City ofSuffolk Community Policy and Management Team Wednesday, June 18, 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 May 21, 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. Contract Status Update (Rachel Lewis) a. First Home Care/Health Connect b. New- Fostering Acadia (enclosure) C. New- Children's Home Society of VA. (enclosure) d. Handy Solutions (enclosure) B. Follow up re: Meeting with Special Ed (Blythe Johnson-Jones) C. Items from Members 6. New Business A. CQI a. Pool History Comparison Report (enclosure) b. Policy & Procedure Review (enclosures) i. Parental Copay Policy Draft (enclosure) ii. CANS (enclosure) iii. Appeal Process (enclosure) iv. Liability & Conflict ofl Interest Issues (enclosure) B. 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 ofs 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 May 21, 2025 9:00 am Social Services Building, Third Floor Conference Rm 327 Members Present: Toya Taylor = Suffolk Dept. of Social Services (Vice Chair) Kimberly Jennings - 5th District Court Services Unit Damara Beckett-WTCSB Sheridan Meriwether - Blakey Weaver Counseling Center (Chair) Jenny Hodge - Tidewater Youth Services Commission - (Secretary) Makiba Jennette-White-CSA Admin Assistant Nicole Porter - City of Suffolk Rachel Lewis = CSA Coordinator Regis Bingham-CSA UR Management Specialist John Lewis- CSA Management Specialist Blythe lohnson-Jones-ffor Dr. Casaundra McNair-Suffolk Public schools) Virtual Members absent: Wendy Warfel- Fiscal Agent Wendy Terry- Parent Representative Marli Laudun- Suffolk Health Dept. Guests Present: None 1. Call to Order: CPMT Chair Sheridan Meriwether called the meeting to order at 9:21 am. 2. Approval of minutes of the April 16, 2025 meeting: Motion to approve Minutes as written by Jenny Hodge and second by Kimberly Jennings. All are in favor and the motion passed. 3. Financial Report: CSA Coordinator Rachael Lewis reviewed the Financial Report as of May 21, 2025. Based on projected expenditures, state and city spent over budget. Suggested by Vice Chair Toya Taylor to call Wendy Warfel Fiscal Agent about budget overages. Kimberly Jennings made a motion to accept financial report as read. Toya Taylor second motion to accept financial report. All in favor. 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 $ 2.2-3711 are to be discussed. Jenny Hodge motions to enter closed session. Kimberly Jennings seconds motion to enter into closed session. All are in favor and the motion passed. 5. Return to open session - CPMT Chair Sheridan Meriwether entertained a motion to move out of Closed Meeting. Jenny Hodge motions to enter open session. Kimberly Jennings seconds the motion. All are in favor and the motion passed. a. Motion made to approve funding except for private provider travel request as requested by Kimberly Jennings, second Nicole Porter. All in favor. Total funding approved: $660,646.80 6. Unfinished business: a. City approved stipend payment for Parent Rep. b. Vendor contracts i. Hallmark approved 5/20/25. ii. First Home Care & Health Connect waiting on contract. iii. Hop/Skip/Drive new transportation provider. (Everdriven is more expensive and we will be transitioning to Hop/Skip/Drive) 7. New Business: a. Supplemental allocation process is not required after June 30,2025 (only if you need them oefore June 30, 2025) b. Child count requested by Toya Taylor for Private Day versus Foster Care. C. CPMT Vice Chair Toya Taylor motion for Blythe Johnson-Jones to join us virtually. Kimberly Jennings seconds the motion. d. Blythe Johnson-Jones- Until July 1, 2025 will be the point of contact and will be working with Candance Walton to get information in referral process. Solomon- Gaines will be taking over July 1, 2025. Blythe Johnson-Jones will set up time next week with Rachel Lewis to discuss process of referral to FAPT and the delays in receiving them. The agency bringing in referrals are responsible for interpreters. e. July 1, 2025 all agencies will be required to have security training to have access to CANVAS. 8. Adjourn: Chair Sheridan Meriwether entertained a motion to adjourn meeting at 11:56 a.m. Motion to adjourn made by Toya Taylor and seconded by Kimberly Jennings. All in favor and the motion passed. Recorded by Makiba Jennette-White, CSA Admin. Assistant 6/11/25, 10:55, AM About Us Fostering Acadia Services About Us Updates Contact Support Us OUR MISSION oi provide a SUPROTtVE connuntsy na a srabletaundauon tatiste uninhibited growth for veta ongout o 1 Fostep care system 0 a e OUR STORY NIHaI so * afHarbimk. ah iden Like many good stories, ours starts with two people, connected by a mission: to improve lives for young adults with lived experience in foster care. As young adults themselves, Jason and Rebekah were involved with serving teens in foster care, which kindled a passion in them both for this population. From there they served as foster parents, worked in group homes, and supported foster families through in-home services. As they watched their foster children enter independent living, it was clear that better services should be available for all kids exiting the foster care system in Virginia. Thanks to their unique perspective, they identified several key factors for success for these young adults: building strong relationships with supportive adults, a welcoming home they could take pride in, celebrating progress, meeting htps/www.osteringateringacadla.orgyabour 1/8 6/11/25, 10:55 AM About Us Fostering Acadia Services About Us Updates Contact Support Us Changing outcomes on a large scale requires every Fostering Acadia staff member to embody the values behind our services. Our FA professionals are passionate about enacting positive change for every individual we serve. And while equipping young adults to exceed their current expectations demands a dedicated team, it is best accomplished when the whole community takes an interest and gets involved. htpsl/www.osteringacadia.orgabour 2/8 Family supportindividualized for * Helps families understand themselves better, chidrenandparents: including family strengths and concerns - C * Briet, flexible * Empowers parents to develop positive goals * Strength-based; positive for their families * Collaborativeandempowerng * Partners with families on goals to interact Family with each other in best ways possible CHECK-UP * Famivy-centered * Parent-led * Proven to be effective through 30 years of research with thousands of diverse families Proven erfectiveness Promoting positive child outcomes Contact Us AGENCY CHSVA A brief, EMBry@chsva.org strength-based Pe864)353-0191 ext 190 intervention for families with Learn More thefamlycheckup.com children aged 2-17 M Familye CRSEKUPFASERAUN satastin.Cemt * CORDEEUDHEN alidated mertidhtshors ENMTEEBERA Tamues sESNtNA for AEMTRTTESETIS * Uses ESLMEsBRE ARAENAS witn EIiSVE-ES Parertnsandoles Tollow UP Seseaemed Fanuly Check-Upea. Everyda Parenting Component Positive The Family Check-Upo is intended The Family Check-Upo is available Parentingskils Program for families in which the childis living with the caregiver(s) inboth English and Spanish * OSRSISAESNeN BSERNSIIS tepromote positivechild development Reduction in days absent from 50% school for high school students REDUCTION IN who received the Family DAYS ABSENT Check-Upe in adolescence. Lower rates of clinically significant Iknow Family Check-Upe is 2.7x depression for middle school working for me and my family The Family Check-Upo has been shown to have LOWER RATES students who received the Family OF CLINICALLY Check-Upe in middle school.* beçause of the changes." many benefits in childhood, adolescence and SIGNIFICANT young adulthood that are long-lasting and lead DEPRESSION PARENT TESTIMONIAL to the following.. * Improved behavior Over three decades of research The Family Check-Upe taught that focuses on interactions me to be more of a listener, be * Improved mental health YEARS OF between the brain, social context, RESEARCH and behavior and evidenced- more understanding. * Reduced substance use based solutions to mental health - PARENT TESTIMONIAL * Reduced likelihood of arrest in early adulthood and behavioral problems. *Compared with those who have not received the FÇU. HANDY Tnpfhe shyany April 6, 2025 Dear CSA Coordinator, lam pleased to introduce Handy Innovative Solutions and our transition consultative services to your locality. Handy Innovative Solutions is a forward-thinking, community-based organization dedicated to transforming behavioral health and child welfare systems through innovative, evidence-Dased, and trauma- -informed strategies. We specialize in supporting the successful transition of high-acuity and difficult-to-place children and youth from in- and out-of-state congregate care settings into stable, family-based placements. Our consultative services address systemic barriers and promote long-term, sustainable outcomes for children, families, and communities. This highly specialized service targets children and youth ages 3-21 who are transitioning from: Psychiatric Residential Treatment Facilities (PRTFS) Group