COUNTY OF PRINCE WILLIAM
COMMUNITY POLICY AND MANAGEMENT TEAM
Department of Social Services - At-Risk Youth and Family Services Division
Sudley North Government Center, 7987 Ashton Ave, Suite 200, Manassas, VA 20109
(703) 792-7645 FAX: (703) 792-5878 WEB: www.pwcgov.org
Alan Wooten
Chairperson
RECORD OF LOCAL POLICY MANUAL REVIEWS
Effective March 2014
Reviews will be conducted quarterly on a two-year cycle. The Administrative Team will
recommend changes for CPMT approval. The applicable approval dates are shown for
each page as a series of revision dates at the top right.
Date of CPMT Review
Pages Reviewed
Sections Reviewed
June 18, 2014
1–9
Sec. I thru Sec. III, I.
September 17, 2014
10 – 18
Sec. III, II thru Sec. VII
December 17, 2014
19 – 31
Sec. X, I thru VII
February 20, 2015
20 – 21
Sec. X, para III. A. 3. (new)
March 18, 2015
31 – 38
Sec. IX thru X
August 5, 2015
20
Sec. X, para III. A. 2.
September 16, 2015
9
20
38 – 47
Sec. III, para I.E.2.b (new)
Sec. X, para III.A.2.c (new)
Sec. XI thru XII
December 2, 2015
42 -44
Sec. XI, para II.E.
0
CSA FOR AT-RISK YOUTH AND FAMILIES
LOCAL IMPLEMENTATION MANUAL
ADOPTED: 6/93
SECTION: I
REVISED: 6/18/14
INTRODUCTION
A. Purpose of the PWC Local Policy & Procedures Manual
This manual provides policy and procedures for local implementation and
operation of the Children’s Services Act (CSA). It provides the
philosophical base and intent of the Comprehensive Services Act, as well
as guidelines for addressing the practical realities of service to at-risk
youth and their families.
B. Background
In the spring of 1990, the Secretaries of Health and Human Resources, of
Public Safety, and of Education formed a cross-secretarial interagency
council to recommend changes to the service delivery system for severely
emotionally and/or behaviorally disturbed children. The impetus of the
formation of the Council on Community Services for Youth and Families
was the 1990 Study of Children’s Residential Services conducted by the
Virginia Department of Planning and Budget. The study concluded that
state and local expenditures on residential care across four child-serving
agencies would continue to increase significantly unless the
Commonwealth instituted major policy and programmatic changes to its
system of care. These agencies and their local counterparts included the
Departments of Education, of Social Services, of Youth and Family
Services, and of Mental Health, Mental Retardation and Substance Abuse
Services. Department of Planning and Budget recommended expanding
community-based nonresidential services, improving interagency
collaboration and service delivery, and adapting the state’s funding
policies and management systems.
The Department of Planning and Budget study examined issues that were
identified over the past decade by legislative study committees, state
agencies, provider organizations, and advocacy groups. Repeatedly, these
groups emphasized that children and families have multiple needs and are
frequently involved with multiple agencies. These children were often
defined by the system they enter – a welfare child, a juvenile justice child,
a school system child, or a mental health child. Yet, they were often the
same child. In the Department of Planning and Budget study, 14,000
cases across four agencies yielded 4,993 actual children in residential care.
While the number of children served in residential care annually is
relatively stable, the cost of care has increased significantly. State and
local agencies spend over $110 million a year on residential care for
troubled youth. Seventy-eight percent of these expenditures are restrictive
1
CSA FOR AT- RISK YOUTH AND FAMILIES
LOCAL IMPLEMENTATION MANUAL
ADOPTED: 6/93
SECTION: I
REVISED: 6/12
and/or out-of-community residential programs. Some of these
expenditures have increased for state and local governments at a rate of 22
percent annually. These funds are used to purchase public and private
services for individual children in residential and nonresidential settings.
Expenditures for residential programs operated by government have
increased around 8 percent annually over the past several years.
The 1991 Report to the General Assembly projected that during the 199294 biennium, the “Commonwealth would have to spend $42 million in
new funds to maintain the current level of services. This same rate of
growth will continue throughout the decade unless actions are taken to
intervene earlier with families and to control escalating costs.”
The Governor and the 1991 General Assembly appropriated more than
$2.4 million in the 1990-92 biennium to begin addressing these issues.
These funds survived three series of budget reductions totaling more than
$2 billion. Funds were preserved due to the focus on improving services
for youth and families, the critical cost avoidance nature of the effort, and
the emphasis on using current funds more effectively and efficiently.
Most of the appropriation was combined with existing agency funds to
underwrite five local demonstration projects to test the process and
feasibility of building community-based, collaborative systems of care.
Language was included in the 1990-92 Appropriation Act requiring the
three Cabinet Secretaries to submit a report to the Governor and the
Chairman of the House Appropriations and Senate Finance Committees in
November, 1991. The report was to include:
1.
2.
3.
4.
“Preliminary findings from the evaluation of the demonstration
projects;
“A long-range plan for phasing in community-based nonresidential
services across the Commonwealth…;
“An interagency plan for redirecting current funds and identifying
new revenue sources for funding community-based services,
including consideration of …Medicaid; and
“Any proposed legislation necessary for implementation.”
In June, 1991, the Council distributed a draft proposal to communities and
constituents across the Commonwealth of receive public input.
2
CSA FOR AT- RISK YOUTH AND FAMILIES
LOCAL IMPLEMENTATION MANUAL
ADOPTED: 6/93
SECTION: I
REVISED:
A final report, Improving Care for Troubled and “At-Risk” Youth & Their
Families, was submitted by the Council to the Governor and the General
Assembly in November, 1991. Included in the report were preliminary
findings from the five demonstration projects, proposals for restructuring
the service delivery system and funding streams, proposed legislation, and
language to be included in the Appropriation Act.
In January, 1992, the proposed legislation was introduced to the General
Assembly. The General Assembly enacted this legislation as the
Comprehensive Services Act for At-Risk Youth and Family Services.
Implementation of the Comprehensive Services Act began in April, 1992
with the formation of the State Executive Council and the State
Management Team. Prince William County has its local Community
Policy and Management Team (CPMT) and has developed its local
policies and procedures for implementing the Act to serve at-risk youth
and their families.
3
CSA FOR AT- RISK YOUTH AND FAMILIES
LOCAL IMPLEMENTATION MANUAL
ADOPTED: 6/93
SECTION: II
REVISED:
I. THE COMPREHENSIVE SERVICES ACT – INTENT AND PURPOSE
A. Passage of the Comprehensive Services Act by the 1992 general assembly
dramatically altered the administrative and funding systems providing
services to at-risk and troubled youth and families.
B. The Act has the following intent and purpose:
“It is the intention of this law to create a collaborative system of services and
funding that is child centered, family focused, and community based with the
Comprehensive Services Act addressing the strengths and needs of troubled
and at-risk youth and their families in the Commonwealth” (Virginia Acts of
the Assembly, Chapter 880, Section 2.5-745).
This law shall be interpreted and construed so as to effectuate the following
purposes:
1.
2.
3.
4.
5.
6.
“Ensure that services and funding are consistent with the
Commonwealth’s policies of preserving families and providing
appropriate services in the least restrictive environment, while
protecting the welfare of children and maintaining the public safety;
“Identify and intervene early with young children and their families
who are at risk of developing emotional or behavioral problems, or
both, due to environmental, physical or psychological stress;
“Design and provide services that are responsive to the unique and
diverse strengths and needs of troubled youths and families;
“Increase interagency collaboration and family involvement in
service delivery and management;
“Encourage a public and private partnership in the delivery of
services to troubled and at-risk youths and their families; and
“Provide communities flexibility in the use of funds and to authorize
communities to make decisions and be accountable for providing
services in concert with these purposes (Virginia Acts of the
Assembly, Chapter 880, Section 2.1-745).”
4
CSA FOR AT- RISK YOUTH AND FAMILIES
LOCAL IMPLEMENTATION MANUAL
ADOPTED: 6/93
SECTION: II
REVISED: 7/13/07; 6/18/14
II. VISION, MISSION, MOTTO
A.
