COMMONWEALTH OF VIRGINIA

Piedmont Regional Office

QUALITY MANAGEMENT REVIEW
Shenandoah Valley Department of Social Services
February 2016

Table of Contents
Executive Summary
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Demographics of Service Area
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Employee Surveys
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Community Partners
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Finance and Administration
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BENEFIT PROGRAMS
Self Sufficiency (TANF/VIEW) - ------------------------------------------------------------------19
Medical Assistance (Medicaid)
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Supplemental Nutritional Assistance Program (SNAP) ------------------------------------24
SERVICES PROGRAM
Adult Services/Adult Protective Services
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Child Care
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Child Protective Services
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Child Protective Services

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Permanency (Foster Care and Adoption) -----------------------------------------------------36
Resource Families Program
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Executive Summary
The Administrative Board of the Shenandoah Valley Department of Social Services requested
that a Quality Management Review be performed by the Virginia Department of Social Services
Piedmont Regional Office. This request was made for several reasons. First, at the time of the
request, the Shenandoah Valley Department of Social Services had been featured in several
unfavorable newspaper articles and the Board felt these may have impacted public trust in the
agency. In addition, at this same time, the former agency Director Elizabeth Middleton was
leaving for another position and the process was beginning for the hiring of a new Director. The
Board felt it would be advantageous for the new Director to have the Quality Management
Review findings to gain a clear picture of the function of the agency and for engagement in
future planning for the agency.
The Quality Management Review was initially scheduled to take place during the summer of
2015 and initial efforts began in June 2015. However, on June 19, 2015 the Piedmont Regional
Office was involved in a fire and important documentation for the QMR became unavailable to
Regional Office staff. Due to the delays caused by the office fire, the Quality Management
Review was subsequently conducted October through December 2015.
The following Virginia Department of Social Services and Virginia Department of Aging and
Rehabilitative Services participated in the Quality Management Review:
Susan L. Reese, VDSS Piedmont Regional Director
Meredith A. Burger, VDSS Piedmont Regional Administrative Manager
James W. Ingold, VDSS Piedmont Executive Assistant
J. Chad Alls, VDSS Piedmont Regional Child Protective Services Specialist
Monica Hockaday, VDSS Central Regional Child Protective Services Specialist
Mary Walter, VDSS Child Protective Services Policy Specialist
Dawn C. Caldwell, VDSS Piedmont Regional Permanency (Foster Care/Adoption)
Specialist
Lisa Tully, VDSS Central Regional Permanency (Foster Care/Adoption) Specialist
Angela Mountcastle, DARS Piedmont Regional Adult Services/Adult Protective
Services Specialist
Thea Quillen, VDSS Piedmont Regional Child Care Specialist
Chasity Fitzpatrick, VDSS Piedmont Regional Resource Families Specialist
Bonnie Lee, VDSS Piedmont Regional Supplemental Nutrition Assistance Program
Specialist
Julia Viet, VDSS Medical Assistance (Medicaid) Program Specialist
Cassandra Elliston, VDSS Self Sufficiency (TANF/VIEW) Program Specialist

The Quality Management Review utilized the following methods for gathering information:
Employee Surveys
Employee Interviews
Case Readings all programs
Programmatic Casework Reports all programs
Community Partner Interviews
- Law Enforcement

 Programmatic Casework Reports all programs

Community Partner Interviews
- Law Enforcement
- Mental Health
- Child Advocacy Center
- Courts
- Faith Community
It should be noted that during the process of this Quality Management Review, management of
the Shenandoah Valley Department of Social Services worked concurrently with Program
Specialists from the VDSS Regional Office to begin making recommended changes to programs.
The management of this agency was very proactive in beginning this work and actions already
accomplished are indicated in red italics throughout this report.

DEMOGRAPHICS OF SERVICE AREA

The Shenandoah Valley Department of Social Services covers the areas of Augusta County, the
City of Staunton, and the City of Waynesboro.
Augusta County is located in the Shenandoah Valley on the western edge of the Commonwealth
of Virginia. It is the second-largest county in Virginia by total area, and it surrounds the
independent cities of Staunton and Waynesboro. The county seat of Augusta County is Staunton,
although most of the administrative services have offices in neighboring Verona. Augusta County
is part of the Staunton-Waynesboro Virginia Metropolitan Statistical Area. The county has a total
of 971 square miles. According to the latest census information, Augusta County has a
population of 73,862 of which 93.7% identify themselves as White, 4.2% as Black or African
American, 2.5% as Latino or Hispanic, 0.3% as American Indian or Alaska Native, 0.6% as
Asian, and 1.3% as two or more races. The median household income is $52.027 with 9.5%
living below the poverty level.
The City of Staunton is an independent city and the county seat of Augusta County. The last
census data indicates that the population of Staunton is 24,538 of which 83.8% identify
themselves as White, 12.0% as Black or African American, 2.8% as Latino or Hispanic, 0.3% as
American Indian or Alaska Native, 1.2% as Asian, and 2.6% as two or more races. The median
income is $38,501 with 18.0% of the population living below the poverty level.
The City of Waynesboro is an independent city and is the principal city of the StauntonWaynesboro Metropolitan Statistical Area, which also includes all of Augusta County.
Waynesboro has a population of 21,366 of which 83.7% of people identify themselves as White,
11.7% identify themselves as Black or African American, 7.0% identify themselves as Latino or
Hispanic, 0.5% identify themselves as American Indian or Alaska Native, 0.9% identify
themselves as Asian, and 3.2% identify themselves as two or more races. The median income is
$44,847, with 19.9% of the population living below the poverty level.

EMPLOYEE SURVEY
When the Quality Management Review was initially undertaken in June 2015, Employee
Surveys were distributed to each agency employee. These were completed by the employees and
returned via fax, e-mail, or mail. These results were tabulated and prepared for the report;
however the paper surveys and the tabulations (stored on computer) became unavailable due to
the fire at the Piedmont Regional Office and the non-access to building contents. Surveys were
again distributed to all employees, but not enough were completed to allow an accurate picture of
overall opinions of employees. To obtain this important information, staff members were
personally interviewed to obtain answers to the survey. The employees were able to give
confidential ratings in the areas of Culture and Working Environment, Staffing, Work
Performance, Leadership, and Training and Development. They were also able to discuss agency
strengths and challenges.
The employee rated the agency in the following way using a scale of:

strengths and challenges.

The employee rated the agency in the following way using a scale of:
0 = No Answer
1 = Strongly Disagree
2 = Somewhat Disagree
3 = Somewhat Agree
4 = Strongly Agree

CULTURE AND WORKING ENVIRONMENT

1. Our working environment is friendly and professional = 3.1
2. There is healthy, two-way communication here = 2.9
3. I receive enough information to make decisions and perform my job = 3.4
4. Management supports the changes for overall performance improvement = 2.8
5. Employees support the changes for overall performance improvement = 2.6
6. I am trusted to perform the work that is assigned to me = 3.5
7. My coworkers are very cooperative and willing to help with the work = 3.3
8. Our facility is safe, organized/professional, and pleasant = 2.5
9. I have the tools I need and enough space to perform my job = 3.2
10. Morale in the office is generally high = 2.2

STAFFING
11. There is a sufficient number of employees to perform the work = 2.0
12. Employees in each program area are qualified for the positions they occupy = 3.0
13. Managers/supervisors are qualified for the positions they occupy = 3.2
14. There is a back-up plan for each position or procedure within each program area
for emergencies, vacancies, and absences = 2.2
WORK PERFORMANCE
15. I understand my job/position = 3.8
16. I have a copy of my position description = 3.5
17. I am formally evaluated on a regular basis = 3.6
18. I am provided an opportunity to improve my performance problems/challenges =
3.3
19. I am provided an opportunity to work through relationship issues with my
coworkers = 2.9
20. I am rewarded and recognized when I meet or exceed my performance
expectations = 2.4
21. I am given the responsibility and the authority to successfully complete the job =
3.2
22. I have enough time to complete my workload in accordance with timeframes
allocated in local and state policy = 2.4