Homes Psychiatric Hospitals Emergency Shelter Placements Therapeutic Foster Care Children with significant trauma histories, behavioral health challenges, or medicaVpsychiatric needs who require individualized, Clinicalyinformed transition planning are eligible for services. As this is a new and innovative approach to supporting some of the most complex youth in our system, lam including additional information about the services, along with our FY26 rate sheet, foryour review and consideration. We are currently accepting referrals for the current fiscal year and would greatly appreciate the opportunity to discuss these services further, as well as review any potential children in need of this specialized support. We are more than happy to schedule a presentation with your FAPT, CPMT, or agency to explore how this service can be impactful for children who are "stuck" in a residential placement or "bouncing" from facility to facility, either in- or out-of-state. Please don't hesitate to reach out if you have any questions or would like to schedule a time to connect. look forward to the opportunity to partner with your agency and stakeholders, and to supportyour clients and families. Respectfully, Natalie Elliott Handy, MSW Chief Executive Officer Email: natalie@handys.com Cell: 540-819-4514 HANDY Inepfle Sllang Rate Schedule Fiscal Year: July 1, 2025 - June 30, 2026 Service Description Rate Full clinical review for children with complex needs, including a diagnostic impression, stakeholder Comprehensive Clinical interviews, chart review, and a strengths-Dased Evaluation & Child Profile profile $3,500 / Evaluation' to guide placement for transition. Akvit "Travel-related expenses billseparately as J A-Hahmeat ASSR SSVenT Can inourege Ghone porclel f 3500, 00 Robust profile development for youth not requiring a A formal clinical evaluation. Includes stakeholder Comprehensive Child interviews, chart review, and pre-placement $2,500 / Evaluation' Profile (Non-Clinical) planning for transition purposes. *Travel-related expenses bill separately as incurred. ( Piteh a Match' ) Placement Coordination Coordination of placement meetings and presentation & Child-Centered of the child's strengths and needs to foster families for $2,500/10-Hours Presentation(s) transitional purposes. Includes our Transition Playbook $250 / Hour after10-Hours! and pre-transition funding consultation. Hourly consultation to guide transition related Child-Specific placement planning, address system misalignments, $250 / Hour Stakeholder Consultation or participateinteam meetings during the pre- or post- placement process. Financial modeling, reimbursement strategy, and Strategic Partnerships & sustainability planning tailored to the child's needs Child-Focused Funding $250 / Hour and agency capacity for pre- and/or post-transition Consultation purposes. Service Description Rate Operational review and targeted training to improve referral processes, caregiver transition readiness, and Training & Systems trauma-informed practice. Up to 10 individuals. $300 / Hour Consultation Note: Admin/Materials Fee will be assessed based on the total number of participants. TBRI, Applied Educational Neuroscience, or custom training delivered in-person or virtually by certified $1,200 / Half-Day Evidence-Based and professionals or subject matter experts. Upt to 5 $2,000 / Full-Day Custom Training individuals. Custom pricing for series or multi-agency requests Note: Admin/Materials Fee will be assessed based on the total number of participants. Overnight travel. Transition Travel $300 / Day *Travel-related expenses bill separately as incurred. *Travel Related Expenses Transportation (airfare/car/train), hotel, food, parking, car rental, gas, and tolls billed separately, as incurred. Note: Transition services are eligible for CSA Fiscal Incentive Per the Appropriations Act - Beginning July 1, 2008, the Jocal match rate for community-based services for each locality shall be reduced by 50 percent. (htips/budgel.Is.viginla.govltem/20222/B30Chapter/1/284 HANDY hnepfae Sbfans Handy Innovative Solutions partners with child welfare and behavioral health systems to support the safe, timely transition ofyouth from congregate care into stable, family-based placements. Through innovative, trauma-informed, and consultative strategies, we help bridge the gap between institutional settings and long-term permanency. Our transition consultation services provide expert guidance, strategicinsight, and a practical playbook to help foster families, case managers, and agencies develop individualized, clinically informed transition plans. These services are designed to reduce systemic barriers, align stakeholders, and strengthen placement outcomes for high-acuity and difficult to place youth. Goals & Anticipated Outcomes Our services are designed to support agencies and stakeholders in achieving the following system-level and child-specific outcomes, within a consultative scope of practice: Reduce Length of Stay in congregate care through expedited transitions and use of a structured Transition Playbooke. Improve Placement Matching by aligning child profiles with foster parent strengths and service availability. Prevent Higher Levels of Care by ensuring children have adequate services and caregiver support prior to placement. Enhance Placement Stability through caregiver preparedness and structured transition planning. Strengthen Caregiver Preparedness with tailored training, home readiness guidance, and ongoing support. Increase Family & Child Engagement in the transition process through collaborative planning and youth voice. Optimize Funding & Resources to sustain long-term efficiency and support individualized care. Strengthen Stakeholder Engagement through structured coaching, consultation, and clear transition documentation. Services Overview 1. Comprehensive Clinical Evaluation & Child Profile A licensed clinician provides a thorough evaluation for children with complex needs, including a diagnosticimpression, stakeholder interviews, and a full chart review. The result is a clinically informed, strengths-Dased profile that supports ideal placement matching and transition planning. 2. Comprehensive Child Profile (Non-Clinical) Designed for children not needing a clinical diagnosis, this service includes a full review of records and interviews to create a strengths-Dased profile. It helps identify appropriate foster families, support services, and transition needs without requiring a formal evaluation. 3. Placement Coordination & Child-Centered Presentations We facilitate child-specific placement meetings and deliver clear, strengths-Dased presentations to providers. Our team assists in reviewing the child's profile and potentialTFC home studies to inform appropriate match recommendations. Each referralincludes use of our Transition Playbooke with detailed planning tools, service recommendations, and pre-transition funding consultation. 4. Child-Specific Stakeholder Consultation This hourly consultation service supports caseworkers and care teams with real-time transition planning, meeting participation, and barrier identification. Agencies can purchase consultation hours for ongoing expert support throughout the pre- and/or post-transition process. 5. Strategic Partnerships & Child-Focused Funding Consultation We help agencies align funding models with clinical needs and permanency goals. Ourt team provides guidance on sustainable reimbursement structures and compensation strategies to support individualized care pre- and post-transition. 6. Training & Systems Consultation We deliver targeted training and systems review to strengthen caregiver preparedness and streamline referral processes. This includes trauma-informed planning, cross-agency coordination strategies, and use of our Transition Playbooko. 