VISION STATEMENT:
The Prince William County At-Risk Youth and Family Services is a
partnership of public and private organizations working to help eligible
youth and their families to be positive, contributing members of our
community.
B
MISSION STATEMENT:
To provide our citizens with a community-based collaborative process to
determine appropriate and effective services that are least restrictive, childcentered, and family-focused for troubled youth so that the family can
successfully manage or eliminate debilitating conditions.
C.
MOTTO:
It is better to build a healthy child than to repair an adult.
III. PROGRAM GOALS
A.
Assure quick and easy system access for case managers on behalf of their
clients to receive timely support.
B.
Establish a community-based system of care that meets the needs of the
family and protects the community.
C.
Provide a continuum of intervention services for at-risk youth and their
families.
D
Keep parents of at-risk youth involved, committed, responsible, and
accountable.
F.
Empower FAPTs to have and exercise service planning and decisionmaking responsibilities.
G.
Promote a continuum of prevention services.
H
Promote shared community responsibility and ownership for problems of atrisk youth.
I.
Conduct ongoing evaluation and review, including fiscal accountability.
IV. NON-DISCRIMINATION STATEMENT
The Prince William County Community Policy and Management Team will ensure that
all services are provided on a non-discriminatory basis. Services provided by the
Community Policy and Management Team and Family Assessment and Planning Teams
will not discriminate on the basis of race, gender, age, religion, socioeconomic status,
handicapping conditions or national origin.
5
CSA FOR AT –RISK YOUTH AND FAMILIES
LOCAL IMPLEMENTATION MANUAL
ADOPTED: 6/93
SECTION: III
REVISED: 1/20/95; 6/18/14
BY-LAWS
PRINCE WILLIAM COUNTY
AT-RISK YOUTH AND FAMILY SERVICES
I.
Community Policy and Management Team (CPMT)
A. Name
The name of this team shall be the Prince William County Community Policy
and Management Team hereinafter referred to as the “CPMT”.
B. Purpose
The purpose of the CPMT shall be to create, maintain, and manage a
collaborative system of services and funding that is child centered, family
focused, and community based when addressing the strengths and needs of
troubled and at-risk youth and their families (Code of Virginia, Title 2.1,
Chapter 46, Sections 2.1-745 through 2.1-759).
C. Membership
1. Conditions and standards relating to membership are determined by state
laws and by local government directive enacted in accordance with state
law, which provides as follows:
a. The membership of the CPMT shall meet the requirements of the Code
of Virginia (Sections 2.1-750 through 2.1751) but not exceed twenty
(20) persons approved and appointed by the Prince William County
Board of Supervisors. The membership shall include, at a minimum, the
local agency heads or their designees who have the authority to approve
funds from the following community agencies: Community Services
Board, Juvenile Court Services Unit, Department of Health, Department
of Social Services, and the local school division. The CPMT should also
include a representative of a private organization or association of
providers for children or family services if such organizations or
associations are located within greater Prince William. This
representative shall be required to file a statement of economic interest
as set out in the Code of Virginia, Section 2.1-639.15 of the “State and
Local Government Conflict of Interests Act”. The CPMT shall also
include one or two parent representatives who are not employees of any
public or private program that receives Prince William County
Comprehensive Services Act pool funds.
6
CSA FOR AT –RISK YOUTH AND FAMILIES
LOCAL IMPLEMENTATION MANUAL
ADOPTED: 6/93
SECTION: III
REVISED: 1/20/95; 6/18/14
b. Agency heads or their designees of Code-mandated organizations shall
be permanent members of the CPMT.
c. Other appointed public or governmental agency CPMT members shall
serve at the pleasure of the local governing bodies and may serve
unlimited terms.
d. Parent representatives and private providers shall be appointed by the
local governing bodies and may serve as many as two consecutive twoyear terms.
e. Vacancies shall be filled for the unexpired terms in the same manner as
the original appointment.
f. Any member of the CPMT who fails to personally attend or send a
designee to at least 75 percent of the regularly scheduled CPMT
meetings within any calendar year may be reported to the local
appointing authority by the CPMT. Each team member will designate a
standing alternate member(s) who will attend on a regular basis in the
event of his/her absence from a meeting.
g. While the CPMT is without authority to expand or alter its membership,
it may solicit advisory personnel to assist in achieving its objectives in
accordance with its approved program and mandates.
2. Officers of the CPMT:
a. The chairmanship of the CPMT shall rotate annually among the
members with the beginning of each fiscal year. The Vice Chair is the
member scheduled to replace the Chair.
b. The duties of the chairman shall be:
1) To preside at all meetings of the CPMT.
2) To appoint committees necessary for the operations of the CPMT.
3) To work closely with the chair of the Administrative Team.
4) To perform any other duties determined by the CPMT.
5) To keep the State and Local Advisory Team (SLAT) and the Board
of County Supervisors informed of the activities of the Community
Policy and Management Team.
c. The vice-chairman shall, in the absence of the chairman, perform the
duties of the chairman and any other duties assigned by the CPMT.
D. Powers and Duties
The CPMT, as a governmental entity of Prince William County and as a creation
of state law, having been mandated by the general assembly, shall be subject to
state and local laws and regulations established to regulate its functioning and
shall have the general powers, duties, and responsibilities of a policy and
management team as outlined in Section 2.2-5206 of the Code of Virginia as
amended.
7
CSA FOR AT –RISK YOUTH AND FAMILIES
LOCAL IMPLEMENTATION MANUAL
ADOPTED: 6/93
SECTION: III
REVISED: 1/20/95; 6/18/14
As set forth in the Code of Virginia, the powers and duties of the CPMT are:
1. Develop interagency policies and procedures to govern the provision of
services to children and families in Prince William County.
2. Develop interagency fiscal policies governing access to the state pool of
funds by the eligible populations including immediate access to funds for
emergency services and shelter care.
3. Coordinate long-range, community-wide planning which ensures the
development of resources and services needed by children and families in
their community.
4. Establish policies governing referrals and reviews of children and families
to the Family Assessment and Planning Teams (FAPTs) and a process to
review the teams’ recommendations and requests for funding.
5. Establish quality assurance and accountability procedures for program
utilization and funds management.
6. Establish procedures for obtaining bids on the development of new services.
7. Manage funds in the interagency budget allocated to the County from the
state pool of funds, the trust fund, and any other source.
8. Authorize and monitor the expenditure of funds by each Family Assessment
and Planning Team.
9. Authorize submitting grant proposals which benefit the County to the state
trust fund and to enter into contracts for the provision or operation of
services upon approval of the governing body.
10. Serve as the community’s liaison to the State and Local Advisory Team,
reporting on its programmatic and fiscal operations and on its
recommendations for improving the service system.
11. Hear appeals by any parent, legal custodian, or eligible child by counsel
who is dissatisfied by the action of the Family Assessment and Planning
Team (FAPT), including but not limited to denial of access to the FAPT,
family participation in all aspects of assessment, planning and
implementation of services, and improper notification of meeting and
actions, upon written request to the CPMT within 10 calendar days of
receipt of the notice of FAPT action. After the hearing, the CPMT shall
respond in writing to the appellant’s request. CPMT may uphold or alter the
decision. CPMT’s decision is final and binding. Any assembly of at least
three CPMT members shall be considered a quorum for the purpose of
ruling on the appeal. All CPMT members shall be invited to attend appeal
hearings.
12. The CPMT may create grant proposals and seek other funding sources that
meet the objectives of the purpose of the CPMT and submit such proposals
to the appropriate governing body.
13. The financial policies and procedures of the CPMT will be in accordance
with local and state fiscal policies and procedures.
8
CSA FOR AT –RISK YOUTH AND FAMILIES
LOCAL IMPLEMENTATION MANUAL
ADOPTED: 6/93
REVISED: 1/20/95; 6/18/14; 9/16/15
SECTION: III
E. Meetings
1. Regular meetings shall be held at a time to be determined by the CPMT.
Meetings shall be conducted at least quarterly.
2. Special meetings of the CPMT may be –
a. Called by the chairperson or upon written request of three members;
b. Conducted as a –
(1) Physical meeting for members to be present, or
(2) A ‘virtual’ meeting using electronic media when there is a need
for a decision prior to the next regular meeting.