22. I have enough time to complete my workload in accordance with timeframes

allocated in local and state policy = 2.4
23. I have enough time to take on additional responsibilities = 1.8
24. My performance is evaluated against criteria that make sense for my job
responsibilities = 3.0
LEADERSHIP
25. I know what our mission or purpose is for this agency = 3.7
26. Management established clear goals and objectives for our agency = 3.1
27. Management makes an effort to create a positive and motivational working
environment = 2.9
28. Management works with employees to streamline the processes and procedures
for a more efficient operation = 2.6
29. I have a good, working relationship with my supervisor = 3.6
30. I feel comfortable talking with my supervisor about any work-related issues = 3.3
31. My supervisor provides the guidance, resources, and tools that I need to do my
work = 3.4
32. My supervisor considers my input on decisions being made for my work area =
3.5
TRAINING AND DEVELOPMENT
33. I receive the training I need to do my job and to keep-up with changes = 3.1
34. The training I have participated in was organized, practical, and worthwhile = 2.9
35. I am pleased with the career opportunities here = 2.4
36. The management team is provided with leadership training = 1.5
37. I developed a learning plan with my supervisors to enhance my development =
2.2
38. I am cross-trained in other areas of the agency = 2.1
39. My supervisor and I keep a file on my training history = 3.3
40. Employees have an equal opportunity for training and development = 3.0
According to the staff surveys and confidential comments, the SVDSS staff appear to have high
confidence in the current Administration of the agency and in their own abilities to understand
and perform their jobs. Overall, the ratings were good for most components of the survey. It is
notable that, across the spectrum of questions, the Benefit Programs units were higher in their
ratings and satisfaction than Services and Finance/Clerical units. Notable exceptions were the
Adult Services Unit whose ratings and comments denote a high degree of satisfaction with their
positions and their supervision and evidences high morale. The other exception is the Child
Protective Services unit whose scores were, across the board, lower than the others in satisfaction
with their jobs and morale. However they did express satisfaction with past and current
supervision. The comments from the Child Protective Services unit responses also denoted
feelings of harassment and bullying among co-workers and collateral contacts.
Of high significance in the survey and interview process, almost every member of the staff talked
about safety concerns regarding lack of safety in the building (both in security measures and fire
alarms) and insufficient lighting in the parking lot. It is clear that the staff of this agency does not

about safety concerns regarding lack of safety in the building (both in security measures and fire
alarms) and insufficient lighting in the parking lot. It is clear that the staff of this agency does not
feel safe in their work surroundings. There also appears to be a pervasive feeling that office
surroundings are in disrepair and may be unhealthy due to water leakage and rodents.
Another significant expression among almost all of the agency staff was the belief that the
Shenandoah Valley Department of Social Services should be located in one building or
alternatively that a management presence should be located permanently at the Waynesboro
office, as opposed to just at the Verona office.
Employees also expressed dissatisfaction that there is no cross-training among staff and that
there is little opportunity for career advancement at the agency.
FINDING (GEN-1)
Almost 100% of employees express that they do not feel safe in their work environment.
Recommendation #1
The SVDSS Management and Board should ensure that there is adequate lighting in the parking
areas utilized by employees. It should be noted that employees of some units (i.e. CPS, APS) must
sometimes arrive at or leave the office at varying hours of the night. The Director has already
taken this recommendation to the DSS Administrative Board and they are beginning an
assessment on the lighting issues in the parking lot.
Recommendation #2
The SVDSS Management and Board should ensure that there appropriate fire safety measures
have been taken in both the Verona and Waynesboro offices to include appropriate alarm systems
and fire exits.
Recommendation #3
The SVDSS Management and Board should ensure that appropriate security measures are taken
in both the Verona and Waynesboro offices to include locked doors, secure areas for employees
that do not include general access to the public, and an emergency alert system. The agency is in
the process of installation of security cameras and has instituted a fob system for employee only
access to doors.
Recommendation #4
The SVDSS Management and Board should take measures to ensure that the buildings in Verona
and Waynesboro are safe from environmental hazards and rodents.

FINDING (GEN-2)
A large percentage of employees express that SVDSS does not function as a cohesive agency due
to being in two separate places. In addition, employees at the Waynesboro office do not feel that
they have an adequate management presence at that office.
Recommendation #1
The SVDSS Management and Board should explore the feasibility of consolidating the Verona
and Waynesboro offices.
Recommendation #2
If consolidation of the Verona and Waynesboro offices is not viable, the SVDSS Management
and Board should explore the feasibility of placing the offices of the Director and Assistant
Director in separate buildings (one in Verona and one in Waynesboro).

FINDING (GEN-3)

FINDING (GEN-3)
Members of the Child Protective Services Unit express that there is an atmosphere of bullying
and harassment within this Unit.
This recommendation is included in the Child Protective Services portion of the report.
FINDING (GEN-4)
Agency employees express frustration over the lack of cross training and the opportunities for
advancement within the agency.
Recommendation #1
The SVDSS Management should explore opportunities for cross-training of employees.
Recommendation #2
The SVDSS Management and Board should explore the viability of a staff structure that would
allow employees to move up/have an increase in pay due to specialized training. Examples of
this would include a Benefit Programs Unit with positions of BPS I, BPS II, BPS III based on
skills or certification or a Services Unit with a move up/increase in pay due to advanced
degrees (i.e. MSW).

COMMUNITY PARTNERS
Representatives from the faith community in the Shenandoah Valley voiced praise for the agency
for their work in working with churches on projects to assist needy families in the community. It
was voiced that the agency has a wonderful relationship with churches in the area. The Adult
Services Unit was specifically singled out for their diligent work in various community projects
and their service on boards to assist the aged and incapacitated citizens of the area.
Community partners that work with the agency in mental health and child advocacy matters
stated that relationships with SVDSS are strong and there have been no specific areas of concern
that could not be straightened out through dialogue with the agency. There is a feeling that the
agency workers are caring and do good work. The new Director, who has a long period of
working in the community, was cited as a real strength for the agency.
Law enforcement partners also voiced good relationships with the agency and no specific
concerns, citing their close work with the Child Protective Services and Adult Protective
Services units.
Attorneys that currently work with the agency voiced that they were pleased with the current
Director and management of the agency, with one citing concerns with the former Director. The
Adult Services Unit was singled out for their preparedness and diligence in their work. Of
concern is the perception that there may be some inconsistency in the preparedness and
knowledge of the Child Protective Services and Foster Care units. It was felt that the reputation
is now improving in the community, with the new Director in place.
Judges that were interviewed had mixed views regarding the agency, with some feeling that the
agency does strong work and others concerned about past actions of the agency while they were
under a different administration.

FINANCE AND ADMINISTRATION

This agency includes three separate localities, the County of Augusta, and the cities of Staunton
and Waynesboro. Coordinating between the three entities for financial processes presents a
challenge at times, but SVDSS is accomplished in these efforts. It utilizes the Thomas Brothers
system to create purchase orders, encumbrances, to pay bills, and for report administration.
During this review, specialized assessments specifically addressed the performance of
Administration, Finance, and Human Resources functions within the agency. The categories
included on this assessment included Payroll, Cash Receipts, Disbursements, Budget, Travel
Vouchers, Automobile Use, Bonds and Insurance, Inventory, Random Moment Sampling,

included on this assessment included Payroll, Cash Receipts, Disbursements, Budget, Travel
Vouchers, Automobile Use, Bonds and Insurance, Inventory, Random Moment Sampling,
Security, Special Welfare, Credit Cards, Contracts, and Human Resources policy.
A Local Review was performed by the Virginia Department of Social Services Finance Local
Review Team for this agency in April, 2015 to review Staff and Operations for January, 2015.
The agency supplied the information requested, but has not yet received the results of that
review. The Local Review Team was contacted for input related to this QMR, and that
information is included in the topics noted in this review.
In addition to assessment of records, seventeen employees from the Finance and Clerical units
were interviewed during the Quality Management Review. Staff in these areas were very
cooperative and helpful during this process.

Payroll and Leave Administration

The Payroll system seems to be a strong one, with time and attendance records being
prepared and retained as required. All checks are run through the Augusta County
system, as opposed to being run by the agency. No issues were identified with this process.
Warrant Registers are approved by the Treasurer for Augusta County and the Director,
with the Office Manager tied closely into the process. Timesheets are completed and
approved by Supervisors for each employee, and have the Unit name (program area) noted
on the sheets. A copy of the form used for this purpose was provided to the reviewer.
Payroll data and financial records are uploaded from the Thomas Brothers system into the
Virginia Department of Social Services LASER (Locality Automated System for
Expenditure Reimbursement) system, which is reconciled as required to supporting
documentation, and is done in a timely way.
Some input from staff indicates that there may be inconsistency with the Leave
Administration Process. Staff input indicates that there is inconsistency with leave being
granted and that some Supervisors are more lenient with leave administration than others.
The Leave Policy is not posted anywhere for staff reference.
FINDING (F&A -1)
There may be inconsistency with the Leave Administration Process.
RECOMMENDATION #1
The Shenandoah Valley DSS Director should review the Leave Administration Process with all
supervisory staff to ensure that this is administered in a consistent way.
FINDING (F&A-2)
The Leave Policy is not posted anywhere for staff reference.
RECOMMENDATION #1
The Leave Policy should be posted on the shared network drive which is used by and accessible
to all employees.
Cash Receipts
The Shenandoah Valley Department of Social Services receives cash payments for several
purposes. These are in the form of payments for overpayment in the Supplemental Nutritional
Assistance Program (SNAP), Energy Assistance Program (EAP), Medicaid, Temporary
Assistance to Needy Families, and Child Care programs. In addition there may be co-pays
related to children in foster care. A strong receipting system is in place, with one primary staff
member assigned to complete official receipts for these payments and several people identified as
backups. When a client presents a payment at the agency front desk, the assigned staff member
is contacted to come to the front desk to take the payment and issue an official receipt. Each
receipt is completely filled out and issued in numerical sequence as required. If a backup staff
member is needed, the payment is sealed inside an envelope and kept in a secure safe in the
Accounting Department until the primary staff member is available. The official receipt books
are kept in one locked receptacle. It should be noted that the key to this receptacle which
contains the official receipts is kept in a desk drawer, which seems to be fairly common