7. Evidence-Based and Custom Training Offerings Our certified professionals and subject matter experts offer in-person and virtual training in TBRI, Applied Educational Neuroscience, and custom content tailored to your needs. These trainings enhance trauma responsiveness and improve placement stability system-wide. Target Population Children and youth ages 3-21 transitioning from: Psychiatric Residential Treatment Facilities (PRTFS) Group Homes Psychiatric Hospitals Emergency Shelter Placements Therapeutic Foster Care Children with significant trauma histories, behavioral health challenges, or medica/psychiatric needs requiring specialized transition planning are eligible. For inquiries or to submit a referral, please contact: Natalie Handy, MSW Dr. Challen Mabry Email: natalelOhandyis.com Email: Chalen@handyis.com Cell: 540-819-4514 Cell: 540-493-4480 Meet The Team Handy Innovative Solutions is led by a team of experienced professionals dedicated to improving the outcomes of children, families, and behavioralhealth organizations. Together, Natalie and Dr. Challen lead Handy Innovative Solutions with a shared mission of transforming child welfare and behavioral health services through innovative, data-driven, and trauma-responsive solutions. Natalie Elliott Handy, MSW = Chief Executive Officer Natalie Elliott Handy, MSW, is a healthcare execulivewith2years of experience in behavioral health and child welfare. She is the CEO of Handy Innovative Solutions, leading efforts to transition nigh-acuity youth from congregate care into stable, family-based placements. Previously, she served as Vice President of Government Affairs and Advocacy at Health Connect America, working across multiple states to improve behavioral health services and policy. Natalie has held leadership roles as CEO of multiple psychiatric residential treatment facilities and has extensive experience in system reform, program development, and policy advocacy. A passionate advocate, Natalie has usedher voicetoinfluence policy and system reform att the local, state, andfederallevels, serving on committees, task forces, and planning groups. Natalie holds a Bachelor of Arts in Psychology from Hollins College and a Master of Social Work from West Virginia University. She resides in Roanoke, Virginia, with her husband, Jason, and their beloved pets, Winston the Bulldog and Daisy the Beagle. Dr. Challen Mabry = Chief Clinical Officer Dr. Challen Mabry is a highly experienced licensed professional counselor, clinical supervisor, and educator with a strong background in trauma, autism, clinical supervision, andMedicaid populations. With overa decade ofleadership in behavioral health services, Dr. Mabry has directed clinical programs, supervised interdisciplinary teams, and implemented evidence-based treatment strategies across Virginia. Most recently she served as the Chief Clinical Officer at Hope Tree Family Services. Dr. Mabry led clinical strategy, program development, and staff recruitmentwhile ensuringthe integration of best practices and outcome-driven care. As an Associate Professor at Bluefield College, she co-chairs the master's level Counselor Education Program, teaching courses in counseling, psychology, and human services. Previously, Dr. Mabry held leadership roles community-based organizations where she provided oversight for clinical operations, quality assurance, and compliance. Dr. Mabry holds a Ph.D. in Counselor Education and Supervision from Virginia Tech, a Master of Education in Counselor Education, and a Certificate in Behavior Analysis. She is dedicated to advancing mental health services, training future counselors, and promoting inclusive and effective therapeutic practices. 5/27/25, 11:04. AM PolistonyCompaison Pool History Comparison Report Date Report Created: May 27, 2025 Locality: Suffolk - 800 Report Fiscal Year: 2025 Report Comparison Years: 2024,2023,2022 Net Expenditures include all Report Preparer Approved pool reports (status 1 07 greater). for each Fiscal Year as ofl May 27 of that Fiscal Year Note: This report compares "Total" Net Expenditures ofeach Fiscal Year Net Total Net Total Net Total Net Total Expenditure Expenditure Expenditure Expenditure Expenditure Description FY2022 FY2023 FY2024 FY2025 Change % Change Number of Pool Reports: RP- APPROVED (STATUS 1 or 9 11 10 10 GREATER) 1. Congregate care. / Mandated and Non-Mandated Residential Services b C d e-d-e f-(e/e)*100 la. Foster Care - IV-E children in $20,666.50 $0.00 $0.00 $0.00 $0.00 0.00% Licensed Residential Congregate Care; pool expenditures for costs not covered by IV-E (i.e., non room-and-board) 1b. Foster Care - all others in $70,980.24 $224,142.11 $225,365.54 $487,260.15 $261,894.61 116.21% Licensed Residential Congregate Care lc. Residential Congregate Care- $3,071.76 $0.00 $0.00 $19,929.00 $19,929.00 00% CSA Parental Agreements ; DSS Noncustodial Agreements ld. Non-Mandated -$102.97 -$250.00 $0.00 $0.00 $0.00 0.00% SeveyRcNdmaCaeeNe le. Educational Services - $100,319.01 $136,377.76 $46,451.01 $176,600.74 $130,149.73 280.19% Congregate Care 2. Other Mandated Services 2a. Treatment Foster Care IV-E $465,980.01 $291,051.05 $135,387.58 $291,569.78 $156,182.20 115.36% 2a.1 Treatment Foster Care $74,297.53 $143,477.06 $105,168.83 $44,156.59 -$61,012.24 -58.01% 2a.2 Treatment Foster Care CSA $0.00 $0.00 $0.00 $0.00 $0.00 0.00% Parental Agreements ; DSS Noncustodial Agreements 2b. Specialized Foster Care IV-E; $0.00 $0.00 $0.00 $0.00 $0.00 0.00% Community Based Services 2b.1 Specialized Foster Care $0.00 $0.00 $0.00 $0.00 $0.00 0.00% 2c. Family Foster Care IV-E; ; $13,636.50 $4,290.00 $18,485.52 $16,446.10 -$2,039.42 -11.03% Community Based Services 2d. Family Foster Care $0.00 $0.00 $0.00 $0.00 $0.00 0.00% Maintenance only about:blank 1/2 5/27/25, 11:04 AM PolistonyComparison 2e, Family Foster Care Children $17,485.44 $22,508.06 $26,586.69 $27,289.85 $703.16 2.64% receiving maintenance and basic activities payments; independent living stipend/Atrangements 2e.1 State Kinship Guardianship $0.00 $0.00 $0.00 $0.00 $0.00 0.00% 2e.2 Federal Kinship Guardianship $0.00 $0.00 $0.00 $0.00 $0.00 0.00% 2f. Community - Based Services $40,160.82 $30,536.72 $21,749.29 $48,022.77 $26,273.48 120,80% 2f.1 Community Transition Services $0.00 $10,858.69 $290.82 $870.63 $579.81 199.37% - Direct Family Services to Transition from Residential to Community 2g. Special Education Private Day $580,060.73 $759,825.65 $806,417.78 $1,121,408.54 $314,990.76 39.06% Placement 2h. Wrap-Around Services for $28,645.97 $9,564.48 $43,529.55 $96,029.01 $52,499.46 120.61% Students With Disabilities 2i. Psychiatric Hospitals/Crisis $0.00 $0.00 $0.00 $0.00 $0.00 0.00% Stabilization Units 3. Non-Mandated $5,525.72 $8,169.98 $9,230.00 $21,780.00 $12,550.00 135.97% SericeCommumiy-bascd GRAND TOTALS: (Sum of 4. $1,420,727.26 $I,640,551.56 $1,438,662.61 $2,351,363.16 $912,700.55 63.44% categories 1 through 3) about:blank 2/2 CSA User Guide November 1, 2024 is found in the CSA Pool Expenditure Reports area of the CSA website. Using these protected funds includes a required local match established for all CSA funds. The protected funding provides local CPMTS flexibility in serving children and families who need intervention, services, and supports but do not meet the sum-sufficient criteria. If the "protected" amount is not spent on non-sum-sufficient children, it may be used to address the funding needs of the sum-sufficient population. Using these protected funds to serve specific eligible but non-sum-sufficient children in no way precludes the locality from applying for and receiving supplemental funds for the sum-sufficient populations. Al Frequently Asked Questions (FAQ) document on protected funds developed by OCS and the State and Local Advisory Team can be found here. 6.4 Assessing Parental Contributions for CSA Services 52.2-5206.3 and $2.2-5208 require the CPMT to establish and the FAPT to implement policies to have parents/guardians of children receiving CSA-funded services contribute financially to the cost of such services, except when prohibited by law or regulation (e.g., for special education services per an IEP). This requirement is met using a sliding fee scale based on the ability to pay. The Appropriation Act specifies that the CPMT shall enter into formal agreements with parents or legal guardians and that the Office of Children's Services shall be a party to any such agreement. The CSA Policy Manual discusses the criteria for referring to the Division of Child Support Enforcement for child support payments or assessing parental co-payments for children served in out-of-home placements (Policy 4.5.4). Concerning determining parental contributions for children placed in out-of-home placements under a CSA Parental Agreement, no parental contribution may be assessed against any services funded by Medicaid or educational services required under an IEP. 36 4.5.4 Parental Contributions for Services (Adopted 02/23/2000) Effective February 23, 2000, the CPMT shall consider the following criteria when determining whether parental contributions are appropriate: Parents of children in out-of-home placements should not be charged a payment for services in addition to the child support order. Instead, for out-of-home care, the CPMT shall implement existing state law and policy requiring referral of such cases to the Division of Child Support Enforcement (DCSE). The non-custodial parents of children in out-of-home care are to be referred to the DCSE for the collection of child support. (Statutory authority: COV 563.2-1910) Parents of children in in-home care should be charged a standard parental co-payment based both on the ability of each parent to pay and the cost of the service. Parents and legal guardians of children receiving in-home care are expected to contribute financially to the cost of services. Each local government shall develop policies to assess this fee. Local governments are encouraged to assess a fee based on a locally developed scale. 