3. The quorum for all CPMT meetings shall be fifty (50) percent of its
members or designated alternate members.
F. Rules of Order
1. Robert’s Rules of Order, Newly Revised shall be used as a guide in
conducting CPMT business. All issues of parliamentary procedure shall be
referred to by the chairman or presiding officer in the absence of the
chairman where decisions shall be final and binding.
G. Confidentiality
All information about specific children and families obtained by CPMT,
Administrative Team and Family Assessment and Planning Team members
in the discharge of their responsibilities shall be confidential under all
applicable laws, mandates, and licensing requirements.
H. Amendments
The terms and provisions of these bylaws may be amended at any regular
meeting of the CPMT by a majority vote of those present and voting,
given that notice of any proposed amendment was submitted to all
members in writing two weeks prior to the meeting.
These bylaws were amended at a regular meeting of the CPMT held on
January 20, 1995, unanimously.
_______________________________________
Chairman
_______________________________________
Date
9
CSA FOR AT RISK-YOUTH AND FAMILIES
LOCAL IMPLEMENTATION MANUAL
ADOPTED: 6/93
SECTION: III
REVISED: 1/20/95; 9/2/98; 1/16/02; 9/17/14
II. Fiscal and Administrative Policy Team
A. Name
The name of this Team shall be the Fiscal and Administrative Policy Team,
hereinafter referred to as the "Administrative Team".
B. Purpose
The purpose of the Administrative Team shall be to function as an advisory
team to the CPMT and monitor the activities of the Family Assessment and
Planning Teams (FAPTs) to ensure effective and efficient operations of the AtRisk Youth and Family Services program.
C. Membership: The membership of the Administrative Team shall include, at a
minimum:
 Community Services Board representative, designated by the Director
 Juvenile Court Services Unit representative, designated by the Director
 School Division representative, designated by the Superintendent
 Department of Social Services representative, designated by the
Director
 Parent Representative, appointed by the CPMT
 Private Provider, preferred but not required
 Chairs of the East and West and Mid County FAPTs
 At-Risk Youth and Family Services Coordinator: staff
1. All full members of the Administrative Team, including the Chair, shall
have voting authority. Should a public agency designate more than one
member, that agency shall have only one vote in matters before the Team.
Ex-officio members and staff have no voting authority.
2. Any member of the Administrative Team who fails to personally attend or
send a designee to at least 75% of the regularly scheduled Administrative
Team meetings within any calendar year may be reported to the CPMT.
Each Team member will designate a standing alternate member(s) who will
attend on a regular basis in the event of his/her absence from a meeting.
3. While the Administrative Team is without authority to expand or alter its
membership, it may solicit advisory personnel to assist in achieving its
objectives in accordance with its approved program and mandates.
10
CSA FOR AT RISK-YOUTH AND FAMILIES
LOCAL IMPLEMENTATION MANUAL
ADOPTED: 6/93
SECTION: III
REVISED: 1/20/95; 9/2/98; 1/16/02; 9/17/14
4. Parent representatives, private providers, and other members, shall be
appointed by the CPMT and may serve as many as two consecutive two year
terms. Public agency designees listed in C shall be permanent members.
5. Persons serving on the Administrative Team who do not represent a public
agency shall file a statement of income interests as set forth in 52.1 631.1 et
sag.
6. Vacancies shall be filled for the unexpired terms in the same manner as the
original appointment.
7. Chairmanship:
a. The Chair of the Administrative Team shall have an appointment of
twelve months to coincide with the beginning of the calendar year. This
appointment shall rotate in the order shown between the following
public agencies:
 Community Services
 Prince William Public County Schools
 Juvenile Court Services Unit
 Department of Social Services
b. The Vice-Chair shall be the representative from the agency designated to
chair the following year. In the absence of the Chair, the Vice-Chair
shall perform the duties of the Chair and any related duties, as necessary.
c. The duties of the Administrative Team Chair shall be –
 To preside at all Administrative Team meetings;
 To appoint committees necessary for the functioning of the
Administrative Team;
 To work closely with the CPMT Chair and the ARYFS
Program Manager;
 To perform any other duties determined by the CPMT;
 To execute actions authorized by the CPMT or Administrative
Team;
 To attend CPMT meetings on behalf of the Administrative
Team (an alternate may be designated by the Administrative
Team Chair to attend CPMT meetings).
D. Powers and Duties
1. The Administrative Team shall have the following powers and duties,
delegated by the CPMT:
a. Recommend to the CPMT and implement policies and procedures to
govern the provision of services to children and families in Prince
William County.
b. Recommend to the CPMT and implement policies governing referrals
and reviews of children and families to the FAPT and a process to
review the FAPTs' recommendations and requests for funding.
11
CSA FOR AT RISK-YOUTH AND FAMILIES
LOCAL IMPLEMENTATION MANUAL
ADOPTED: 6/93
SECTION: III
REVISED: 32/3/95; 9/17/14
c. Recommend to the CPMT and implement quality assurance and
accountability procedures for program utilization and funds
management.
d. With CPMT oversight, manage funds in the inter-agency budget
allocated to the County from the state pool of funds, the trust fund, and
any other sources.
e. With CPMT oversight, authorize and monitor the expenditure of funds
by each FAPT.
f. Oversee the clinical functioning of each FAPT.
g. Oversee agency compliance with local and state At-Risk Youth and
Family Services policies and procedures.
2. Regular meetings shall may be held at least monthly.
III. Family Assessment and Planning Team (FAPT)
A. Name
The name of these teams shall be the Prince William County Family
Assessment and Planning Teams hereinafter referred to as the “FAPT”.
B. Purpose
The purpose of the FAPT shall be to create, maintain, and manage a
collaborative system of services and funding that is child centered, family
focused and community based when addressing the strengths and needs of
troubled and at-risk youth and their families (Code of Virginia, Title 2.1,
Chapter 46, Sections 2.1-745 through 2.1-759).
C. Membership
1. Conditions and standards relating to membership are determined by state
law and by local government directive enacted in accordance with state law,
which provides as follows:
a. The membership of the FAPT shall meet the requirements of the Code
of Virginia (Section 2.1-753) but not exceed ten (10) persons approved
and appointed by the Prince William County CPMT. The membership
shall include, at a minimum, representatives of the following community
agencies who have authority to access services within their respective
agencies: Community Services, Juvenile Court Services Unit,
Department of Social Services, local school division, a private provider
representative, and a parent representative who is not an employee of
any public or private program that receives Prince William County
Comprehensive Services Act pool funds.
12
CSA FOR AT RISK-YOUTH AND FAMILIES
LOCAL IMPLEMENTATION MANUAL
ADOPTED: 6/93
SECTION: III
REVISED: 2/3/95; 9/2/98; 1/16/02; 9/17/14
b. Persons serving on the FAPT shall be immune from any civil liability
for decisions made about the appropriate services for a family or
treatment of a child who comes before the team unless it is proven that
such person acted with malicious intent.
c. Persons serving on a FAPT who do not represent a public agency shall
file a statement of income interests as set out in Section 2.1-639.1, et
seq.
d. Agency designees of Code-mandated organizations shall be permanent
members of the FAPT.
e. Parent representatives and private providers shall be appointed by the
Prince William County CPMT and may serve as many as two
consecutive two-year terms.
f. Vacancies shall be filled for the unexpired terms in the same manner as
the original appointment.
g. Any member of the FAPT who fails to personally attend or send a
designee to at least 75 percent of the regularly scheduled FAPT meetings
within any calendar year may be reported to the local appointing
authority by the FAPT.
2. While the FAPT is without authority to expand or alter its membership, it
may solicit advisory personnel to assist in achieving its objectives in
accordance with its approved program and mandates.
3. The duties of the FAPT Chair shall be –
a. A FAPT Chair shall have an appointment of twelve months.