are kept in one locked receptacle. It should be noted that the key to this receptacle which
contains the official receipts is kept in a desk drawer, which seems to be fairly common
knowledge among staff. A copy of the receipting procedure for both offices was provided. The
Report of Collections is done by two staff members, a primary and a backup, and deposits are
made on a regular basis twice per month. Collections for TANF Overpayments are entered into
the ADAPT system in the same month as received, meeting the requirements set forth in the
Financial Guidelines Manual. Overpayment cash collections are deposited by a different staff
member than the person who signed the original receipt, and are entered into LASER in the same
month as received. The only exception to this would be when one of the three localities submits
the overpayment after LASER is closed or at the very end of the month.
FINDING (F&A-3)
The key to the locked receptacle containing the original receipts for payments is kept in a drawer,
which is accessible to staff. It appears to be common knowledge among staff as to the location of
the key.
Recommendation #1
The key to the locked receptacle containing the original receipts for payments should be placed
in a secure location known only to pertinent staff.
Disbursements
Samples of disbursements for all three of the agencys localities within the months of September,
October, and November were reviewed during the Quality Management Review. It appears that
backup documentation is required for all disbursements and this information is approved by the
employees supervisor and reviewed by the Office Manager. Sample of Purchase of Service
expenditures were reviewed for the programs of Independent Living, Promoting Safe and Stable
Families, TANF Employment Advancement, Adult Home-based Companion Services, and
VIEW. The agencys process starts with the worker, is approved by the supervisor, and then is
submitted to one of the two Account Clerks for processing and payment. It was noted in
interviews that the clerks often have to go back to the worker to get more information or for
corrections. The use of gift cards (not gas cards) especially for Budget Line 866, carry
requirements related to receipts and then subsequent reimbursement from VDSS. Receipts must
be returned to the agency prior to being submitted for reimbursement. There was evidence that
there have been situations in which an Account Clerk was told to submit a charge for VDSS
reimbursement despite the lack of receipts. The Clerk declined to go against policy, making a
decision to reimburse from Local Only funding, after appropriately discussing the matter with
the Director.
No capital expenditures have taken place since the last audit. The Warrant Registers are
reviewed and approved by the Augusta County Treasurers office. Any checks outstanding for
more than 180 days are handled by an attempt to contact the recipient. If there is no resolution,
checks are cancelled and reported as such to the agency. The reviewer was given a copy of the
form utilized for this purpose and reviewed the process with staff who complete this work
Two staff members are charged with the responsibilities of making sure that financial data is
either uploaded to the VDSS LASER system or manually entering information as needed.
LASER deadlines are met and Monthly LASER Reports are printed and reconciled to
documentation from the Treasurers office and the Thomas Brothers system.
The VDSS Local Review Team noted during their review that paid bills and other invoices are
not always stamped with a paid or received stamp. This is necessary to ensure that the items or
service have indeed been received and paid.
FINDING (F&A-4)
When employees submit paperwork for reimbursement, Account Clerks often have to go back to
the employee to get further information.
Recommendation #1
When submitting paperwork for reimbursement, employees should ensure the information on the
paperwork matches (i.e. vendor-provider) and is complete. Supervisors should check for these
details as part of the approval process.

When submitting paperwork for reimbursement, employees should ensure the information on the
paperwork matches (i.e. vendor-provider) and is complete. Supervisors should check for these
details as part of the approval process.
FINDING (F&A-5)
During the VDSS Local Review Team review in 2015, it was noted that paid bills and other
invoices are not always stamped with a paid or received stamp.
Recommendation #1
A process should be instituted where all paid bills and invoices are stamped with a paid and/or
received stamp. The process should be checked by the supervisor to ensure adherence to
procedure.

FINDING (F&A-6)
The Virginia Department of Social Services policy requires that receipts be obtained PRIOR to
any request for reimbursement from the Virginia Department of Social Services.
Recommendation #1
Receipts for items and/or services must be received prior to request to the Virginia Department of
Social Services Department of Social Services for reimbursement for said items and/or services.
Recommendation #2
The Shenandoah Valley Department of Social Services Director should make all supervisors
aware that receipts for items and/or services must be received prior to request to the Virginia
Department of Social Services Department of Social Services for reimbursement for said items
and/or services and that no one in a supervisory role should request that Account Clerks not
abide by this policy.
.
Budget
Supervisors are responsible for management of the budgets for their programs. The Office
Manager or assigned Account Clerk sends monthly reports listing amounts and encumbrances to
the supervisors. Midway through the fiscal year, most expenditures are in line with approved
budgets. Projection reports are prepared monthly.
Cost Allocation
Two of the three localities submit a Central Services cost allocation plan, and the Director
approves them prior to submission. Waynesboro opted not to submit a CSCAP a number of
years ago, with the reasoning that the cost and effort to prepare the plan was not offset by the
amount received in return.
Travel Vouchers
Travel is approved by Management and appropriate receipts, invoices, bills, or other
documentation is submitted for these expenditures.
Automobile Use
Vehicle usage and maintenance logs are maintained by the Office Manager. Most charges are
expensed to BL855 Staff and Operations, unless the expenditures are for a program paying
bills according to a specific grant. There are no vehicles permanently assigned to any one
individual and the vehicles are used strictly for agency business.

Bonds and Insurance

The SVDSS currently has a Surety Bond, Liability Insurance, and Property Insurance in place.
All employees are also covered by a Workers Compensation Policy.

All employees are also covered by a Workers Compensation Policy.

Inventory
There appears to be no comprehensive inventory listing of all assets. The Security Officer has a
listing of assets related to Internet Technology. The Office Manager maintains a listing of all
agency vehicles and they are included on Augusta Countys Fixed Asset Listing. A staff member
in charge of supplies maintains a listing of those items. Physical inventory is not performed at
least once every two years. For continuity of operations planning and insurance purposes, a
comprehensive inventory should be maintained of all assets, including furniture and equipment.
FINDING (F&A-7)
The agency does not have a comprehensive inventory of all assets.
Recommendation #1
The Director should ensure that a comprehensive inventory of all assets is performed and
maintained in a secure location.
Recommendation #2
A comprehensive inventory of all assets should be performed every two years.
Random Moment Sampling (RMS)
This agency has exhibited no large scale problems with this process. The last RMS Annual
Review for Shenandoah Valley DSS was performed in 2014 due their place on a rotating
schedule. Overall, it was a good review, with the samples being keyed well within the seven-day
time limits allowed for inclusion in quarterly statistics for cost allocation. One minor finding
was noted, which was addressed with the agency at the time.
Information Security
Computer Security and Access documentation was requested and readily received, with 10
VACMS access request forms, 10 ADAPT access request forms, 10 OASIS access request forms,
and three LASER access request forms reviewed for accuracy and completion. No issues were
identified by the reviewer.

Special Welfare Accounts

The agency currently has 73 Special Welfare accounts. The Augusta County Treasurer maintains
these funds, which are kept in one large account with subsidiary ledgers, in accordance with
policy. Disbursements from these accounts require two signatures, one of which is the County
Treasurer. Interest income on the accounts is credited on a monthly basis and effort is made to
minimize service fees and maximize interest income. The balances are reconciled on a monthly
basis to the Treasurers records. Receipt sources are identified on the ledger at the time of
deposit. A Report of Collections is forwarded to the Treasurer and deposits are securely kept in a
safe in the Accounting department, with pertinent staff in possession of the safe code.
Appropriate action is taken when balances exceed the $2,000 limit to reduce or spend down the
account as to not jeopardize ineligibility for IV-E funding. Records of fund activity are kept for
at least two years. This agency appears to keep excellent records of their Special Welfare
accounts
Seventeen Special Welfare accounts were reviewed. After discussions with staff and review of
the accounts, it appears that many of the payouts from these are used to reimburse CSA
expenditures, which is allowable and reasonable.
However, one account did raise questions. A donation was received on August 27, 2012
specifically noted as a donation for a specific family, in the amount of $400.00. The reviewer
learned that there were later difficulties in locating the family because they had moved from the
area. An Account Clerk was told that the funds were donated for families in need, not just

specifically noted as a donation for a specific family, in the amount of $400.00. The reviewer
learned that there were later difficulties in locating the family because they had moved from the
area. An Account Clerk was told that the funds were donated for families in need, not just
specifically the named family. However, this exact restriction was noted on the first entry of the
account. The funds were ultimately used for another family in need of funds. The Virginia
Department of Social Services Finance Guidelines Manual for Local Departments of Social
Services, Section 3.50 Special Welfare, states clearly:
Funds received with restrictions cannot be disbursed for any other purpose. If an
individual or organization donates funds for a specific purpose, request permission in
writing from the donor to roll any excess funds into a general donation ledger within
Special Welfare, otherwise, return excess funds to donor.