25 VII. PARENTAL FINANCIAL CONTRIBUTIONS FOR CSA SERVICES Guiding Principles A guiding principle of the Suffolk Community Policy and Management Team (CPMT) is that parents (to include biological parents, adoptive parents, step parents and legal guardians) shall be active and equal participants in all aspects of assessment, planning and implementation of services for their children. The parent(s) will attend all Family Assessment and Planning Team (FAPT) meetings, provide input and opinions during the planning process, participate actively in the delivery of services, and share in the cost of services at a level consistent with their ability to pay. The verifiable inability to provide parental financial contributions shall not prevent the delivery of services to any child. Parental unwillingness to accept co-responsibility for the provision of services, or unwillingness to cooperate in the delivery of services, may be viewed by the CPMT as being detrimental to the effectiveness of services and may disqualify the family from receiving CSA-funded services. Authority Per 2.2-5208 and 2.20-5206.3 ofthe Code of Virginia, the Suffolk CPMT has adopted the following policies and procedures which shall be used 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 Setien2252063-e the-CedeefVirginia). Policies and Procedures 1. All parents of children receiving CSA-funded services shall be assessed for parental contribution in accordance with policies, procedures and fee schedules adopted by the Suffolk CPMT except: A.Parents of children receiving educational services contained on an Individualized Education Plan (IEP) are exempt from parental contribution requirements for those IEP services per P.L. 94-142. However, services contained in the Individualized Family Service Plan (IFSP) as developed through the FAPT process, that are not contained on the IEP, are subject to parental contribution requirements. B.Parents of children in Department of Social Services custody, or in non-custodial foster care, shall be referred for parental assessment and collection to the Division of Child Support Enforcement pursuant to DSS procedures and Code of Virginia: 20-108-2.63.2-1910 C. Parents of children placed in out of home care through a parental placement agreement will shall be referred for assessment and collection to the Division of Child Support Enforcement pursuant to Code of Virginia 20-108.2. This includes children placed in out ofhome care through a parental placement agreement as a CSA mandated Child in Need of Services (CHINS). 26 2. Parents of children who receive Supplemental Security Income (SSI) on behalf of their child shall be advised that the Social Security Administration requires immediate notification if the child's residency is changed. 3. When it is determined that a child is eligible for CSA-funded services, the person designated as the primary case manager is responsible for: A. Ensuring that the family receives a full explanation of the CSA process and that the parent(s) are advised of the 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; B. Having the parent(s) complete the Gross Monthly Income form as part of the initial referral packet for FAPT; C. Assisting the CSA Coordinator in obtaining signed consent on the Parental Contribution Agreement or the Request for Financial Relief form; D. Assisting the CSA-Ceerdinater parents in completing the DCSE referral application(s) at the time the parental plaçement agreement is signed by the parent(s). A separate DCSE application is required for each parent. E. Notifying the CSA Coordinator of changes in service or changes in family income or household that may affect the contribution agreement. 4. The CSA Staffis responsible for: A.Assessing the parents' ability to participate financially by determining the family's gross monthly income, the number of family members, and the corresponding level of parental contribution based on the CPMT's family contribution schedules; B.Informing parents oft the results of the financial assessment and the level of parental contribution which will be expected; C.Obtaining signed consent on the Parental Contribution Agreement or the Request for Financial Relief form; D.Revising the contribution agreement as needed based on changes in service or changes in family income; E. Billing the parent/guardian on a monthly basis for the assessed amount of parental contribution. F. Advising the CPMT of delinquent payments by parents/guardians. 5. For youth referred from the Court Services Unit, the signed Parental Contribution Agreement as agreed upon between the parent and CSA Coordinator should be included in the court order. 6. Parents dissatisfied with the level of parental contribution as assessed by the CSA Staff may request financial relief: from the Suffolk CPMT in writing within 14 days from the date notification of the expected parental contribution is received. The Request for Financial Relief form should be submitted to the CSA Coordinator along with the Monthly Expenses form and any other pertinent information. The CPMT will consider this information and make a determination within 30 days which will be communicated in writing to the parent(s). 27 7. Parental contributions shall be payable by the 30th day ofthe month following a month in which 15 or more days of service or a one time evaluation has been received andj funded through CSA have-beemappreved-erfumimgendereometmeevalaieluationiseondected. Payments shall be mailed to the attention oft the CSA Office at the address ofthe regional CSA Office of Suffolk/Isle of Wight. All payments received will be treated as refunds for services rendered and will be credited to the CSA account. Fees for insufficient funds will be handled per local city policy. 8. Delinquent payments will be handled as follows: One time per year in the month of December, the CSA Office will compile a list of delinquent accounts and information will be submitted to the appropriate party in the locality for filing tax intercepts by January 1. Parent/guardian will be notified of this process by a statement on their monthly bill at least two months prior to the initiation ofthe tax intercept procedure. In adéitionkthe-CPMP-ay-regesHie-OHeeofChidresSermicestemakeaelaim-againstthe parenterlega-gwareian-forsehpaymenthewghteDepeDeparimemteflawsP-DivisienefDeb: Celetioninhe-Olieeofthe-AtemeyGememt-whemeceletiemastieneeaneammetbereferedte he-DeparimentefCHin-PpestemietefSecia-Serviees: 9. A DCSE application will be completed on all parents regardless of their income status for children placed in out of home care. The original application for each parent will be forwarded to the regional DCSE office and a copy retained in the CSA record. DCSE will handle all support orders and appeals. All child support funds collected by DCSE will be sent to the respective local DSS agency which participates in the CSA process and all funds received will be processed as a refund to CSA to help offset the child's placement costs to the locality. When the child is discharged from the CSA funded parental agreement placement, the CSA Coordinator will notify DCSE in writing of the discharge date and request termination of the parental support obligation as of that date. Determining Family Income - Definitions The basis for the determination of the parental financial contribution is the total gross annual income of the family unit. 1. The family unit is defined as one or more adults and dependent children in their legal custody residing in the same household. There may be more than one family unit in a household. Separate units are separate families for the purpose of determining parental contribution levels. Examples of separate family units may include, but are not limited to, related adults (other than spouses) living in the same household, an aged parent living with an adult child, a young adult child living with his/her parents and paying room and board expenses. Family Unit Exception #1: Ifal biological parent is absent from the home and retains custody rights, his/her income shall also be subject to a parental financial contribution unless that parent is providing monthly child support payments. Family Unit Exception #2: Ifa cohabitating couple consents to being considered a family unit, they and their dependent children shall together be considered a single family unit and their combined incomes shall be used in determining total family gross income. 28 2. The number of family members shall be the members of the separate family unit as determined in #1 above. 3. Dependents include all individuals who are members of the family unit (as determined in #1 above) and are solely dependent on the total family unit gross income for subsistence. 4. The total gross annual income includes all income received by all members ofthe family unit (prior to deductions for taxes, insurance, benefits, etc.). It includes but is not limited to salaries (full-time, part-time, primary and secondary employment), Supplemental Security Income, Social Security Income, General-Relet,Pensien-Benelits; - RalisdRetiememsHy Retirement Income, Worker's Compensation, Unemployment Insurance, Child Support, Alimony, and Interest, Dividends or other Payments from annuities, trusts, life insurance policies or other forms of investment. 