Appointments will rotate according to the following schedule:
 FAPT-West on a fiscal year basis (to coincide with the CPMT
Chair rotation);
 FAPT-Mid County on a calendar year basis (to coincide with the
Administrative Team Chair rotation);
 FAPT-East on a calendar year basis (to coincide with the
Administrative Chair rotation).
b. This appointment shall rotate between the four representing agencies in
the following order:
 Community Services Board
 Prince William County Public Schools
 Juvenile Court Services Unit
 Department of Social Services
c. To preside at all meetings of the FAPT.
d. To attend the Administrative Team meetings and to keep the
Administrative Team informed of the activities of the FAPT.
13
CSA FOR AT RISK-YOUTH AND FAMILIES
LOCAL IMPLEMENTATION MANUAL
ADOPTED: 6/93
SECTION: III
REVISED: 1/20/95; 9/2/98; 1/16/02; 9/17/14
D. Powers and Duties
1. The FAPTs shall assess the strengths and needs of troubled youth and
families who are approved for referral to the teams and identify and
determine the complement of services required to meet these unique needs.
2. Every such team, in accordance with policies developed by the CPMT,
shall:
a. Review referrals of youth and families to the team;
b. Provide for family participation in all aspects of assessment, planning
and implementation of services;
c. Develop an individual family services plan (IFSP) for youth and families
reviewed by the team which provides for appropriate and cost-effective
services;
d. Refer the youth and family to community agencies and resources in
accordance with the individual family services plan;
e. Approve expenditures from the local allocation of the state pool of funds
to the extent authorized by the CPMT; and
E. Meetings
1. Regular meetings shall be held at a time to be determined by the FAPT, with
the approval of the Administrative Team. Meetings shall be conducted at
least monthly.
2. The quorum for all FAPT meetings shall be fifty (50) percent of the
members required by law.
F. Confidentiality
All information about specific children and families obtained by the FAPT
members in the discharge of their responsibilities to the CPMT shall be
confidential under all applicable laws, mandates, and licensing
requirements.
14
CSA FOR AT RISK-YOUTH AND FAMILIES
LOCAL IMPLEMENTATION MANUAL
ADOPTED: 5/21/94
SECTION: VII
REVISED: 1/16/02; 9/17/14
PROVISION OF SERVICES
I. General Eligibility
A. For the purpose of determining eligibility for the state pool of funds, “child” or
“youth” means: 1) a person less than eighteen years of age, and 2) any older
individual who is otherwise eligible for mandated services from the following
participating state agencies: foster care services until age 21 and/or special
education until age 22.
B. Children and their families are eligible for the provision of services under the Act
if they meet the following criteria:
1. The child or youth has emotional or behavioral problems which:
a.
Have persisted over a significant period of time or, though only in
evidence for a short period of time, are of such a critical nature that
intervention is warranted;
b. Are significantly disabling and are present in several community settings
such as at home, in school or with peers; and
c. Require services or resources that are unavailable or inaccessible or that
are beyond normal agency services or routine collaborative processes
across agencies or require coordinated services by at least two agencies.
2. The child or youth has emotional or behavioral problems, or both, and
currently is in, or is at imminent risk of entering, purchased residential care.
In addition, the child or youth requires services or resources that are beyond
normal agency resources or routine collaborative processes across agencies
and requires coordinated services by at least two agencies.
Target Population: Mandated Provision of Services
3. The child or youth requires placement for purposes of special education in
approved private school programs.
4. The child or youth has been entrusted to a local social services agency by
his parents or guardian or has been committed to the agency by a court of
competent jurisdiction for the purpose of placement as authorized in §63.156 COV, or for whom foster care services are provided as defined in §63.155 COV.
Target Population: Non-mandated Provision of Services
5. Children placed by a juvenile and domestic relations court in accordance
with provisions of §16.1-286 COV or in a private or locally operated facility
or residential program;
6. Children committed to the Department of Youth and Family Services
Juvenile Justice and placed by it in a private home or in a public or private
facility in accordance with §66-14 COV.
15
CSA FOR AT RISK-YOUTH AND FAMILIES
LOCAL IMPLEMENTATION MANUAL
ADOPTED: 5/21/94
SECTION: VII
REVISED: 12/2/98; 11/15/00;1/16/02; 9/17/14
II. Target Population
The “targeted population” for the provision of services, in accordance with the
Comprehensive Services Act, are those populations which previously received
services under the categorical funding streams: children and families in special
education placements, foster care services; the 286/239 special placements programs,
and foster care prevention. These populations are presumed eligible for services as
the following target populations:
A. Children placed in approved residential or private day school programs for
purposes of special education previously funded by the Department of Education
through private tuition assistance;
B. Children with disabilities placed by local social services agencies or the
Department of Juvenile Justice in private residential facilities or across
jurisdictional lines in private, special education day schools, if the individualized
education plan indicates such school is the appropriate placement while living in
foster homes or child-caring facilities, previously funded by the Department of
Education through the Interagency Assistance Fund for Non-educational
Placements of Handicapped Children;
C. Children for whom foster care services, as defined by §63.2-905 COV, are being
provided to prevent foster care placements, and children placed through parental
agreements, entrusted to local social service agencies by their parents or guardians
or committed to the agencies by any court of competent jurisdiction for purposes
of placement in suitable family homes, child-caring institutions, residential
facilities or independent living arrangements, as authorized by §63.2-900 COV;
D Children placed by a juvenile and domestic relations district court, in accordance
with the provisions of §16.1-286 COV, in a private or locally operated public
facility or nonresidential program; or in a community or facility-based treatment
program in accordance with the provisions of §16.1-284, subsections B or C;
E. Children committed to the Department of Juvenile Justice and placed by it in a
private home or in a public or private facility in accordance with §66-14 and §2.25211B COV.
16
CSA FOR AT RISK-YOUTH AND FAMILIES
LOCAL IMPLEMENTATION MANUAL
ADOPTED: 7/7/99
SECTION: VII
REVISED: ; 9/17/14
III. Establishment of Administrative Activities to Control the Provision of Services
A. In accordance with Section VII, Article IV, the CPMT has the authority to
develop interagency policies and procedures to govern the provision of services to
children and families in Prince William County.
B. Accordingly, for the purposes of managing service needs and of controlling
program funds, the CPMT will determine the appropriateness for establishing
case management benchmarks and service waiting list(s). In recognition of state
statutes obligating CPMTs to provide services for mandated CSA clients – those
with IEPs stipulating residential placements or are children court ordered into
foster care – such clients will be provided the services as determined by a FAPT
and will not be placed on a waiting list.
IV. Qualifying Providers as Approved to Provide CSA-funded Services
A. Use of private providers for provision of services funded by CSA pool funds is
limited to providers who completed a pre-authorization process. The process
requires that Agreement for Purchase of Services be signed by the provider's
authorized representative and the CPMT Chair. The Agreement with applicable
addendums establishes general terms and conditions for creating contracted childspecific services on an as needed basis.
B. The CPMT shall determine the fiscal year frequency for renewal of approved
providers. The normal frequency will be on a biennial basis effective every even
numbered fiscal year.
C. The ARYFS Program Manager is responsible for –
1. Developing and updating Agreement documents approved by the County
Attorney and County's Purchasing Manager.
2. Distributing Agreement packages to available providers. Should a provider
demonstrate unacceptable business or therapeutic practices, they may be
considered as nonresponsive and be eliminated from the distribution list.
Classifying a provider as nonresponsive requires approval by the CPMT.
3. Resolving concerns of or disagreements by providers related to specific
Agreement terms or conditions. Adjustments to the Agreement must be in
writing and briefed to the CPMT Chair prior to the Chair's signature.
4. Finalizing the pre-authorization process by securing a signature of approval
by the CPMT Chair on the Agreement and by providing providers with a
copy of the approved Agreement.
5. Distributing a list of approved providers to ARYFS team members for
distribution to agency case workers.
6. Maintaining the official file of Agreements in effect.
17
CSA FOR AT RISK-YOUTH AND FAMILIES
LOCAL IMPLEMENTATION MANUAL
ADOPTED: 7/7/99
SECTION: VII
REVISED: ; 9/17/14
D. The purpose of the pre-authorization process is to –
1. Formally establish business arrangements related to terms of procurement
but does not obligate the actual purchase of any services. A purchase order
for services shall be used to establish a contractual relationship and shall be
established by the FAPT designated agency on a client-by-client basis when
deemed appropriate.