FINDING (F&A-8)
There appears that in, one instance, funds donated for a specific family were not able to be
utilized for that family. Instead of contacting the donor, the funds were (against policy) utilized
for another family.
Recommendation #1
If the donor for the funds meant to be used for this specific family can be located, they should be
apprised of the situation and asked make a decision about whether they would like the funds
returned to them.
Credit Cards
The agency uses credit cards for purchases related to travel, some Purchase of Services, meals
for children in foster care as allowed, and for some small purchases (i.e. supplies) for the agency.
The Office Manager is responsible for the cards and assigns them to staff as needed. Credit card
statements and supporting documentation are reconciled and approved by management prior to
the bill being paid in full each month.
Contracts
Agency contracts are properly approved by the Director or the designee and only amounts
stipulated in the contracts are submitted for reimbursement. Expenditures are reviewed by the
Administrative Manager to ensure that expenditures do not exceed the total amount of the
contract, and the Thomas Brothers system prevents any payment in excess of the approved
contract amount, adding another layer of control. Additional staff are in the process of being
trained to work with agency contracts for contingency purposes.
Human Resources Policies and Procedures
SVDSS is a partially deviating agency, which means that it deviates partially from the Virginia
Department of Social Services Human Resources Policy. This agency follows most of Augusta
Countys policies as related to Human Resources. The Director has the capacity to make
changes to HR Policy as needed (i.e. dress code). Local DSS employees are kept up to date on
new or revised policy by email. The HR Policy is also available on the shared drive accessible to
all employees. Supervisors are in charge of monitoring adherence to the HR policies and
procedures, and are the first in the chain of command to address any staff problems. There
appears to be a feeling among the agencys employees that there is a varying level of adherence
to policy, with some supervisors being stricter than others. The employee perception is also that
staff are inconsistently allowed to utilize compensatory time or overtime.
A sample of approximately 10% of Performance Evaluation Reports were reviewed with regard
to completion, consistency, and adherence to State HR Policy, and no problems were noted.
The pay structure of the agency is lower overall than that of some neighboring DSS agencies, the
most pronounced and frequent being Albemarle DSS. Since July of 2013, eight workers left
SVDSS for Albemarle. A worker can expect a salary difference of 12% - 15% in moving to this

most pronounced and frequent being Albemarle DSS. Since July of 2013, eight workers left
SVDSS for Albemarle. A worker can expect a salary difference of 12% - 15% in moving to this
agency. This enables staff hired at SVDSS to use their experience to move to a higher-paying
positions of the same level at neighboring localities.
The lack of a centralized schedule (also related to communication) leads to questions of who is
doing what, or who is scheduled to be where at a certain time.
FINDING (F&A-9)
There is a perception among the agencys employees that there is a varying level of
supervisory enforcement of HR policies and procedures. In regard to this, there is a
perception among agency employees that this influences inconsistent allowance of the use of
compensatory time or overtime.
Recommendation #1
The Director of Shenandoah Valley Department of Social Services should meet with agency
supervisory staff (involving representatives from Human Resources) to educate them on Human
Resources policy and ensure that this policy is applied on a consistent basis.

FINDING (F&A-10)
Employee Retention is an ongoing concern.
Recommendation #1
The SVDSS management and Board should revisit the salary structure, to see if salaries can be
adjusted. Suggestions include measures such as leaving vacant positions open for a period of
time (when circumstances permit, depending on the job), or utilizing BL 858 Pass-Through to
fund positions.
Recommendation #2
The SVDSS management should engage in staff building exercises which add value to staff and
make them feel more engaged. These may include sessions on Stress Management, Panel
Interviewing, and Motivational Training.

FINDING (F&A-11)
Scheduling of staff, especially at the front desk area, is a concern. Employees need to be able to
locate other staff members or at least to know if they are scheduled to work that day.
Recommendation #1
Management should institute a method of tracking which staff are in the office on any given day.
This can be as simple as a Sign In/Out book, or the agency can choose an electronic systems
option. This single point of information will serve as a Master listing of people in the office, and
can also be used in the case of an emergency evacuation.

BENEFIT SERVICES PROGRAMS

SELF SUFFICIENCY PROGRAMS
The Self Sufficiency Programs include the programs of Temporary Assistance for Needy
Families (TANF) and the Virginia Initiative for Employment not Welfare (VIEW).
Virginias Temporary Assistance for Needy Families (TANF) Program is based on Title IV-A of
the Social Security Act as amended by the Personal Responsibility and Work Opportunity
Reconciliation Act (PRWORA) of 1996.
The purpose of TANF is to:
provide assistance to needy families so that children may be cared for in their own
homes or in the homes of relatives;

 provide assistance to needy families so that children may be cared for in their own
homes or in the homes of relatives;
end the dependence of needy parents on government benefits by promoting job
preparation, work, and marriage;
prevent and reduce the incidence of out-of-wedlock pregnancies; and encourage the
formation and maintenance of two-parent families.
The Virginia Initiative for Employment not Welfare Program (VIEW) is a program of
employment opportunities to assist individuals in attaining the goal of self- sufficiency. The
program goals are to offer Virginians living in poverty the opportunity:
to achieve economic independence by removing barriers and disincentives to work
and by providing positive incentives to work;
to provide work skills necessary for self-sufficiency;
to allow families living in poverty to contribute materially to their own self
sufficiency;
to set out the responsibilities of and expectations for recipients of public assistance;
to obtain work experience through the Virginia Initiative for Employment Not
Welfare (VIEW).
There are a total of fifteen TANF workers who are responsible for other programs and four
VIEW workers. The Verona location has seven TANF workers and three VIEW workers and the
Waynesboro location has eight TANF workers and one VIEW worker. Although morale has
been affected by the constant turnover in staff, and the increased caseloads, the staff displayed a
commitment to teamwork and getting the job done.
Each location has one Supervisor and one Senior Worker in the Families and Children unit who
review and authorize TANF cases in addition to their other responsibilities. The Supervisors
have worked for social services for years and they each have a wealth of knowledge regarding
the program areas. They also demonstrate a commitment to providing quality customer service
by ensuring TANF cases are processed timely. This is reflective in the agency consistently
meeting or exceeding the 97% goal for timeliness of applications.
The VIEW unit has one Supervisor for both locations (and no Senior Worker) and she works
diligently trying to increase the agencys work participation rate. Although the VIEW unit has
not consistently met their goal of 50% participation, they are just points shy from attaining the
goal. She is also extremely knowledgeable of the program and very professional.
During the review period for the Quality Management Review, the Shenandoah Valley
Department of Social Services maintained 265 TANF cases and 118 VIEW cases.
The performance indicators for the TANF and VIEW programs were reviewed for a six month
period. The timeliness in which TANF applications are processed within thirty days is measured
against a goal of 97%. The agency consistently met the goal of timeliness in process of these
applications. The federal work participation rate (FPR) for work participation in the VIEW
program has a goal of 50%. This reflects the number of customers that are participating in the
VIEW program the required weekly number of 30-35 hours. Although the meeting of this goal
was inconsistent, the numbers fluctuated at or near the goal. The VIEW goal of number of
customers earning at lease minimum wage was met and the other measures for job retention were
only a few points from meeting the goal each month.
A total of thirty TANF and VIEW cases were reviewed. Out of the thirty cases, twelve cases had
errors ranging from missing or outdated forms, incorrect ADAPT coding, and one case was
missing the TANF application needed to support completion of the renewal.
FINDING (SS-1)
The goal of federal participation rate (FPR) of 50% for VIEW participants was not met on a

FINDING (SS-1)
The goal of federal participation rate (FPR) of 50% for VIEW participants was not met on a
consistent basis.
FINDING (SS-2)
The goals of job retention rate of 75% for VIEW participants was not met on a consistent basis.
Recommendation #1
The Supervisor should check VIEW case record reports and review the reports with workers to
determine barriers affecting the federal participation rate and job retention rate of VIEW
participants.
FINDING (SS-2)
The review of thirty TANF and VIEW cases indicated errors in twelve of the cases.
Recommendation #1
The Supervisor should develop a system (i.e. checklist) for review of cases and review same with
workers on a monthly basis