5. The total gross annual income may be established by: A. using the federal tax return (IRS Form 1040) for the most recent year and/or, B. requesting that the parent(s) complete the CSA Income Form listing all sources ofincome (you may request documentation of income sources or amounts). See Appendix H for financial forms and Parental Financial Contribution Schedule. Revised 9/7/22 INFORMATION AND INSTRUCTIONS FOR PARENTS ON FINANCIAL CONTRIBUTIONS FOR CSA SERVICES Guiding Principles A guiding principle ofthe Suffolk Community Policy and Management Team (CPMT) is that parents (to include biological parents, adoptive parents, step parents and legal custodians) shall be active and equal participants in all aspects ofassessment, planning and implementation of services for their children. The parent(s) will attend all Family Assessment and Planning Team (FAPT) meetings, provide input and opinions during the planning process, participate actively in the delively ofservices, and share in the cost of services at a level consistent with their ability to pay. The verifiable inability to provide parental financial contributions shall not prevent the delivery of services to any child. Parental unwillingness to accept co-responsibility for the provision of services, or unwillingness to cooperate in the delively ofservices, may be viewed by the CPMT as being detrimental to the effectiveness ofservices and may disqualify the family from receiving CSA-funded services. Authority Per 2.2-5208 and 202-5206.3 of the Code ofVirginia, the Suffolk CPMT has adopted the following policies and procedures which shall be used 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" ( Section 2.2 5206.3 ofthe Code of Virginia). Policies and Procedures I. All parents ofchildren receiving CSA-funded services shall be assessed for parental contribution in accordance with policies, procedures and fee schedules adopted by the Suffolk CPMT except: A. Parents ofchildren receiving educational services contained on an Individualized Education Plan (IEP) are exempt from parental contribution requirements for those IEP services per P.L. 94-142. However, services contained in the Individualized Family Service Plan (IFSP) as developed through the FAPT process, that are not contained on the IEP, are subject to parental contribution requirements. B. Parents ofchildren in Department ofSocial Services custody, or in non-custodial foster care, shall be referred for parental assessment and collection to the Division of Child Support Enforcement pursuant to DSS procedures and Code of Virginia: 20 108.2. 63.2-1910. &. Parents of children placed in out ofhome care through a parental placement agreement will-shall be referred for assessment and collection to the Division of Child Support Enforcement pursuant to Code ofVirginia 20-108.2. Thisincludes children placed in out ofhome care through aj parental placement agreement asa CSA. mandated Child in Need of Services (CHINS): and court involved children placed in out of! home care by the Court Services Unit (CSU) through non mandated CSA funding, (Exception: Short term parental placements for assessment: and diagnostic purposes with a duration of less than 90 days will not be referred to DCSE.) 2. Parents ofchildren who receive Supplemental Security Income (SSI) on behalfoftheir child shall be advised that the Social Security Administration requires immediate notification if the child's residency is changed. 3. Parents dissatisfied with the level of parental contribution as assessed by the CSA Office may request financial relief from the Suffolk CPMT in writing within 14 days from the date notification of the expected parental contribution is received. The Request for Financial Relief form should be submitted to the CSA Office along with the Monthly Expenses form and any other pertinent information. The CPMT will consider this information and make a determination within 30 days which will be communicated in writing to the parent(s). 4. Parental contributions shall be payable on a monthly basis for which 15 or more days of service or a one time evaluation has been received andfunded through CSA have been approved for funding and/or a one time evaluation is conducted. Parents will receive a monthly invoice from the local CSA Office. Payments should be made out to "City of Suffolk" and mailed to the attention of the CSA Office at the address ofthe regional CSA Office of Suffolk/Isle of Wight. All payments received will be treated as refunds for services rendered and will be credited to the CSA account. 5. Parents should complete the attached "Gross Income" form and submit to the case manager at the time ofthe initial referral to FAPT. The CSA Office will notify the parent of expected payments and instructions for requesting financial relief. A Parental Contribution Agreement must be signed prior to services being approved for CSA funding. 6. A DCSE application will be completed on all parents regardless oftheir income status for children placed in out of home care. The original application for each parent will be forwarded to the regional DCSE office and a copy retained in the CSA record. DCSE will handle all support orders and appeals. When the child is discharged from the CSA funded parental agreement placement, the CSA Coordinator will notify DCSE in writing ofthe discharge date and request termination ofthe parental support obligation as of that date. 7. Parents should notify the case manager ofa any changes in service or changes in family income, household size, or ability to pay that may affect the contribution agreement. 8. Parents are to be advised that failure to make monthly payments may result in a show cause being issued by the court (in cases of court ordered services) or a tax intercept procedure being initiated by the CPMT. revised 8/12/22 INFORMATION FOR PARENTS Understanding Your Financial Role in CSA Services Working Together to Support Your Child The Suffolk Community Policy and Management Team (CPMT) believes that families are essential partners in planning and supporting services for their children. This includes both participating in decision-making and contributing financially based on what your family can afford. We want parents (this includes biological, adoptive, step-parents, and legal guardians) to: Take part in all Family Assessment and Planning Team (FAPT) meetings Share your thoughts and opinions during planning Be involved in the services your child receives Help with the cost of services if you are able to We understand that not every family can afford to contribute financially. A lack of financial resources will not prevent your child from receiving services. However, if a parent chooses not to participate or cooperate in the process, it could affect eligibility for CSA-funded services. What Gives Us the Authority Virginia law ($2.2-5208 and $2.2-5206.3) allows local CSA teams to: Review a family's ability to contribute financially to services Use a fair, sliding fee scale to determine what a family can afford Ensure no family is charged more than they are reasonably able to pay How Financial Contributions Work Here are the key things to know about how your contribution is assessed and managed: 1. Who is Assessed? Most parents of children receiving CSA-funded services will be assessed. However, there are a few exceptions: No charge for IEP services: If services are part of your child's Individualized Education Plan (IEP) through the school, you will not be charged for those services. Other services not listed in the IEP may still require a contribution. Children in foster care or DSS custody: If your child is in custody of Social Services or placed in foster care, the Division of Child Support Enforcement (DCSE) will handle financial assessments. Parental placements: If you place your child outside the home (for example, in a treatment program) through a CSA-supported agreement, DCSE will also assess your ability to pay. Short-term placements for evaluations (under 90 days) are an exception. 2. Social Security Benefits If your child receives Supplemental Security Income (SSI), please notify the Social Security Administration immediately if your child's living situation changes. 3. IfYou Disagree with the Contribution Amount You have the right to ask for a review. Submit a written request within 14 days of being notified about your expected payment. Include a completed "Request for Financial Relief" form, the "Monthly Expenses" form, and any other helpful documents. The CPMT will review everything and respond within 30 days. 4. Making Payments You'll receive a monthly bill from the CSA Office for services that lasted 15 or more days (or for a one-time evaluation). Please make checks payable to "City of Suffolk" and send them to the CSA Office. Payments go directly toward covering service costs and are credited to your account. 5. What You Need to Submit Please fill out the attached Gross Income Form and give it to your case manager when you're first referred to FAPT. Before services can begin, you'll need to: Review your estimated payment Ask about financial relief if needed Sign a Parental Contribution Agreement 6. Out-of-Home Placements Ifyour child is placed out of your home, a DCSE application will be completed regardless of income. DCSE will manage any support payments and appeals. When your child returns home, the CSA Coordinator will inform DCSE and ask to end the financial support obligation. 