2. Ensure approved providers meet minimal qualifications related to licensing
and insurance.
18
CSA FOR AT RISK-YOUTH AND FAMILIES
ADOPTED: 6/93
LOCAL IMPLEMENTATION MANUAL
REVISED: 1/20/95; 2/3/95; 4/02; 12/17/14
SECTION: X
FAMILY ASSESSMENT AND PLANNING TEAMS (FAPTs)
I. Establishing FAPTs
The CPMT determines the appropriate number of FAPTs. At a minimum, FAPTs
will be regularly scheduled and established at the east and west ends of the county.
II. FAPTs shall hear cases in order to:
A. Review referrals of youths and families to FAPT in order to validate eligibility for
CSA-funded services;
B. Provide for family participation in all aspects of assessment, planning, and
implementation of services;
C. Develop an individual family services plan (IFSP) for youths and families (see
section X.8.2) for appropriate and cost effective services. The IFSP is an integral
part of the FAPT-approved Case Action Form (CAF).
D. Refer the youth and family to community agencies and services in accordance
with the CAF;
E. Designate a case manager who is responsible for monitoring and reporting on the
progress being made in fulfilling the CAF, and
F. Determine if a case meets the criteria for foster care prevention services.
Whenever a foster care prevention client should need residential services, case
managers will be required to complete coordination with the parents to finalize a
Non-Custodial Foster Care Agreement or Parental Agreement before residential
services can begin. For Non-Custodial Foster Care cases, the following applies:
1. The FAPT process qualifies as a family assessment. Service needs are
established on the FAPT Case Action Form for use by courts.
2. Periodic FAPT reviews of the case will suffice as a foster care panel review
prior to court foster care review and permanency planning hearings.
G. Determine parental co-pay assessment.
III. PROCEDURES GOVERNING REFERRALS AND REVIEWS OF
CHILDREN AND FAMILIES TO THE FAMILY ASSESSMENT AND
PLANNING TEAM (FAPT) AND A PROCESS TO REVIEW THE TEAM'S
RECOMMENDATIONS AND REQUESTS FOR FUNDING (§2.1-754.1 and
§2.1-755)
A. Agency staff may access the FAPT most geographically convenient to the family through
scheduling a time on the FAPT agenda and submitting material required for the FAPT to
make a decision. Guidelines for assignments, schedules, and required materials that
ensure consistency and quick access shall be established and promulgated by the
Administrative Team.
19
CSA FOR AT RISK-YOUTH AND FAMILIES
LOCAL IMPLEMENTATION MANUAL
ADOPTED: 6/93
REVISED: 1/20/95; 2/3/95; 4/02; 12/17/14; 9/16/15
SECTION: X
1. Cases requiring a full FAPT hearing for processing (i.e., attendance by family
and case worker for presentation of strengths, needs, and proposed/desired
services) are the following:
a. A new case being presented for the first time (see exception below).
b. Requests for increased levels of services as a continuation of a previous FAPTapproved service plan.
2. Cases acceptable for presentation for administrative approval of service plans (i.e.,
attendance is NOT required by family and case worker, and a proposed service plan
prepared by the Case Manager is presented by the applicable agency representative
sitting on the FAPT) are the following:
a. Case Action Revision Form approval. The only additional documentation that
is required is a copy of the last FAPT-approved Case Action Form.
b. Continuation of Crisis Intervention. If it is impossible for a case manager to
meet the 14-day time limit for CSA funding of crisis intervention services that
need to be continued but cannot be heard by a FAPT within the 14 days,
administrative reviews may approve continued services until a full FAPT
hearing can be convened.
c. Independent Living Stipend (ILS). Upon completion of the Independent Living
Contract by DSS staff with the “independent living former foster care child”,
the contractual agreement is presented to FAPT to establish monthly ILS
payments for the length of the contract, typically twelve months.
3. Whenever FAPT meetings are canceled due to inclement weather or other
circumstances beyond the County's control and the case manager is not able to
reschedule a new FAPT meeting prior to the end-date of an existing service plan,
the ARYFS staff will complete coordination with the case manager to
administratively extend applicable services to the end of the next month. Case
managers shall ensure their cases are reviewed by a FAPT prior to the new
extended service plan end date.
B. The CPMT shall review the actions of the FAPT through the following methods:
1. Cases that come before the CPMT on appeal.
2. Summary report on FAPT expenditures presented by the At-Risk Youth and
Family Services staff at regular CPMT meetings.
a. The following ARYFS staff members are authorized to represent the CPMT’s
fiscal interests to determine if CSA funds should be authorized to fund FAPTapproved Case Action Forms (CAFs):
1) Program Manager
2) UM Coordinator
3) If ARYFS staffs are not available, the alternative plan is for the FAPT
Chairperson to contact a CPMT member, who is not of the case manager’s
agency, to determine approval of CSA pool funds.
b. After a FAPT finalizes a CAF, the ARYFS staff member reviews the CAF to
validate compliance with eligibility criteria and to determine the amount of
CSA pool funding.
20
CSA FOR AT RISK-YOUTH AND FAMILIES
LOCAL IMPLEMENTATION MANUAL
ADOPTED: 6/93
REVISED: 1/20/95; 2/3/95; 4/02; 7/20/01; 12/17/14
SECTION: X
1) Only ARYFS staff members not involved in the development of the service
plan are authorized to determine use of CSA pool funds on behalf of the
CPMT.
2) A funding decision shall be made no later than 5:00 p.m. of the next day
after the applicable FAPT meeting.
3) The case manager is not authorized to begin services until informed of the
funding decision.
c. With each CPMT meeting, a report is presented and reviewed by the CPMT to
monitor expenditures recommended by FAPTs and decided by ARYFS staff.
3. FAPT Chairpersons report difficult cases that illustrate systemic problems.
4. Routine updates from the Administrative Team Chairperson.
C. The following criteria are used to determine which locality will be responsible for
planning and funding needed services across jurisdictional boundaries:
1. Youth being served under the foster care classification as defined in §16.1-55.8 but
not placed in the custody of the local DSS, will be handled by the State CSA
30 day rule. The locality to which the custodial parent moves will be responsible
for planning and costs for services for these families. The local DSS from which
the family moved will share appropriate data in compliance with State policy with
the receiving agency.
2. When a youth is in the custody of local DSS and the parents do not reside in the
locality, the responsibility for planning and payment is with the agency holding
custody. The guiding principle for local DSS service continues to be best interest
of the child and that best interest requires continuity of service:
a. When custody of the youth is returned to one or both parents in a different
jurisdiction, the agency which held custody no longer is responsible for
planning and payment for services needed by the family. It is expected that the
family will be stable at the time the custody is returned. If the family needs
services in the receiving jurisdiction, the former agency will facilitate the
family’s return to the local planning group. The 30-day rule will apply at this
time. Sharing of DSS case information will continue to be governed by state
policy.
b. When the custody of the youth remains with the initial agency, the best interest
of the youth appears to require involvement of the second jurisdiction and the
goal is to return home or to a relative, the local DSS holding custody will
initiate joint planning between jurisdictions. The representative of the agency
holding custody will discuss circumstances with the local DSS representative
in the second jurisdiction, and they will jointly identify who should be a part of
the planning. Specific examples of when such joint planning should occur
include:
1) The family is split and each local DSS is working with part of the family.
(Example: Youth is in custody of one agency and a second agency is
providing child protective services to the parents and siblings who remain
in the custody of the parents.)
2) The two parents live in different jurisdictions and returning the youth to
either requires community support.
21
CSA FOR AT RISK-YOUTH AND FAMILIES
LOCAL IMPLEMENTATION MANUAL
ADOPTED: 6/93
REVISED: 1/20/95; 2/3/95; 4/02; 7/20/01, 12/17/14
SECTION: X
3) The family lives too far from the agency holding custody to allow that
agency to provide services to facilitate a goal of return home.
4) The family has not been assessed by the local FAPT and has begun
working with a local agency other than DSS in the receiving jurisdiction
and services for the family require joint planning.
5) There is a relative in the second jurisdiction that is an appropriate
placement for the youth and additional community services will be
required to support the placement.