MEDICAL ASSISTANCE
The Medical Assistance programs include Medicaid which provides medical insurance to
children and adults who meet eligibility criteria. Medicaid was created to assist people who
have lower incomes, but coverage is dependent upon other criteria as well. Eligibility is
primarily for individuals falling into particular categories, such as low-income children,
pregnant women, the elderly, individuals with disabilities, and parents meeting specific
income thresholds. In Virginia, income and resource requirements vary by category. In
addition Virginia has the Family Access to Medical Insurance Security (FAMIS) Plan
which is a health insurance program for children. It makes health care affordable for
children of eligible families. FAMIS has income limits up to 200% of the poverty level,
higher than that of the regular Medicaid program with a limit of 143% of the poverty level
for most child categories.
The Shenandoah Valley Department of Social Services had 16,854 active Medicaid and FAMIS
recipients as of the end of 2015 in the combined offices of Waynesboro and Verona.
There are 84 staff members working with Benefit Programs. Benefit Programs Specialists are
responsible for the application processing and case management. This number of employees is
in line with other departments of similar size in the region. The experience time of workers
ranges from six months to thirty years, with a number of fairly new workers due to staff turnover.
The agency reports a pattern of losing trained experienced workers to localities with higher
compensation for the same positions. A major challenge for workers in the Medicaid program
has been the implementation of a new eligibility system over the past two years.
The Shenandoah Valley Department of Social Services has four Benefit Program Supervisors
who are responsible for the training and management of Benefit Program Specialists working in
all areas of the Medicaid program. The Supervisors are professional, knowledgeable, and
supportive of their staff.
There are clearly some performance issues within the Medicaid program. The agency has not
met the Performance target for application processing in any of the last six months for Medicaid
applications. The goal established by federal and state guidelines is that 97% of all Medicaid
applications be processed within 45 days of receipt of the application. Shenandoah Valley
Department of Social Services has processed at an average of 88.7% over the last six month
period. The agency also has 120 Medicaid cases overdue for renewal as of the close of 2015. The
number of overdue renewals has fluctuated over the last six months with a low of 63 cases
overdue in July 2015 and a high of 281 cases overdue in October 2015. These performance
measures have an impact on the citizens of the locality that are being served and on the state

number of overdue renewals has fluctuated over the last six months with a low of 63 cases
overdue in July 2015 and a high of 281 cases overdue in October 2015. These performance
measures have an impact on the citizens of the locality that are being served and on the state
performance measures for timeliness in the Medicaid program.
A sample review of thirty individual Medicaid cases was conducted for this Quality Management
Review. Of the thirty cases, fourteen cases were correct with no element (technical) or benefit
(eligibility) errors. Of the other sixteen cases reviewed, two contained benefit (eligibility) errors
and all contained element (technical) errors. Benefit (eligibility) errors mean that someone who
is not eligible might receive benefits or someone who is eligible may not receive benefits for
which they qualify. The element (technical) errors were due to information present in the file not
being evaluated, missing documentation, outdated verifications, and income information not
entered into the case management system (VaCMS). The cases were fairly well organized and
there was good documentation in some of the case narratives in the records.
During the Quality Management Review, it was discovered that the agency has not yet started to
use the Document Management Imaging System (DMIS) which is the scanning system designed
to work with VaCMS. The DMIS system is designed to save time and streamline the work flow.
Since the time this was discovered the agency has been provided technical assistance and has
received additional support from a member of the Virginia Department of Social Services
Change Management Team in the use of this tool.
In what would be considered a best practice in managing work flow, the Medicaid unit has
developed a streamlined process for help-desk tickets for issues related to VaCMS and case
processing. All tickets are routed and tracked by one point of contact and this allows known
issues or solutions to be shared quickly with staff.
FINDING (MED-1)
The processing of Medicaid applications at Shenandoah Valley Department of Social Services is
not being done in a timely manner and is not meeting the goal of processing 97% of applications
within 45 days of application receipt established by federal and state guidelines.
FINDING (MED-2)
The processing of Medicaid case renewals at Shenandoah Valley Department of Social Services
is not being done in a timely manner and the agency had 120 cases overdue at the end of 2015.
FINDING (MED-3)
During the Quality Management Review, a sample of thirty cases were reviewed. Of the cases
reviewed, over half of the cases had benefit (eligibility) or element (technical) errors.
Recommendation #1
The Medicaid Supervisors should monitor caseload reports and track the outstanding
applications and renewals to ensure that cases are processed according to timeliness measures.
Recommendation #2
The Medicaid Supervisors and Senior Workers should closely monitor work to identify those
workers who may need additional training on policy, process, or the VaCMS system.
Recommendation #3
The SVDSS Director should set parameters of performance for Medicaid Supervisors that ensure
the caseloads of employees under their supervision meet timeliness process goals.
FINDING (MED-4)
During the Quality Management Review, it was discovered that the Shenandoah Valley
Department of Social Services had not started to use the Document Management Imaging
System (DMIS) to streamline work flow. Since that time, technical assistance and support has
assisted the agency in implementing this system.
Recommendation #1
The management at Shenandoah Valley Department of Social Services should monitor the

Recommendation #1
The management at Shenandoah Valley Department of Social Services should monitor the
Medicaid unit and front desks at both offices to ensure the use of the DMIS system to streamline
the workflow.

Supplemental Nutrition Assistance Program (SNAP)

The goal of the Supplemental Nutrition Assistance Program (SNAP) is to reduce hunger
and increase food security. The Program permits low-income households to have a more
nutritious diet through normal channels of trade by increasing the food purchasing power
for eligible households. The Program also provides food when there is a disaster. The
Shenandoah Valley Department of Social Services SNAP program has four Supervisors,
four Senior Benefit Programs Workers, 28 Benefit Programs Workers, one Benefit
Programs Worker, and two support staff.
At the time of this review of Supplemental Nutritional Assistance Program (SNAP) cases, the
Shenandoah Valley Department of Social Services had 9,804 active SNAP cases. The agency
consistently meets the performance indicator of 97% for the timely processing of SNAP
applications and renewals established by the State.
Case readings were conducted with a review of thirty cases. The thirty cases reviewed did not
reveal any payment errors. The cases reviewed demonstrated prompt action on expedited case
processing, timely mailing of the Notices of Expiration and over all good understanding of
policy.
The SNAP Program appears to provide excellent customer service to the constituency of
Shenandoah Valley. Staff is dedicated in the effort of providing timely and appropriate service to
all customers. Staff appears knowledgeable in their program area, are supportive of one another,
and demonstrate good teamwork.

SERVICES PROGRAMS
ADULT SERVICES/ADULT PROTECTIVE SERVICES
The Adult Services/Adult Protective Services unit investigates reports of abuse and neglect of
senior or incapacitated adults. The unit also performs screenings for home based care, preadmission screenings for nursing home care, and initial assessments and reassessments for care
in Assisted Living Facilities.
During the last fiscal year, Shenandoah Valley Department of Social Services handled the
following number of Adult Services and Adult Protective Services cases:
Adult Services Home Based Care

35
Adult Protective Services Investigations
1047
Guardianship Reports

195
Long Term Care Preadmission Screenings
335
Assisted Living Facility Assessments

34
Assisted Living Facility Reassessments
57
In the previous fiscal year, the Shenandoah Valley Department of Social Services was second in
the state for the number of reports it received totaling 1035.
This agency has an extremely high number of facility reports made each year, due in part to the
size and number of facilities in the tri-locality and the diligence the unit exhibits in instructing
mandated reporters on reporting requirements. Additionally this unit has appropriately requested
civil penalties for mandated reporters who fail to report. In addition to Western State Hospital,
this area includes seven Nursing Homes and sixteen Assisted Living Facilities. This number does
not reflect the number of DBHDS group homes in the area.

civil penalties for mandated reporters who fail to report. In addition to Western State Hospital,
this area includes seven Nursing Homes and sixteen Assisted Living Facilities. This number does
not reflect the number of DBHDS group homes in the area.
The AS/APS unit currently has five full time employees, one part time employee, and a
temporary employee who monitors APS cases, completes Assisted Living Facility reassessments,
and other AS services. There is also an Intake Worker who was previously an AS worker.
From July 1, 2014 through June 30, 2015 the average number of monthly calls to AS/APS Intake
was 318. From July 1, 2015-September 30, 2015 the average number of monthly calls to
AS/APS Intake increased to 455. Due to the number of calls APS receives after hours, APS
created their own hotline separate from that of Child Protective Services.
Due to the high number of cases served, the size and number of adult facilities within the service
area, and census indicators that the aging population is increasing in the area; the number of
Adult Service/Adult Protective Services workers at this agency is not sufficient.
This appears to be a cohesive unit which functions as a good team. The workers readily support
each other when there is a need. The unit appears to like and respect the Supervisor.
The supervisor of this unit appears to be professional and exhibits excellent knowledge of Adult
Services and Adult Protective Services. She conducts appropriate monitoring of cases and
supports her staff. During the past year, the Supervisor instituted Lockdown which is one day
per week with no field work, no phone calls or email in order to make sure documentation,
dispositions, and service plans are entered into the automated case management system
(ASAPS).
During the Adult Services/Adult Protective Services Program Quality Review (APQR) that was
performed the Department of Aging and Rehabilitative Services (DARS) found no significant
issues with this program. There were a relatively few documentation errors found (i.e. forms left
out of files) which were corrected immediately. A re-review by the DARS Specialist at the time
of this Quality Management Review indicated no issues of this type.
FINDING (AS/APS-1)
Due to the high number of AS/APS calls to this agency, the size and number of the adult
facilities in the service area, and the increasing aged population; the number of Adult
Service/Adult Protective Services workers is not sufficient to meet the needs of the community.
Recommendation 1
It is recommended that the Shenandoah Valley Department of Social Services hire an additional
staff member to assist Intake with answering calls, input of reports, and requests for screenings
into the ASAPS case management system, and referrals to other agencies. The agency has
instituted this change.
Recommendation #2
It is recommended that the Shenandoah Valley Department of Social Services hire an additional
Adult Protective Services Worker. This position should be utilized to complete facility
investigations. The Director has made a request for this additional position in the budget for the
next fiscal year.

