT case manager will complete a discharge CANS within 30 days following closure of the case to FAPT. Ifthe case is subsequently re-opened, a new consent form must be signed by the legal guardian and updated referral information submitted. See Appendix G for Case Closure Summary. Retention of Records Upon closure of a FAPT case, the FAPT file will be maintained in the CSA Office a minimum of five years after the date of closure. Files may then be destroyed in compliance with policies established by the Library of Virginia. Files will not be destroyed in a time period less than what is required by the Library of Virginia. Security of Records Individual CSA case files will be maintained in the office of the CSA Coordinator in a locked filing cabinet. CSA Office staff will regulate access to these files. Electronic records will be stored on a city supplied network drive with access regulated via password. The city's information technology department is responsible for backing up all electronic data on a daily basis. When electronic records need to be temporarily removed from the network drive for use outside ofthe secured setting, laptop computers and flash drives will be password protected. Once the information is returned to the secured setting, it will be downloaded onto the city network drive and removed from the laptop and/or flash drive. Any information that is being transmitted electronically will also be secured by password. The principle ofleast privilege is applied in granting access of secure data. CSA Office staff are required to participate in annual information security awareness training. Revised 6/17/20