6) The placement of the youth must be aborted and multiple local agencies
need to plan for alternatives for the youth.
IV. POLICIES GOVERNING REFERRAL AND REVIEW OF CHILDREN AND
FAMILIES TO THE FAMILY ASSESSMENT AND PLANNING TEAM AND
A PROCESS TO REVIEW THE TEAM’S RECOMMENDATIONS AND
REQUESTS FOR POOL FUNDING (§2.1-754.1 and §2.1-755)
A. Children and families served must be residents of Prince William County. In the
event that the legal guardian(s) leaves PWC and establishes residency elsewhere,
local ARYFS funds may continue for up to 30 days to facilitate transition of
service planning and delivery responsibilities to the client. The start of the 30
days is when the case manager verified that the legal guardian’s relocation from
PWC occurred.
B. Children must be less than 18 years of age or through 21 years of age if otherwise
eligible for mandated services of participating agencies, including special
education or foster care. Children placed by the Juvenile and Domestic Relations
Court in a facility or non-residential program under §16.1-286 and children
committed to the Department of Youth and Family Services and placed by it in a
private home or facility under §66.14 are also eligible through age 21 if these
services were initiated before the child was 18 or if these services were court
ordered under §16.1-286 and/or §16.1-242, Code of Virginia.
C. Children and families who are eligible for Prince William County At-Risk Youth
Services in part or total are defined as follows:
1. Children of Prince William County who have emotional or behavioral
problems which:
 Have persisted over a significant period of time or, though only in
evidence for a short period of time, are of such a critical nature that
intervention is warranted; and
 Are significantly disabling and are present in several community
settings such as home, in school or with peers; and
22
CSA FOR AT RISK-YOUTH AND FAMILIES
LOCAL IMPLEMENTATION MANUAL
ADOPTED: 6/93 REVISED: 1/20/95; 2/3/95; 4/02; 7/20/01; 9/16/09; 12/17/14
SECTION: X

Require services or resources that are unavailable or inaccessible or
that are beyond normal agency services or routine collaborative
process across agencies or require coordinated services by at least two
agencies.
2. The child or youth has emotional or behavioral problems, or both, and
currently is in or is at imminent risk of entering purchased residential care.
In addition, the child or youth requires services or resources that are beyond
normal agency resources or routine collaborative process across agencies
and requires coordinated services by at least two agencies.
3. The child or youth requires placement for purpose of special education in an
approved private school educational program.
4. The child or youth has been entrusted to Prince William County Department
of Social Services by his or her parents or guardian or has been committed
to the Department by a court of competent jurisdiction for the purpose of
placement, or in need of services to prevent foster placement, as authorized
by §55.8 and §56. Children in need of services to prevent foster care
placement must also meet the conditions in Local Manual Section X8.4 and
8.4.1.
V.
POLICIES GOVERNING WHICH YOUTH AND FAMILIES ARE NOT
REQUIRED TO BE ASSESSED BY A FAMILY ASSESSMENT AND
PLANNING TEAM BUT FOR WHOM FUNDS FROM THE STATE POOL
MAY BE DIRECTLY ACCESSED TO PAY FOR SPECIFIED SERVICES
(§2.1-755)
A. All expenditures of pool funds must be approved by a CPMT, except the
following:
1
Family foster care costs may be approved by the Foster Care
Manager/Supervisor in Department of Social Services, to include only the
following costs:
 Room and board.
 Virginia Enhanced Maintenance Assessment Tool (VEMAT)
determined rates.
 Daycare.
 Non-Medicaid reimbursable transportation.
 Yearly clothing allowance.
 Educational expenses not to exceed $500/year. All financial aid for
which the child may be eligible must first be accessed.
 Additionally, the total cumulative of incidental monthly cost not to
exceed $1,000:
2. DSS may continue to approve these costs (with the exception of room, board
and VEMAT foster care payments) for a period of up to six months after the
child returns home, if the family cannot afford them.
23
CSA FOR AT RISK-YOUTH AND FAMILIES
LOCAL IMPLEMENTATION MANUAL
ADOPTED: 6/93
REVISED: 5/7/97; 9/16/09; 12/17/14
SECTION: X
B. Emergency residential placements must be approved prior to placement by a
public agency director or designee and reviewed at a FAPT meeting within 14
calendar days.
1. Crisis intervention services must be preapproved by a public agency director
or designee and reviewed by FAPT within 14 calendar days of
commencement of services.
2. Children approved for crisis intervention services shall be at high risk of
immediate out-of-home placement.
a. Children at possible imminent risk to self or others because of mental
illness, substance abuse or inability to care for themselves must first be
assessed by Community Services.
b. Children suspected of being abused or neglected must also be reported to
Child Protective Services.
c. Court Services Unit involvement should be considered when a child’s
criminal activity might result in out-of-home placement.
VI.
PROCEDURES FOR FAMILY PARTICIPATION IN ALL ASPECTS OF
ASSESSMENT, PLANNING AND IMPLEMENTATION OF SERVICES
(§2.1-754.2)
A. Case mangers shall ensure parents/guardians are informed of FAPT meeting
appointments and that they are expected to participate.
B. The person referring the child/family to the FAPT shall discuss the plan for
referral with the parent and secure consent to share information with the team
members prior to the FAPT meeting.
C. The lead agency staff person will be responsible for providing the child’s
parents/guardians documentation of the following prior to and following the
Family Assessment and Planning Team:
1. Family services plan.
2. Recommendation contained therein.
3. Subsequent recommendations emanating from the FAPT.
24
CSA FOR AT RISK-YOUTH AND FAMILIES
LOCAL IMPLEMENTATION MANUAL
ADOPTED: 6/93
REVISED: 1/20/95; 11/28/01; 12/17/14
SECTION: X
VII. PROCEDURES FOR THE DEVELOPMENT OF AN IFSP (AKA CAF) FOR
YOUTH AND FAMILIES REVIEWED BY FAMILY ASSESSMENT AND
PLANNING TEAM; ADDRESSING THE PROVISION OF APPROPRIATE
AND COST EFFECTIVE SERVICES (§2.1 – 754.3)
A. Development of a CAF is an extensive process that results in determining a cost
effective service plan consisting of the following:
1. The ability and extent of the family to financially contribute to the child's
care.
2. Use of third party payers.
3. Utilization of other public entitlements.
4. Less restrictive and/or costly interventions have been attempted/not been
successful.
5. Use of available public and private funds and services.
B. A CAF will be incorporated in the FAPT-approved Case Action Form and
includes the following:
1.
2.
3.
4.
Description of family's and child's needs.
Listing of desired outcomes in quantifiable terms.
Service plan specifying who is to do what and how often.
Listing of providers and specific services from applicable providers with
begin dates, end dates, and costs for each service.
C. In the process of approving a CAF, FAPT shall –
1. Evaluate the child's risk to self, family, community, and school in
conjunction with the CANS.
2. Select the least restrictive service(s) necessary to alleviate the risk.
3. Ensure all placements involving special education students were approved
by PWC School Division's special education department based on the
student's IEP requirements.
4. Determine assessment of the monthly parental co-payment.
D. Foster Care Prevention.
1. Children meeting the eligibility criteria in paragraph IV of section X may
only access mandated funding for foster care prevention services under the
following conditions:
a.
There must be high risk of severe or irremediable harm to the child or
others, as described in the local risk evaluation guidelines, which places
25
CSA FOR AT RISK-YOUTH AND FAMILIES
LOCAL IMPLEMENTATION MANUAL
ADOPTED: 6/93
REVISED: 8/4/95; 2/21/01; 12/17/14
SECTION: X
the child at risk of foster care placement. OR
b. Conditions in the family could reasonably lead parents to request relief
of custody if services were not provided; and
1) The parents are willing to participate in services.
2) The child is at risk of removal from home and placement into foster
care within 6 months.
3) The goal for the family is to maintain the child in the home or in the
community if temporary out-of-home placement is necessary to
stabilize the family.
4) Services are necessary to the service plan and to the goal of
maintaining the child in his the child's current family and/or
community.