CHILD CARE
The Child Care Unit assists families in need of Child Care services. Payments are made to Child
Care vendors (home or facility) for qualifying families. Families may qualify for Child Care
services in a variety of ways. Funding is required to be designated first for those in mandated
programs.
Child Care Caseload Information:
482 = Children currently being served
188 = Families currently being served
103 = Children currently on the waiting list
60 = Families currently on the waiting list
Children are currently being served under the following categories:

Children are currently being served under the following categories:

260 = Fee Program
57 = VIEW Working
39 = VIEW Transitional
14 = TANF Transitional
68 = TANF Working
43 = Head Start Wrap-Around
1 = TANF Education/Training
The supervisor for the Child Care Program also supervises the VIEW program. There are three
dedicated Child Care workers, two of which have many years of experience and can be
considered experts in the program process. These workers function as a cohesive unit and
express willingness to assist each other. The supervisor appropriately conducts case reviews on a
regular, but random basis, to ensure that all procedures are in proper compliance. Each of the
Child Care Workers carry a caseload of approximately sixty cases and the Senior Worker carries
a caseload of forty cases. The Supervisor and/or Workers attend all meetings. The Supervisor has
been dedicated in sending the staff to training as appropriate. This appears to be a unit with
dedicated employees that strongly support each other and are committed to the community. The
Supervisor is supportive of staff and is committed to excellence. The Supervisor has recently
made a decision to have some of her supervisees who work in the VIEW program handle the
Child Care cases associated with that program. This decision has not been well received among
members of the VIEW Unit, who have not yet been trained on the VaCMS system.
Twenty cases were pulled for a thorough review. The documentation was found to be well done;
however a few crucial forms were missing from several of the cases. It should be noted that most
of these findings were corrected when this was pointed out during the initial review.

FINDING (CC-1)
Two cases reviewed did not have an original Purchase of Services Order in the file. A Purchase
of Services Order is the contract between Shenandoah Valley DSS and the Child Care vendor. If
there is not a signed POSO, vendors cannot be paid.

FINDING (CC-2)
One case had a Notice of Action that was sent to the client more than thirty days after the
application date. By policy, the initial application must be acted upon by the local department
within 30 days of receipt and a notice of action (approvadisapproval) must be sent to the client
within the 30 day time limit.
FINDING (CC-3)
In two case records reviewed, the title of the person who viewed/verified the Birth Certificates
was missing. This information is necessary to determine eligibility for Child Care services.

Recommendation #1
It is recommended that the Supervisor create a management technique (i.e. a checklist for new
cases/redeterminations) to ensure that all pertinent forms are within the case files.

FINDING (CC-4)
The annual redetermination of eligibility for services was not completed on a timely basis in two
cases. It appears that, in one case, the alert for redetermination was sent to the Medicaid worker
who did not communicate such to the Child Care worker and, in the other case, the VaCMS

The annual redetermination of eligibility for services was not completed on a timely basis in two
cases. It appears that, in one case, the alert for redetermination was sent to the Medicaid worker
who did not communicate such to the Child Care worker and, in the other case, the VaCMS
system did not generate the alert to the worker.
Recommendation #1
As above - It is recommended that the Supervisor create a management technique (i.e. a checklist
for new cases/redeterminations) to ensure that all pertinent forms are within the case files.
Recommendation #2
It is recommended that internal communication procedures be developed to enhance
communication between the Benefits and Child Care programs so that guidance procedures can
be met on a timely basis.

CHILD PROTECTIVE SERVICES

The Child Protective Services Unit is responsible for the assessment and investigation of
complaints regarding the abuse and neglect of children as mandated by the Code of Virginia. At
any time during these assessments or investigations, Child Protective Services workers have the
authority to petition the court for removal of children from their homes. Since 2002, the Virginia
Department of Social Services has operated within the system of differential response, which
means that a valid CPS referral is either accepted for family assessment or investigation at the
time it is received and screened. Family assessments involve those reports of a less serious nature
and do not result in a disposition of abuse/neglect being made. The purpose of the family
assessment is to determine if the family would benefit from additional service planning provided
through the agencys CPS ongoing unit. The referrals indicative of a more serious situation are
placed in the investigation track where a disposition of abuse/neglect is made in addition to the
assessed need for continued intervention through the CPS ongoing unit. Some referrals are
mandated to be placed in the investigation track at the time of receipt. These referrals would be
those involving allegations of sexual abuse, severe physical abuse/neglect, child deaths, and
families who have received two previous family assessments within the last 365 days. All
referrals, whether they are assessment or investigations, are required to be completed within
forty-five days of receipt of the initial allegation. Time extensions can be granted due to certain
circumstances (i.e. awaiting the outcome of criminal investigation, awaiting Medical Examiner
results). Referrals initially in the assessment track can be upgraded to the investigation track at
any point if evidence reveals the situation is of a more serious nature.
Child Protective Services also encompasses an ongoing unit to which cases are referred when
ongoing services and monitoring are necessary to prevent removal of children from their homes.
A Prevention Unit has also been established to provide services for stabilization of families who
may be at risk of child abuse and neglect.
Data indicates that during the 2015 fiscal year, the Shenandoah Valley Department of Social
Services received a total of 2,478 referrals. According to records, 1,005 of these referrals were
assigned to either the assessment/investigation track and the remaining 1,473 were screened out
(assessed as not meeting the criteria to be assigned for assessment/investigation).
The CPS Unit review was performed by three CPS Regional Consultants and a VDSS CPS
Policy Consultant. The Consultants each reviewed a percentage of completed CPS family
assessments, completed CPS investigations, pending and completed CPS ongoing cases, and
screened out referrals.
This review indicated that the agency had acted appropriately when making the decision to
screen out referrals.
It was also determined that those cases sent to the CPS ongoing unit for continued work with the
family were handled in a manner beneficial for the involved family. However, it was discovered
that a number of family assessments and investigations needing CPS ongoing services were
being held by the initial CPS worker due to the limited staff in the CPS ongoing unit. The CPS
investigative worker was forced to hold on to these cases and attempt to monitor the family
involved until the ongoing unit was able to accept additional cases. This resulted in the CPS