7. Keeping Us Updated Please let your case manager know right away if: Your household income or size changes Your ability to pay changes There are changes to your child's services 8. What Happens If Payments Aren't Made If you don't make your payments: The court may issue a "show cause" order if services were court-ordered Your taxes may be intercepted to collect unpaid amounts Questions? If you have concerns or need help understanding any part oft this process, don' 't hesitate to reach out to your case manager or the CSA Office. We are here to support you and your child. Revised 5/21/25 SUFFOLK/IOW CSA HOUSEHOLD GROSS INCOME FORM 1. Child's Name Date Parent/Guardian' s Name Parent/Guardian' s Name Address Address City/State/Zip. City/State/Zip Phone (Home) (Work) Phone (Home). (Work). SSN: DOB: SSN: DOB: 2. Members of the Family Unit Dependent on Income: Name Age Relationship 1. 2. 3. 4. 5. 6. Total Family Members 3. Gross Income Salary/Wages Gross Gross Income Per Pay Period Monthly Employer Pay Period Frequency Income Parent 1 Parent 2 Other Family Total Monthly Salary/Wages $ Other Family Income SNAP-DAyeare-Asiss. TANF$ Mo.Investment Interest/Dividends $ Mo.Life Insurance Payments $ /Mo. Unemployment Comp. $ Mo.Disablity/wrks Comp. $ /Mo. Social Security Ben. $ Mo. Retirement Income $ /Mo. Supp. Security Income $ Mo. Adoption Subsidy $ /Mo. (SSI) Alimony/Child Support$ Other $ /Mo. Total Other Monthly Income$ TOTAL MONTHLY SALARY/WAGES & OTHERS TOTAL ANNUAL SALARY/WAGES & OTHER $ Please attach documentation of above listed income (may include IRS Form 1040 from previous tax year, W-2 from previous tax year, pay stubs, social security verification, etc.) CSA Office Use Only Fee Assessed $ /month Fee Waived by CPMT Fee Reduced by CPMT to $ /month No copay, IEP services only Revised 1/1/17 PARENTAL CONTRIBUTION AGREEMENT As the parent of, a minor child, agree to participate in the planning and delivery of services which are being proposed for funding through the Suffolk/lsle of Wight Policy and Management Team of the Children's Services Act (CSA). I understand that my participation includes sharing in the cost of these services and that I am expected to make monthly financial contributions in the amount of $ for community based services. This will remain in effect throughout the duration of services. This contribution is based on current financial and family information which I have provided and which I affirm to be true and correct information. I realize that my contribution level may be reassessed if my family finances change or if the need for services change. further understand that my failure to share in the responsibility for providing these services or my failure to actively participate in the delivery of services may be viewed as being detrimental to the effectiveness of the services and may disqualify my family from receiving CSA-funded services. lagree to send a monthly contribution in the amount indicated above for each month in which at least 15 days of services and/or a one time evaluation have been provided via CSA funds and/or a one time evaluation has been conducted. These payments will be made by cash, personal check or money order and will be payable to the City of Suffolk/County of Isle of Wight on behalf of my child. I will send or deliver each monthly payment to the address listed below. I understand that failure to make monthly payments may result in a tax intercept procedure being initiated by the CPMT or a show cause being issued by the court (in cases of court ordered services) naddHon-tneparies. agree thatthe Virginia Office ofChildren's Services (the "0cSPshalbeamatk AEIMETEAETA the CPMT shall be demediohasnlerdent behalf of the- OGBIRIRERRPMRBASSMiSHERARPAIN OGS the authorivyto-makeakeaclaimagainst the parent- grlegalguardiannannamedhereinfor sughparents.ariegaurdamslauee-grrelusalepay the agreeduponsumenalimely-basis- Suchchaimfersayment bythe OGSsha!! be-made only-upon the requestofthe CPMEantinaahineDematimenialiai-ial Division-of Debt Collectionint the Officeof the-Attorney Gmmiwnassimnsammatateat to-the Division-of Child Support- Enforcement Id5E 1 have read and understand this agreement and ) accept the personal and financial responsibilities outlined above. 1. Parent Signature Date 2. Parent Signature Date CSA Coordinator Signature Date Monthly parental contributions will be sent to: CSA Office - Suffolk/isle of Wight Attn: CSA Coordinator PO Box 1818 Suffolk, VA 23439 revised 9/1/22 REQUEST FOR FINANCIAL RELIEF As the parent of a minor child, wish to participate in the planning and delivery of services which are being proposed for funding through the Suffolk/ Isle of Wight Community Policy and Management Team of the Children's Services Act (CSA). I understand that my participation includes sharing in the cost of these services and that 1 have been asked to make monthly financial contributions in the amount off for community based services. This contribution is based on current financial and family information which I have provided and which I affirm to be true and correct information. feel that this level of financial contribution creates an unreasonable hardship on my household finances and I wish to submit a request for financial relief to the Policy and Management Team. understand that my request for relief must be submitted to the CSA Coordinator within 14 days from the date I am notified of my expected parental contribution and I have been provided with the information and forms that I will need to complete this request. 1. Parent Signature Date Address Daytime Phone 2. Parent Signature Date Address Daytime Phone CSA Coordinator Signature Date Revised 6/30/21 SUFFOLK/IOW CSA HOUSEHOLD MONTHLY EXPENSES FORM 1. Monthly Income by Family Members: Gross Federal/State Other Other Net Net Income Taxes Taxes FICA Deductions Income Parent 1 Parent 2 Other Family Income TOTAL NET MONTHLY INCOME $ 2. Regular Monthly Expenses Housing: Mortgage/Rent Medical: Doctor Property Tax Hospital Insurance Medication Repairs Insurance Utilities: Electric Other: Food Gas Clothing Trash Transportation, Telephone/cell Child Care Cable/Digital Alimony Internet Child Support Water/Sewage Education Other Counseling Auto: Loan Payment Other (explain) Insurance Repairs Other (explain) Gas/Tolls TOTAL MONTHLY EXPENSES $ 3. Outstanding balances: indicate the type ofexpense and the outstanding balance for any medical bills, loans, credit cards or other expenses with a balance in excess of$100. certify that the information is accurate to the best of my knowledge and that I have reported all income and expenses. Parent Date Parent Date revised 6/30/21 SUFFOLK/ISLE OF WIGHT COUNTY PARENTAL FINANCIAL CONTRIBUTION SCALE CSA PURCHASED COMMUNITY BASED SERVICES Monthly Payment Household Size 2 3 4 5 6 7 8 0 Under 27,000 Under 30,000 Under 33,000 Under 36,000 Under 39,000 Under 42,000 Under45,000 $5 $30,000 $33,000 $36,000 $39,000 $42,000 $45,000 $48,000 $10 $33,000 $36,000 $39,000 $42,000 $45,000 $48,000 $51,000 $15 $36,000 $39,000 $42,000 $45,000 $48,000 $51,000 $54,000 $20 $39,000 $42,000 $45,000 $48,000 $51,000 $54,000 $57,000 $25 $42,000 $45,000 $48,000 $51,000 $54,000 $57,000 $60,000 $30 $45,000 $48,000 $51,000 $54,000 $57,000 $60,000 $63,000 $40 $48,000 $51,000 $54,000 $57,000 $60,000 $63,000 $66,000 $50 $51,000 $54,000 $57,000 $60,000 $63,000 $66,00 $69,000 $60 $54,000 $57,000 $60,000 $63,000 $66,000 $69,000 $72,000 $70 $57,000 $60,000 $63,000 $66,000 $69,000 $72,000 $75,000 $85 $60,000 $63,000 $66,000 $69,000 $72,000 $75,000 $78,000 $100 $63,000 $66,000 $69,000 $72,000 $75,000 $78,000 $81,000 $115 $66,000 $69,000 $72,000 $75,000 $78,000 $81,000 $84,000 $130 $69,000 $72,000 $75,000 $78,000 $81,000 $84,000 $87,000 $145 : $72,000 $75,000 $78,000 $81,000 $84,000 $87,000 $90,000 $160 $75,000 $78,000 $81,000 $84,000 $87,000 $90,000 $93,000 $175 $78,000 $81,000 $84,000 $87,000 $90,000 $93,000 $96,000 $190 $81,000 $84,000 $87,000 $90,000 $93,000 $96,000 $99,000 $205 $84,000 $87,000 $90,000 $93,000 $96,000 $99,000 $102,000 $220 $87,000 $90,000 $93,000 $96,000 $99,000 $102,000 $105,000 $235 $90,000 $93,000 $96,000 $99,000 $102,000 $105,000 $108,000 $250 $93,000 $96,000 $99,000 $102,000 $105,000 $108,000 $111,000 $265 $96,000 $99,000 $102,000 $105,000 $108,000 $111,000 $114,000 $280 $99,000 $102,000 $105,000 $108,000 $111,000 $114,000 $117,000 $295 $102,000 $105,000 $108,000 $111,000 $114,000 $117,000 $120,000 $310 $105,000 $108,000 $111,000 $114,000 $117,000 $120,000 $123,000 $325 $108,000 $111,000 $114,000 $117,000 $120,000 $123,000 $126,000 $340 $111,000 $114,000 $117,000 $120,000 $123,000 $126,000 $129,000 $355 $114,000 $117,000 $120,000 $123,000 $126,000 $129,000 $132,000 $370 $117,000 $120,000 $123,000 $126,000 $129,000 $132,000 $135,000 $385 $120,000 $123,000 $126,000 $129,000 $132,000 $135,000 $138,000 $400 $123,000 $126,000 $129,000 $132,000 $135,000 $138,000 $141,000 $415 $126,000 $129,000 $132,000 $135,000 $138,000 $141,000 $144,000 Revised 01/01/17 ISLE OF WIGHT COUNTY PARENTAL FINANCIAL CONTRIBUTION SCALE CSA PURCHASED COMMUNITY BASED SERVICES Monthly Payment Household Size 2 3 4 5 6 7 8 a 56,061 83,172 87,548 112,740 127,524 142,308 157,092 5 59,061 86,172 90,548 115,740 130,524 145,308 160,092 10 62,061 89,172 93,548 118,740 133,524 148,308 163,092 15 65,061 92,172 96,548 121,740 136,524 151,308 166,092 20 68,061 95,172 99,548 124,740 139,524 154,308 169,092 25 71,061 98,172 102,548 127,740 142,524 157,308 172,092 30 74,061 101,172 105,548 130,740 145,524 160,308 175,092 40 77,061 104,172 108,548 133,740 148,524 163,308 178,092 50 80,061 107,172 111,548 136,740 151,524 166,308 181,092 60 83,061 110,172 114,548 139,740 154,524 169,308 184,092 70 86,061 113,172 117,548 142,740 157,524 172,308 187,092 85 89,061 116,172 120,548 145,740 160,524 175,308 190,092 100 92,061 119,172 123,548 148,740 163,524 178,308 193,092 115 95,061 122,172 126,548 151,740 166,524 181,308 196,092 130 98,061 125,172 129,548 154,740 169,524 184,308 199,092 145 101,061 128,172 132,548 157,740 172,524 187,308 202,092 160 104,061 131,172 135,548 160,740 175,524 190,308 205,092 175 107,061 134,172 138,548 163,740 178,524 193,308 208,092 190 110,061 137,172 141,548 166,740 181,524 196,308 211,092 205 113,061 140,172 144,548 169,740 184,524 199,308 214,092 220 116,061 143,172 147,548 172,740 187,524 202,308 217,092 235 119,061 146,172 150,548 175,740 190,524 205,308 220,092 250 122,061 149,172 153,548 178,740 193,524 208,308 223,092 265 125,061 152,172 156,548 181,740 196,524 211,308 226,092 280 128,061 155,172 159,548 184,740 199,524 214,308 229,092 295 131,061 158,172 162,548 187,740 202,524 217,308 232,092 310 134,061 161,172 165,548 190,740 205,524 220,308 235,092 325 137,061 164,172 168,548 193,740 208,524 223,308 238,092 340 140,061 167,172 171,548 196,740 211,524 226,308 241,092 355 143,061 170,172 174,548 199,740 214,524 229,308 244,092 370 146,061 173,172 177,548 202,740 217,524 232,308 247,092 385 149,061 176,172 180,548 205,740 220,524 235,308 250,092 400 152,061 179,172 183,548 208,740 223,524 238,308 253,092 415 155,061 182,172 186,548 211,740 226,524 241,308 256,092 2025 Poverty Guidelines: 48 Contiguous States (all states except Alaska and Hawaii) Dollars Per Year Household/ Family Size 50% 75% 100% 125% 130% 133% 135% 138% 150% 175% 180% 185% 1 7,825.00 11,737.50 15,650.00 19,562.50 20,345.00 20,814.50 21,127.50 21,597.00 23,475.00 27,387.50 28,170.00 28,952.50 2 10,575.00 15,862.50 21,150.00 26,437.50 27,495.00 28,129.50 28,552.50 29,187.00 31,725.00 37,012.50 38,070.00 39,127.50 3 13,325.00 19,987.50 26,650.00 33,312.50 34,645.00 35,444.50 35,977.50 36,777.00 39,975.00 46,637.50 47,970.00 49,302.50 4 16,075.00 24,112.50 32,150.00 40,187.50 41,795.00 42,759.50 43,402.50 44,367.00 48,225.00 56,262.50 57,870.00 59,477.50 5 18,825.00 28,237.50 37,650.00 47,062.50 48,945.00 50,074.50 50,827.50 51,957.00 56,475.00 65,887.50 67,770.00 69,652.50 6 21,575.00 32,362.50 43,150.00 53,937.50 56,095.00 57,389.50 58,252.50 59,547.00 64,725.00 75,512.50 77,670.00 79,827.50 7 24,325.00 36,487.50 48,650.00 60,812.50 63,245.00 64,704.50 65,677.50 67,137.00 72,975.00 85,137.50 87,570.00 90,002.50 8 27,075.00 40,612.50 54,150.00 67,687.50 70,395.00 72,019.50 73,102.50 74,727.00 81,225.00 94,762.50 97,470.00 100,177.50 9 29,825.00 44,737.50 59,650.00 74,562.50 77,545.00 79,334.50 80,527.50 82,317.00 89,475.00 104,387.50 107,370.00 110,352.50 10 32,575.00 48,862.50 65,150.00 81,437.50 84,695.00 86,649.50 87,952.50 89,907.00 97,725.00 114,012.50 117,270.00 120,527.50 11 35,325.00 52,987.50 70,650.00 88,312.50 91,845.00 93,964.50 95,377.50 97,497.00 105,975.00 123,637.50 127,170.00 130,702.50 12 38,075.00 57,112.50 76,150.00 95,187.50 98,995.00 101,279.50 102,802.50 105,087.00 114,225.00 133,262.50 137,070.00 140,877.50 13 40,825.00 61,237.50 81,650.00 102,062.50 106,145.00 108,594.50 110,227.50 112,677.00 122,475.00 142,887.50 146,970.00 151,052.50 14 43,575.00 65,362.50 87,150.00 108,937.50 113,295.00 115,909.50 117,652.50 120,267.00 130,725.00 152,512.50 156,870.00 161,227.50 Household/ Family Size 200% 225% 250% 275% 300% 325% 350% 375% 400% 500% 600% 700% 1 31,300.00 35,212.50 39,125.00 43,037.50 46,950.00 50,862.50 54,775.00 58,687.50 62,600.00 78,250.00 93,900.00 109,550.00 2 42,300.00 47,587.50 52,875.00 58,162.50 63,450.00 68,737.50 74,025.00 79,312.50 84,600.00 105,750.00 126,900.00 148,050.00 3 53,300.00 59,962.50 66,625.00 73,287.50 79,950.00 86,612.50 93,275.00 99,937.50 106,600.00 133,250.00 159,900.00 186,550.00 4 64,300.00 72,337.50 80,375.00 88,412.50 96,450.00 104,487.50 112,525.00 120,562.50 128,600.00 160,750.00 192,900.00 225,050.00 5 75,300.00 84,712.50 94,125.00 103,537.50 112,950.00 122,362.50 131,775.00 141,187.50 150,600.00 188,250.00 225,900.00 263,550.00 6 86,300.00 97,087.50 107,875.00 118,662.50 129,450.00 140,237.50 151,025.00 161,812.50 172,600.00 215,750.00 258,900.00 302,050.00 7 97,300.00 109,462.50 121,625.00 133,787.50 145,950.00 158,112.50 170,275.00 182,437.50 194,600.00 243,250.00 291,900.00 340,550.00 8 108,300.00 121,837.50 135,375.00 148,912.50 162,450.00 175,987.50 189,525.00 203,062.50 216,600.00 270,750.00 324,900.00 379,050.00 9 119,300.00 134,212.50 149,125.00 164,037.50 178,950.00 193,862.50 208,775.00 223,687.50 238,600.00 298,250.00 357,900.00 417,550.00 10 130,300.00 146,587.50 162,875.00 179,162.50 195,450.00 211,737.50 228,025.00 244,312.50 260,600.00 325,750.00 390,900.00 456,050.00 11 141,300.00 158,962.50 176,625.00 194,287.50 211,950.00 229,612.50 247,275.00 264,937.50 282,600.00 353,250.00 423,900.00 494,550.00 12 152,300.00 171,337.50 190,375.00 209,412.50 228,450.00 247,487.50 266,525.00 285,562.50 304,600.00 380,750.00 456,900.00 533,050.00 13 163,300.00 183,712.50 204,125.00 224,537.50 244,950.00 265,362.50 285,775.00 306,187.50 326,600.00 408,250.00 489,900.00 571,550.00 14 174,300.00 196,087.50 217,875.00 239,662.50 261,450.00 283,237.50 305,025.00 326,812.50 348,600.00 435,750.00 522,900.00 610,050.00 Note: Each individual program-e.g., SNAP, Meticaid-determines how to round various multiples of the poverty. guidelines, what income is to be included, and how the eligibility unit is defined. For more information about the poverty guidelines visit: htpy/apelhgpppe, Source: U.5. Department of Health and Human. Services, Office oft the. Assistant Secretaryfor Planning and Evaluation. 1 Introducing ALICE In 2023, according to the Federal Poverty Level (FPL), 10% of Virginia households were financially insecure. Yet this measure failed to account for an additional 28% of households that were also experiencing financial hardship. These households are ALICE: Asset Limited, Income Constrained, Employed = with income above the FPL, but not enough to afford basic expenses in the county where they live. Between ALICE households and those living in poverty, an estimated 39% of households in Virginia were below the ALICE Threshold in 2023. Households below the Threshold are forced to make impossible choices like deciding whether to pay for utilities or a car repair, whether to buy food or fill a prescription. Households below the ALICE Threshold are in every state and county across the U.S. and represent all demographic groups. Workers below the ALICE Threshold often perform the jobs that keep our economy functioning smoothly they are child care providers, food service workers, cashiers, personal care aides, delivery drivers, and more. Their stories capture the systemic and structural barriers to financial stability, and the struggles and resilience of families experiencing financial hardship. In Virginia, this research is brought to you by: Atlantic UNITED WAY UNITED WAY Union Bank United Ways of Virginia Altria South Hampton Roads THE VIRGINIA FOUNDATION * COMMUNITY COLLEGE EDUCATION e e UNITEDFOR 000 UnitedForALICE.org. 1 @United4ALICE racial ALICE life for all. VALICE Bys securing ande economice equity for we can improve 1 County Reports Counties are the core geography for ALICE data: They reveal variations often masked by statewide averages, and the data is reported regularly and reliably. ALICE IN SUFFOLK CITY ALICE is an acronym for Asset Limited, Income Constrained, Employed households that earn more than the Federal Poverty Level, but less than the basic cost of living for the county. While conditions have improved for some households, many continue to struggle, especially as wages fail to keep pace with the rising cost of household essentials (housing, child care, food, transportation, health care, and a basic smartphone plan). Households below the ALICE Threshold - ALICE households plus those in poverty can't afford the essentials. 