2. In order to access mandated foster care prevention funding for out-of-home
services, the following conditions must be met in addition to those in IV.C.1
or 2:
a. The risk factors to the child or others are not directly attributable to
parental behaviors/conditions. These cases should be referred to Child
Protective Services for risk assessment: If CPS determines that out-ofhome placement is necessary for the safety of the child, then custody
should transfer to DSS.
b. The parent shall attend FAPT and play an active role in presenting the
case.
c. The parent shall enter into a non-custodial foster care agreement (for
DSS cases) or a Parental Agreement (for non DSS cases) with lead
agency, and the outline of agreement has been negotiated prior to FAPT
staffing.
d. If proposed plan calls for placement in a regular foster home, lead
worker must contact DSS and assess availability of a home prior to the
FAPT staffing.
e. All less restrictive alternatives to out-of-home placement have been
explored, as assessed by FAPT.
f. For all placements involving special education students, the lead worker
shall coordinate with PWC School Division's special education
department for approval of placement prior to finalizing the service plan
to assure IEP requirements can be met by the out-of-home agency.
26
CSA FOR AT RISK-YOUTH AND FAMILIES
LOCAL IMPLEMENTATION MANUAL
REVISED: 8/4/95; 2/21/01; 12/17/14
ADOPTED: 6/93
SECTION: X
E. Whenever the CPMT determines a need to impose limitations on FAPT-approval
authority, benchmarks are established to provide heightened oversight. The
enactment of a services waiting list for non-mandated clients is a function of
enforcing program benchmarks while managing the needs for high cost services
that are being postponed until affordable. The following procedures shall take
effect when the residential placement benchmark is reached:
1. For new cases in which case workers are considering requesting a FAPTapproved residential service plan –
a. Case workers shall, prior to the FAPT presentation, complete
appropriate staffing within their agency for review.
1) If the internal agency staffing supports residential placement –
(a)
The applicable staffing level (i.e., team leader or supervisor)
signs the proposed service plan as "reviewed" and assists the
case worker with devising an interim service plan of
community-based services. Then, the case worker presents the
new case to FAPT for a final decision.
(b)
FAPT's options are –



agree with the need for residential services and
place youth on the residential waiting list and
approve or revise the recommended interim service plan , not
to exceed CPMT’s fiscal guidance.
OR

deny the request for residential services and devise an
alternative service plan, not to exceed CPMT’s fiscal
guidance.
2) If the internal agency staffing does not support residential placement –
(a)
(b)
The applicable staffing level (i.e., team leader or supervisor)
assists the case worker with devising a proposed communitybased service plan and signs the proposed service plan as
"reviewed".
Then, the case worker presents the new case to FAPT for a
final decision to approve the proposed service plan or a
different community-based service plan, not to exceed CPMT’s
fiscal guidance.
27
CSA FOR AT RISK-YOUTH AND FAMILIES
LOCAL IMPLEMENTATION MANUAL
ADOPTED: 6/93
SECTION: X
REVISED: 8/4/95; 1/16/02
b. The ARYFS UM Coordinator maintains the official waiting list.
1)
Additions to the waiting list are based on FAPT decisions as
stated on the Case Action Form.
2)
Placement on the waiting list will be in the order of FAPT
decision date, i.e., the case with the oldest decision date will be
listed first.
3)
Selections for residential placement of youth from the waiting list
will be in the order as listed applying the method of ‘first-in, firstout’. The ARYFS UM Coordinator is responsible for contacting
the applicable case manager to arrange for immediate residential
services. If the case manager determines residential services are
no longer needed, the ARYFS UM Coordinator removes the
youth from the waiting list and offers residential services to the
case manager for the next child on the waiting list.
2. For existing residential cases —
a. Case managers will —
1) If continuation of residential placement beyond the established
service plan end date is desired, the case manager must arrange for
the client and a residential treatment team representative to attend
the FAPT meeting. Attendance by the client is not expected if
determined by the case manager to be clinically inappropriate.
2) At the FAPT meeting, the residential treatment team representative
will provide the status of the client’s treatment and progress toward
discharge or step down.
b. FAPTs' authority related to reviews of existing residential cases remain
unchanged. However, approval of continued residential services
requires the existence of a discharge plan with a projected discharge
date.
28
CSA FOR AT RISK-YOUTH AND FAMILIES
LOCAL IMPLEMENTATION MANUAL
ADOPTED: 6/93
SECTION: X
REVISED: 1/20/95; 8/4/95; 1/16/02; 3/18/15
c. ARYFS UM Coordinator will —
1) Provide a monthly residential status report to the CPMT and
FAPTs.
2) The case manager will keep the ARYFS UM Coordinator
appropriately informed, as requested by the ARYFS UM
Coordinator regarding the following minimal information:
(a)
Why the youth continues to receive residential services.
(b)
What is being done to return the youth to the community as
soon as possible.
(c)
When to expect discharge or step-down treatment from the
residential facility.
IX. PROCEDURES FOR REFERRING YOUTH AND FAMILIES TO
COMMUNITY AGENCIES AND RESOURCES IN ACCORDANCE WITH
INDIVIDUAL FAMILY PLANS (§2.1-754.4)
A. All Family Assessment and Planning Team (FAPT) members will have the
authority to mobilize services within their respective agencies based on
presentations made by an agency case worker.
B. Following the finalization of the Individual Family Service Plan (IFSP) (§2.1754.6) by the FAPT, service responsibilities of the identified agencies, as well as
specific agency representatives and their phone numbers will be made available to
all team members and the family or guardian within three (3) days.
1. Family participation in all aspects of assessment, planning and
implementation of ARYFS-funded services is required. “Family” is defined
to include birth families, adoptive families, foster families, adults acting in the
role of parent, and households in which the child resides with a legal guardian.
2. The person responsible for seeing that the IFSP is fulfilled shall be a
professional staff member of the lead human service public agency, as
determined by the FAPT. The IFSP is contained in the ARYFS Case Action
Form (CAF).
C. FAPT members will be responsible for complying with state and local service
planning development criteria.
29
CSA FOR AT RISK-YOUTH AND FAMILIES
LOCAL IMPLEMENTATION MANUAL
X.
ADOPTED: 9-15-95
SECTION: X
REVISED: 3/21/01, 6/7/02, 7/16/08, 4/15/09, 4/21/10, 3/21/12; 3/18/15
ARYFS CASE MANAGER'S RESPONSIBILITIES
A. Prior to scheduling a client case for a FAPT meeting, the agency Case Manager
case worker shall have utilized any appropriate and available public and private
sector services from the local community. For all that was done, document what
was tried.
B. After exhausting community and family resources, the FAPT-designated Case
Manager is responsible for implementing the provisions of the FAPT-approved
CAF.
1. The Case Manager makes referrals and secures the appropriate services in
accordance with the CAF.
2. If the CAF includes a purchase of services from a provider, the Case Manager
uses the CAF to confer with the provider to review the needs of the family, to
identify the specific type and frequency of services needed to address those
needs, and to delineate the desired outcomes as identified by the FAPT.
a. The Case Manager also works with the provider to develop both a crisis
intervention plan and a transition / discharge plan. The Case Manager
promotes an expectation for the achievement of the client’s and family’s
therapeutic goals safely by the earliest possible date.
b. The Case Manager consults with providers on an on-going basis to keep
informed of case progress, to monitor the services and ensure that services
comply with the CAF, and to coordinate and modify the service plan as
needed. Ongoing facilitation of the case is achieved through participation
with the provider’s monthly treatment team meetings for the client, review
of monthly treatment summaries, and weekly-to-monthly utilization
reviews of the client/family treatment services. Consultation with ARYFS
Utilization Management Coordinators is available throughout the course
of the CAF services, as needed.
3. The Case Manager maintains a case file in accordance with the agency's
requirements. The state Office of Comprehensive Services may audit files to
ensure Case Managers have required CSA documentation, as follows:
a. Required CSA case documents in the agency case file to include:
Assessments (specifically CANS), consent to release information, the
CSA Prep and Case Action Forms, Case Action Revision forms, crisis
intervention plan, discharge plans, progress reports from providers,
schools, probation, etc.
b. Forms that need to be included on a case-by-case basis are: Student
School Requirement form for placement outside the school district, noncustodial foster care or parental agreements, Parental Co-pay form, Case
Manager Placement Verification, and agency director’s approval for initial
residential placements.