being held by the initial CPS worker due to the limited staff in the CPS ongoing unit. The CPS
investigative worker was forced to hold on to these cases and attempt to monitor the family
involved until the ongoing unit was able to accept additional cases. This resulted in the CPS
investigative workers becoming overwhelmed while attempting to maintain and work with these
families needing intensive services while at the same time being assigned new referrals to be
either assessed or investigated. This is a critical issue because families referred in need of
intensive ongoing services are at risk for the occurrence of child abuse or neglect and must be
monitored and receive services on a timely basis.
Having to maintain ongoing cases along with investigations/assessments may be one of the
factors impacting the work of the CPS in another negative way. During the 2015 fiscal year a
significant number of referrals remained pending past the mandatory forty-five days period. As
of June 2015 a total of 541 referrals remained pending at the Shenandoah Valley Department of
Social Services. Of these 541 referrals, 389 of them had passed the forty-five day time-frame
allowed for completion. None of these 389 referrals had a requested or approved extension. As
of December 29, 2015, the agency had a total of 363 pending referrals with 247 of these being
outside of the forty-five day time-frame referencing no requested or approved extension.
While reviewing the family assessments, it was determined that the majority of these
assessments were actually worked as an investigation. While general requirement for both tracks
are the same, the family assessment works to embrace the family through techniques of family
engagement not always possible at the investigative level.
In addition, overall documentation of contacts and functions mandated by CPS policy was found
to be lacking within the automated data system (OASIS). There is a significant lack of good
documentation and a failure to implement the overall concept of the family assessment approach
to the casework. This may be due to either a shortage of staff during the period of review, lack
of knowledge in CPS policy and guidance, or need to streamline and organize work processes.
Interviews were conducted with CPS employees and several former employees who left the
agency during the review period. Overwhelmingly, staff interviews showed that the CPS unit is
not cohesive with what could easily be described as a hostile working environment. Reports of
staff bullying, harassment, established cliques and what may be considered an us and them
attitude is prevalent. While workers felt comfortable with the current level and quality of
supervision received (interim supervisor Lisa Dunn), many felt the removal of the previous CPS
supervisor was done unfairly and was done due to sabotage by several members of the CPS staff.
Findings of the reviewer indicate the previous CPS supervisor was acting appropriately and
within agency protocol but dealing with very low staff due to vacancies by resignations and
positions left idle by individuals placed on various kinds of leave (i.e. medical). During this time,
the former supervisor was forced to take on CPS responsibilities ordinarily completed by frontline workers, which resulted in limited access to CPS supervision. QMR findings reveal that this
supervisor was performing as professionally and productively as possible given the
circumstances present and the situation would have benefitted by a more proactive approach by
administration in dealing with the CPS shortage of staff by implementing measures to control a
situation that eventually resulted in the overall dysfunction of the CPS unit.
Information regarding a concern over the deletion of voice mail messages left on a voice mailbox
vacated by a previous CPS worker prior to review was provided to the local press which resulted
in a more publicized concern of the operation of the CPS unit. A sample of the voice messages
was reviewed which revealed administrative in-house calls and no abuse/neglect complaints and
the CPS Supervisor made a decision to delete the rest of the voice mails. The CPS Supervisor
acknowledged this being an error in judgement and was disciplined in an appropriate manner
within Human Resources guidelines. Following the situation being publicized repeatedly in the
media, the Supervisor was re-assigned from the supervisory role. Interviews with members of the
Unit reveal a perception that this re-assignment (after already being disciplined) was a result of
media pressure and had an adverse effect on morale in the Unit. The telephone number from
which the voice mails were deleted was not a CPS hotline and was for administrative use.
After the discovery of the deletion of these messages, which were six months old, a telephone
number was established by SVDSS for the public to call if they had placed a call to SVDSS
during this time period for which they felt there had been no response. The number for the VDSS
hotline was also publicized for this reason. Neither line received any calls. There is no reason
to believe that any CPS referrals were deleted in the process during the incidence of these deleted
calls.
Currently the CPS unit is comprised on one CPS supervisor, one CPS senior worker, and nine

calls.
Currently the CPS unit is comprised on one CPS supervisor, one CPS senior worker, and nine
CPS worker positions. There is also one CPS clerk to provide clerical support. The CPS ongoing
unit is comprised of one CPS ongoing senior worker, two CPS ongoing workers, one foster care
prevention worker and one worker who is responsible for facilitating family partnership
meetings. There is also one position that provides services with funding through the Promoting
Safe and Stable Families grant. All of these positions are not currently filled due to vacancy,
medical leave, or other required leave of workers. Training transcripts pulled for this review
indicate that some CPS workers have not completed the required mandated CPS training as
indicated by CPS policy and the Code of Virginia.
A review of hard file case records was completed on-site. No significant findings or inadequacies
were noted during the review. It appears the local agency has a useful process for creating and
maintaining hard case record files. The same is not true of electronic files (OASIS) where
documentation must be maintained and where documentation was found to be minimal and not
inclusive of mandated information.
FINDING (CPS-01)
The CPS ongoing unit is currently understaffed and is unable to manage the number of CPS
ongoing cases needing transfer to this unit. Currently, cases ready for transfer to the Ongoing
Unit are having to be maintained by investigative staff. Not only does this overwork
investigative staff, it puts families at risk for occurrence of child abuse or neglect.
Recommendation #1
The CPS ongoing unit should have at least one worker added to make the number of CPS
Ongoing workers to total three workers in this unit. The agency has already instituted this
change.
Recommendation #2
The CPS Ongoing Senior Worker position should also carry a partial caseload, which would
result in a total of four ongoing workers in this unit.

FINDING (CPS-02)
The coverage of CPS Intake is currently being rotated among the CPS unit. This takes away
valuable time from the CPS workers ability to manage their assigned cases.
Recommendation #1
A position should be created for the purposes of CPS Intake only. This Intake worker would
ensure that all cases are correctly entered into the OASIS system. This would ensure that the
referral line or hotline would be manned consistently at all times. In addition, it would allow
the CPS workers to concentrate on completing their assessments/intakes on a timely basis. The
agency has already instituted this change.

Recommendation #2
Lunch, break, vacation and sick time taken by the Intake Worker could continue to be divided
among the CPS and CPS Ongoing units on a rotating basis. A monthly schedule of intake
coverage for these planned times should be created so that every CPS worker would be able to
plan their schedules in advance.
FINDING (CPS-03)
CPS staff are not completing their assigned family assessments and investigations within the
mandated forty-five day time frame in approximately 68% of the cases. Requests for qualified
extensions are not being consistently made by the CPS workers. If changes are made to enhance
the CPS Ongoing Unit and the Intake position, the present nine workers should be able to
adequately manage and meet this directive,

adequately manage and meet this directive,

Recommendation #1
If CPS assessments/investigations meet the guidelines for extension and an extension is
necessary, the CPS workers should request and document supervisory approval and send notices
to families involved in the case.
Recommendation #2
Plans of corrective action for any CPS worker routinely failing to complete their
assessments/investigations within the time period allowed by CPS policy should be created,
closely supervised, and enforced.

FINDING (CPS-4)
The Shenandoah Valley Department of Social Services currently has no plan in place to deal with
CPS responsibilities in the event numerous vacancies or unplanned leave of present staff occurs
and creates a deficit within the CPS Unit.
Recommendation #1
The SVDSS administration should work with the CPS supervisor to develop a plan of action in
the event the CPS unit suffers from significant staff vacancies due to resignations and/or
unexpected required leave.

Recommendation #2
CPS and CPS Ongoing staff should be cross-trained in each CPS program area in the event
temporary assignments need to be made to ensure all CPS requirements are being handled in an
efficient and timely manner.
FINDING (CPS-5)
CPS workers are routinely completing Family Assessments and Investigations in the same
manner and failing to utilize the methods of family engagement expected within the differential
response system.
Recommendation #1
The VDSS should embrace the practice of family engagement when working with both family
assessments and investigations.
Recommendation #2
CPS workers should attend training with Regional staff to discuss the differences between the
family assessment and investigation track and refresh on the model of family engagement. This
training has already been conducted for CPS staff at the agency.
FINDING (CPS-6)
CPS documentation within the automated system (OASIS) is minimal and does not include all
mandated contacts as require by CPS policy and guidance.
Recommendation #1
The CPS Supervisor should ensure appropriate and thorough documentation is included within
the OASIS system prior to the approval of any requested case closure.
Recommendation #2
A standard protocol or checklist should be developed to ensure each referral has been completed

Recommendation #2
A standard protocol or checklist should be developed to ensure each referral has been completed
within the guidelines established by the Code of Virginia.
Recommendation #3
All notification letters mailed during the course of completion of the assessment/investigation
should be copied and pasted within the OASIS database.

FINDING (CPS-7)
Transcripts of training received indicated that mandated training course requirements have not
been met by all CPS workers.
Recommendation #1
The CPS Supervisor should coordinate with each CPS worker and review their individual
training transcript as maintained in the automated training system (Knowledge Center).
Recommendation #2
The Supervisor should create a training plan with each CPS worker to ensure that workers are
brought into compliance with training. CPS workers should not be denied the ability to take
required training for any reason.
FINDING (CPS -8)
The CPS and CPS Ongoing units currently operate separately and under separate supervision.
There does not appear to be a close working relationship between the two units.
Recommendation #1
The SVDSS administration should restructure the CPS and CPS ongoing units and combine them
with only one supervisor. One Senior Worker should be assigned under each program area to
assist the supervisor with daily supervision, training and other functions determined by the
supervisor. This will allow for more consistent and timely case transfer between these units. The
agency has already instituted this change.

FINDING (CPS-9)
The CPS and CPS Ongoing units suffer from low morale. CPS workers indicate they do not
believe the unit operates as a team.
Recommendation #1
Administration and the CPS Supervisor should collaborate and work toward building team
morale and support. It is recommended that this be done through specialized training and team
building exercises.
FINDING (CPS-10)
The CPS unit currently operates in what could easily be considered a hostile working
environment with reports of CPS workers being bullied by other staff.
Recommendation #1
The SVDSS Administration should work closely with the Department of Human Resources to
educate CPS and CPS Ongoing staff on the processes of recognizing, reporting and effectively
dealing with harassment and bullying of staff. This should be done through a specialized training
to ensure all staff comprehend the process and importance of reporting future instances or
harassment or bullying in the workplace.

to ensure all staff comprehend the process and importance of reporting future instances or
harassment or bullying in the workplace.