2023 Point-n-Time-Data Population: 100,659 Number of Households: 39,203 Median Household Income: $81,154 (state average: $89,931) Labor Force Participation Rate: ALICE Households: 29% (state average 28%) Households in Poverty: 12% (state average 10%) Financial Hardship Has Changed Over Time in Suffolk City As circumstances change, households may find themselves below or above the ALICE Threshold at different times. Number of ALICE and Poverty-Level Households, Virginia, 2023 14,000 12,000 11,320 11,468 10,701 10,526 10,927 10,329 10,000 9,295 9,277 7,697 8,000 o 6,000 4,836 4,631 4,181 3,880 4,000 3,332 3,377 3,517 2,789 3,007 2,000 0 2010 2012 2014 2016 2018 2019 2021 2022 2023 Poverty ALICE e e @ UNITEDFOR 000 UnitedForALICE.org I @United4ALICE Bys securing racial ande economic equityf for ALICE we can improve lifef fora all. ALICE 2 Percentage of Households, Virginia, 2023 100% 80% 54% 53% 64% 58% 61% 62% 60% 58% 65% 60% 40% 34% 37% 32% 28% 29% 25% 30% 28% 25% 20% 11% 9% 14% 10% 9% 10% 10% 12% 12% 0% 2010 2012 2014 2016 2018 2019 2021 2022 2023 Poverty ) ALICE ) Above ALICE Threshold Financial Hardship is Not Equally Distributed By total number, groups with the largest population of households below the ALICE Threshold tend to also be in the largest demographic groups. However, when looking at the proportion of each group that is below the ALICE Threshold, it is clear that some groups are more likely to be ALICE than others. Households by Race/Ethnicity, Virginia, 2023 100% 5% 80% 52% 57% 62% 49% 65% 70% 60% % 0% 37% 37% 20% 33% 28% 41% 26% 11% 5% 6% 4% 7% 0% Asian Black Hawaiian Hispanic AI/AN White 2+ Races Total Households Poverty ALICE Above ALICE Asian Black Hawalian ) Hispanic AIIAN White 2+ Races - 00@ UNITED FOR UnitedForALICE.org @United4ALICE Bys securing racial ande economic equity for ALICE we cani improve life for all. VALICE 3 There were also differences in financial hardship by household type and age of householder. HOUSEHOLD TYPE % Below ALICE Group Threshold Single or Cohabiting (no children) 40% Married (with children) 14% Single-Female-Hleaded (with children) 69% ingle-Male-Headed (with children) 57% AGE OF HOUSEHOLDER % Below ALICE Group Threshold Under: 25 Years 66% 25 to 44 Years 31% 45 to 64 Years 41% 65 Years and Over 53% The Cost of Basics Outpaces Wages Household Survival Budget, Suffolk City, Virginia, 2023 One Adult, Two Adults, Single One Adult, Two Two Adults Single Two Monthly Costs One In Two In Adult One Child Adults Two Children Adult 65+ Adults 65+ Child Care Child Care Housing $1,228 $1,251 $1,251 $1,251 $1,462 $1,462 $1,228 $1,251 Child Care $0 $422 $1,125 $0 $844 $2,250 $0 $0 Food $482 $816 $732 $884 $1,483 $1,309 $444 $814 Transportation $418 $552 $552 $657 $945 $945 $347 $517 Health Care $199 $439 $439 $439 $820 $820 $513 $1,026 Technology $86 $86 $86 $116 $116 $116 $86 $116 Miscellaneous: $241 $357 $419 $335 $567 $690 $262 $372 Taxes $453 $476 $649 $524 $722 $1,066 $510 $819 Monthly Total $3,107 $4,399 $5,253 $4,206 $6,959 $8,658 $3,390 $4,915 ANNUAL TOTAL $37,284 $52,788 $63,036 $50,472 $83,508 $103,896 $40,680 $58,980 Hourly Wage $18.64 $26.39 $31.52 $25.24 $41.75 $51.95 $20.34 $29.49 a e le I 00@ UNITEDFOR UnitedForALICE.org @United4ALICE Bys securingr racial ande economice equityf for ALICE we can improve lifef fora all. ALICE 4 The Labor Landscape is Challenging for ALICE Workers A small portion of adults (16 years and older) in Virginia were unemployed and a large number were working in 2023. However, a substantial portion of both full- and part-time workers are paid by the hour; these workers are more likely to have fluctuations in income and less likely to receive benefits. Labor Status, Population 16 and Over, Virginia, 2023 0% 20% 40% 60% 80% 100% Full-Time Salary - Full-Time Hourly Part-Time Hourly Part-Time Salary Unemployed e Not! In Labor Force/Other Notl Inl Labor Force/Retired a e e UNITEDFOR 000 UnitedForALICE.org I @United4ALICE Bys securingr racial ande economic equity for ALICET we can improve life for all. ALICE 22 IV. VIRGINIA CHILD AND ADOLESCENT NEEDS AND STRENGTHS ASSESSMENT (CANS) The CANS, developed by John S. Lyons, Ph.D., is a child and family assessment instrument to help plan and manage services for children and their families at both an individual and system of care level. The CANS helps guide service planning, track child and family outcomes, promote resource development and support decision making. A CANS will be completed for every child and adolescent, regardless of age, receiving services through the CSA Funds Pool. Completion of the CANS is the responsibility of the assigned case manager from each participating agency. The initial CANS will be the comprehensive version. CANS reassessments are required on all ongoing cases as long as they continue to receive services through the CSA Funds Pool. Refer to the chart under the section "Utilization Management" for frequency of CANS reassessments. All assessments in CANVAS must be closed in order to be considered valid assessments for purposes of CSA. Whenever a case is closed to the FAPT process, the case manager will be prompted via email to complete a discharge CANS within 30 days of the closure date. The supervisor of the case manager will be copied on the email to ensure compliance. A discharge CANS is not required in any of the following situations: 1) when a child and family receive CSA funded services for less than 30 calendar days. Only an Initial CANS is required in such instances, 2) at the time of transfer of services from one locality to another. The receiving locality will complete CANS as required per their local schedule. The CSA Coordinator and CSA Utilization Management Specialist will be the Designated Super User/Report Administrators (DSU/RA) for the Suffolk CSA process. All case managers who may bring referrals to FAPT are encouraged to complete CANS certification training on the state provided website. Certification must be updated annually. Once certification is completed, the case manager should contact the DSU/RA for the appropriate User Agreement forms to establish a CANVas account for administration ofthe CANS online. Only public agency case managers who are responsible for CANS assessments of children receiving CSA funded services may establish accounts. Case manager access is limited to the assessments they enter and the reports generated by those assessments. If a case manager leaves employment, the account must be deactivated. The agency supervisor must contact the DSU/RA who will de-activate the account. The DSU/RA will periodically check the listing of case managers to ensure the accounts ofthose who have left employment have been deactivated. Revised 6/17/20 23 V. APPEAL PROCESS Nothing within the following review process precludes any other right of appeal under existing state or federal law. Any youth or family dissatisfied with the action oft the Family Assessment and Planning Team, including but not limited to the denial of access to the Team, assessment, planning or implementation of services may file a written request for review to the Community Policy and Management Team. This request must be filed within ten (10) calendar days of receiving a copy of the IFSP or letter explaining denial of access to the team. CPMT must hold a review within thirty (30) calendar days after receiving ai request for review. The parent will be notified ofthe review date at least 5 days in advance and may attend the review to be heard and defend their position. The CPMT Chair will send a written notice to the youth/family advising them oft the CPMT decision within 10 days of the CPMT meeting. All requests for reviews should be sent to the current CPMT Chair. This name and address will be provided by the CSA Coordinator upon request from the family and/or case manager. **The Suffolk Community Policy and Management Team is the final step in the appeal process. Reviewed and affirmed 6/17/20 24 VI. LIABILITY AND CONFLICT OF INTEREST ISSUES The Children' s Services Act provides for immunity from civil liability under certain circumstances for members oft the CPMT and the FAPT (Code ofVirginia, Section 2.2-5205 and Section 2.2-5207). 1. Code of Virginia, Section 2.2-5205 Community Policy and Management Teams; membership; immunity from liability. "Persons who serve on the team shall be immune from any civil liability for decisions made about the appropriate services to 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. 99 2. Code of Virginia, Section 2.2.-5207 Family Assessment and Planning Team; membership; immunity from civil liability. "Persons who serve on a family assessment and planning team shall be immune from any civil liability for decisions made about the appropriate services to 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.' 99 Any person serving on such team who does not represent a public agency shall file a statement of economic interests as set out in $ 2.2-3117 ofthe State and Local Government Conflict ofInterests Act (S 2.2-3100 et seq.). Persons representing public agencies shall file such statements if required to do SO pursuant to the State and Local Government Conflict of Interests Act. 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 8 2.2-3101 of the State and Local Government Conflict of Interests Act, or a fiduciary interest. Revised 6/17/20