PERMANENCY PROGRAMS
Permanency programs include the two programs of Foster Care and Adoption.

FOSTER CARE
The Foster Care unit works with children who have been removed from their homes by the court
system due to abuse or neglect and placed in the custody of the Shenandoah Valley Department
of Social Services. The workers in this unit also work with the birth families to facilitate services
so that the family can be reunited or the children can be placed in an alternative stable and
permanent home. When children enter the foster care system, a service plan is developed for
each child. Every plan has one of the following goals: Return Home, Placement with Relatives,
Permanent Foster Care, Another Planned Permanent Living Arrangement (APPLA), or
Adoption. Foster Care is intended to be a short term intervention and the Return Home goal is
usually changed to another goal that will provide permanency if the Return Home goal cannot be
accomplished within a twelve month period.

ADOPTION
The Adoption unit works with children after the court system has terminated the parental rights
of parents, thus making the children eligible to be adopted.
Both the Foster Care and Adoption units are supervised by the same supervisor. The Permanency
Supervisor was observed to be professional and well-liked by her staff. Staff described her as
accessible, supportive, clear, and direct with expectations. She exhibits excellent knowledge of
the programs and is receptive to ideas for change. The supervisor completes one-on-one
supervision with each worker on a weekly basis and during supervision each case is discussed.
Both of these units appear to be well run and functioning well in their work with children and
families.
During the period of this review, the Shenandoah Valley Department of Social Services had 172
children in foster care. This number included 68 children from Augusta County, 55 children from
Staunton, and 49 children from Waynesboro.
During the review, the following performance measures were pulled from the Virginia
Department of Social Services SafeMeasures reporting system:
Performance Measures
State Performance Goal
SVDSS
Discharge to Permanency

86% or more
79%
Children in Congregate Care

16% or less
13%
Children in Family Placements
85% or more
87%
Worker visits to foster children
95% or more
95%
Worker visits at the placement
50% or more
Reunification within 12 months
75% or more
42%
FC Re-entry within 12 months
10% or less
0%
To adoption within 24 months
46% or more
Setting Stability
86% or more
86%
AFCAR approved court hearings
95% or more
90%

Statewide Performance

78%

17%

83%

96%
75%
60%

82%

1%
40%
83%
90%

Twenty four cases were read as part of this review. The sample was pulled from the Active

28%

Twenty four cases were read as part of this review. The sample was pulled from the Active
Foster Care Childrens reports from OASIS and without input from the local department. Cases
were selected that represented a mix of foster care casework goals, case management by different
workers, and representative of all age groups of children.
FINDING (FC/A-1)
Case documentation demonstrated that the agency assesses children and families upon entry into
foster care. Documentation about agency efforts to identify, locate, assess, and involve relatives
in the prevention of a foster care entry and during foster care assessment is variable within the
foster care case records. In some instances there is significant information but in other cases,
information is more limited.

Recommendation #1
The Permanency Supervisor should educate and emphasize the importance of consistency in
documentation of assessment activities, including family engagement efforts prior to and upon
entry of a child into foster care and throughout the duration of the foster care case. These efforts
should be incorporated into weekly staffing meetings.

FINDING (FC/A-2)
Foster Care service plans are documented with appropriate information. However concurrent
planning documentation within these plans is inconsistent and limited.
Recommendation #1
The Permanency Supervisor should educate and emphasize the importance of consistency in
documentation of concurrent planning in service plans. These efforts should be incorporated into
weekly staffing meetings.

FINDING (FC/A-3)
The agency has experienced staff turnover and training of new staff and this has specifically
impacted adoption finalizations. There have been a number of delays in adoption related to
awaiting Circuit Court docketing of cases and due to the amount of the required for the agency to
prepare and provide full disclosure to adoptive families.
Recommendation #1
The supervisor, with input from the unit, should establish a process that will allow full disclosure
information to be gathered across the life of a childs involvement with the agency.
Recommendation #2
The supervisor should work with legal counsel to assess options for reducing delays I scheduling
and completing the appeals process in Circuit Court when appeals are noted in Foster
Care/Adoption cases.
In order to assist with adoptions and faster permanency for children, the agency has already
established one new position for the Adoption Unit and is requesting another position for this
unit in the budget for the upcoming fiscal year.

RESOURCE FAMILIES PROGRAM

The Resource Family Unit works with agencies around the recruitment, development, and
support/retention of foster, adoptive, and kinship families. The term resource family is

The Resource Family Unit works with agencies around the recruitment, development, and
support/retention of foster, adoptive, and kinship families. The term resource family is
inclusive of all these types of providers. Interviews took place with the Resource Family
Program workers (this included the part-time recruiter for the program through the Adoptions
through Collaborative Partnership (ATCP) contract) and the Foster Care Supervisor.
Twenty foster and adoptive parent provider records were reviewed. OASIS documentation was
reviewed for the open foster and adoptive parent provider records. Resource Parent surveys were
sent to approximately 70 of the agencys foster and adoptive homes and 13 were completed and
returned. A review of SafeMeasures reports included the Kinship Care Placement, Number of
Placement Settings in All Foster Care Episodes and Care Types. Most of the child at the time of
this report were in a family based setting. Out of 183 youth in foster care, only 23 youth were in
a congregate care setting. This is only 12% of the agencys youth in care, and meets the
performance outcome measure. The agency also had 12 youth in Kinship Relative provider
homes, which was 6.6% of youth in foster care. The agency has increasingly utilized relative
providers over the last three years. The reports also indicate that 68% of the youth in foster care
have stable placements, because they have had less than two placement settings. However 44 of
the youth in foster care have had 3-5 placement settings (24%) and 14 youth have had six or
more placement settings (7%).
The Resource Family Unit is well-staffed with experienced workers. The employees in this unit
are able to work on recruitment, training and development, and the support/retention that the
resource families require. The staff often works extensive hours outside of the normal work day;
often early in the morning, late at night, and weekend hours to provide PRIDE training, Inservice training, and home visits. They are knowledgeable of the guidance and procedures for the
Resource Family Program and have made several agency specific approval forms to complement
their work. The Resource Family staff has developed a website for the Resource Families that
incorporates training. They also edit a monthly newsletter, facilitate a monthly support group,
conduct in-service training opportunities, and provide regular monitoring home visits. Their
paper files and OASIS files are well-organized and well-documented. The staff in this unit have
approved a significant amount of kinship (relative) providers over the last two years and have
appropriately supported work with relatives. The Resource Family surveys which were
completed and returned indicate that these families are mostly satisfied with their relationship
and support from the Resource Family Unit and staff at Shenandoah Valley DSS. A few surveys
indicate an additional need for respite services and support services. However, there were only a
small percentage (11%) of the Foster Parent Surveys completed and a larger sample will need to
be collected to appropriately assess and meet their needs accordingly. The use of surveys and
evaluations could also track the reasons youth move, in order to determine if foster parents need
additional training or support to meet the needs of children placed in their homes.
FINDING (RF-01)
The Resource Family Unit has restructured the PRIDE pre-service training curriculum or
Resource Families. The staff are trying to offer a schedule that is accommodating to families, but
the reduction of classroom training and the schedule may not optimize adult learning or
appropriately cover the pre-service training competencies.
Recommendation #1
The Resource Family staff should work with the Piedmont Regional Resource Family Consultant
and the Piedmont CRAFFT Consultant to develop a plan for their pre-service classes for
Resource Families. This will take into consideration the entire PRIDE model and pre-service
competencies outlined in guidance and regulations. The agency has already initiated this
process.
Recommendation #2
There will be PRIDE New Generations training conducted by the Child Welfare League of
America in Richmond, Virginia in March 2016. The agency should consider sending staff to
learn about the changes and updates to the PRIDE model.
Recommendation #3
The PRIDE training model recommends home visits to conduct an assessment of the resource
family during and after the pre-service training. Three interviews are required by guidance and
regulations. The Resource Family staff should spend at least five hours with the family during

The PRIDE training model recommends home visits to conduct an assessment of the resource
family during and after the pre-service training. Three interviews are required by guidance and
regulations. The Resource Family staff should spend at least five hours with the family during
these interviews and this should be documented in the Mutual Family Assessment Report.

FINDING (RF-02)
Due to the fact that only 11% of the Resource Parent Surveys were completed by families, a
larger sample needs to be collected to appropriately assess that the needs of Resource Families
are being met.
Recommendation #1
The Resource Family Unit should conduct a satisfaction and needs survey with their Resource
Families during face-to-face events this year. This should be done with a drop-in receptacle so
that surveys may be turned in on an anonymous basis. This is necessary so that additional
feedback can be considered regarding the training and needs of the agencys Resource Families.
The surveys may also indicate if additional training is needed to meet the needs of and reduce the
amount of placement moves/disruptions for youth in foster care.

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