30
CSA FOR AT RISK-YOUTH AND FAMILIES
LOCAL IMPLEMENTATION MANUAL
ADOPTED: 9-15-95
SECTION: X
REVISED: 3/21/01, 6/7/02, 7/16/08, 4/15/09, 4/21/10, 3/21/12; 3/18/15
C. PRE-FAPT DUTIES: The Case Manager is responsible for coordinating FAPT
reviews as needed to request or extend services or as required by the FAPT or by
order of the court. State law requires that treatment services be delivered to youth
in ‘the least-restrictive environment’. Considerations for child, family, and
community safety are addressed in the CAF. General values include preventing
placements in foster care, keeping families together, and strengthening families
and children so they can function independently of public sector interventions and
services.
1. The Case Manager schedules the case for a FAPT meeting and notifies the
family, service provider, and any other participants of the time and location of
the meeting.
2. The Case Manager prepares the appropriate paperwork to include a pre-FAPT
form, the Consent to Exchange Information form, an assessment (i.e., CANS),
a Parental Co-pay form, the latest provider’s progress report, and any other
required forms and submits such paperwork a week prior to the FAPT
meeting.
a. For all placements involving special education students, the case manager
shall coordinate with PWC School Division's special education
department for approval of placement prior to finalizing the service plan.
This assures that IEP requirements can be met by the out-of-home agency,
per state special education regulations.
b. FAPT prep forms and accompanying vendor’s reports are faxed to CSU
one week prior to the FAPT meeting. Under extenuating circumstances,
case managers may coordinate with their FAPT agency representative to
have prep forms delivered to the FAPT no later than 9:00 a.m. on the day
of the FAPT meeting.
3. Family Engagement.
a. The Case Manager explains the FAPT process, the information and reports
to be shared at the FAPT, and the proposed service plan, if any, with the
family at least 48 hours prior to the scheduled meeting to ensure
understanding and informed participation. Child and parent/guardian
attendance is required, as appropriate. Provider participation at FAPT is
expected.
b. The Case Manager and family attend the FAPT meeting and present the
case using the FAPT presentation format.
c. Finalizing a FAPT-approved CAF requires the presence of parent /
guardian to participate in the meeting. Therefore, case managers need to
ensure their attendance at, and involvement in, FAPT meetings unless
legal restrictions or extenuating circumstances exist. Under extenuating
circumstances, use of a telephonic conference is an acceptable last resort
option.
31
CSA FOR AT RISK-YOUTH AND FAMILIES
LOCAL IMPLEMENTATION MANUAL
ADOPTED: 9-15-95
SECTION: X
REVISED: 3/21/01, 6/7/02, 7/16/08, 4/15/09, 4/21/10, 3/21/12; 3/18/15
D. RESIDENTIAL & GROUP HOME PLACEMENT CONSIDERATIONS:
1. Prior the proposing an initial placement in a residential/group home facility,
Case Managers shall –
a. Secure approval from their agency director for this level of care, and then
b. Inform the UM Coordinator for residential services of plans to begin
residential services.
2. Whenever a Case Manager sought group home services for a client, decisions
by the FAPT will undergo a semiannual review by the PWC CSA Joint
Admissions Review Committee (JARC) to assess compliance with procedures
to maximize use of local group home facilities based on needs of the client
and capabilities of available services.
a. JARC is a public / private partnership between PWC ARYFS and
representatives of local providers: Youth for Tomorrow, Turning Point of
Boys, JERU, and a nonresidential community-based agency. The full
Committee includes members of the Admin Team.
b. Semiannual JARC reviews occur during the January and July meetings of
the Admin Team. Results are provided at the next meeting of the CPMT.
c. The PWC ARYFS office coordinates the attendance of JARC members to
attend the applicable Admin Team meeting.
d. The semiannual JARC meeting begins with a review of the clients’ needs,
the proposed service plan, and the FAPT-approved CAF by JARC
members to determine compliance by case managers and FAPTs to
appropriately maximize local resources in accordance with CSA policies.
3. All out-of-home placements will follow the pre & post discharge planning
policy in subsection K below.
4. In accordance with Section X, paragraph VII.E. of local ARYFS policy, when
residential placements exceed the benchmark and the Case Manager's
recommendation is for residential placement or for an extension of residential
placement, the Case Manager refers the case to the Utilization Management
Coordinator at the time of scheduling the FAPT meeting and/or three weeks
prior to the FAPT for the purpose of utilization management. The Utilization
Management Coordinator reviews the pre-FAPT forms, clinical
documentation, and family treatment progress, respectively, with the Case
Manager, provider, and parent/guardian in order to supplement documentation
for the FAPT’s consideration when developing the IFSP.
5. Whenever a Case Manager plans to transfer a Special Education client from
one out-of-home residence to another, an updated Special Education Form
must be submitted to PWC School’s SPED department for approval prior to
the placement to ensure compliance with State Special Education regulations.
E. FOSTER CARE PREVENTION and for RESIDENTIAL PLACEMENT: If
a FAPT approves the case for residential placement and determines that the case
is mandated as foster care prevention, the following actions are taken based on
whether the case will be managed by a DSS or a non-DSS case manager:
32
CSA FOR AT RISK-YOUTH AND FAMILIES
LOCAL IMPLEMENTATION MANUAL
ADOPTED: 9-15-95
SECTION: X
REVISED: 3/21/01, 6/7/02, 7/16/08, 4/15/09, 4/21/10, 3/21/12; 3/18/15
1. For DSS managed cases:
a. Case Manager meets with the family to complete the Non Custodial Foster
Care Agreement (NCFCA) and forwards the paperwork to the Department
of Social Service's Foster Care / Adoption Team Leader.
b. NCFCA cases are synonymous with traditional foster care and subject to
DCSE services.
c. The Case Manager submits the foster care plan to the court within 60 days
of parent signing the Non-Custodial Foster Care Agreement.
d. Case Manager attends Court hearing within 75 days of placement to
review the plan.
e. A Foster Care Review Hearing is held within 6 months of the 75 day
hearing and then a Permanency Planning Hearing is held within 5 months
of the foster care review hearing.
2. For non-DSS managed cases:
a Case Manager meets with the family to complete the Parental Agreement.
b The Parental Agreement is a voluntary agreement between the parents and
the case managing agency.
c The Parental Agreement is in effect until whichever of the following
occurs first:
 The “period not to exceed” date on the first page under
“PLACEMENT AUTHORITY” is reached and not updated.
 The child is discharged from the residential facility.
 The signing parties invoke their rights under “CONDITIONS FOR
TERMINATION OF AGREEMENT”
 The parents relocate outside of PWC.
F. MEDICAID: Clients are automatically Medicaid-eligible after a 30-day stay in a
Medicaid-funded facility. The PWC DSS ARYFS web site has a list of all CSA
providers and denotes which providers offer Medicaid-funded programs.
Medicaid services are deemed excellent treatment placements due to the high
level of clinical standards and quality assurances under which they are regulated.
1. When the CAF provides for placement in a Medicaid-approved residential
facility, the Case Manager prepares the necessary paperwork to include the
Certificate of Need to access Medicaid funding to support the CSA placement.
a. The Case Manager coordinates with FAPT members and an independent
physician to sign the Certificate of Need for residential services.
b. Medicaid placements require coordination with the ARYFS Program
Manager for CPMT signature on the Medicaid rate certification for the
facility.
c. Case Manager provides the prepared paperwork to the residential facility.
2. Case Manager monitors monthly payments and eligibility requirements for
client.
G. APPEALS: : If the parent(s) disagrees with the CAF and wants to appeal the
FAPT decision, the Case Manager informs the parent(s) that they must submit a
written request to the ARYFS Program Manager within 10 work days after the
FAPT
33
CSA FOR AT RISK-YOUTH AND FAMILIES
LOCAL IMPLEMENTATION MANUAL
ADOPTED: 9-15-95
SECTION: X
REVISED: 3/21/01, 6/7/02, 7/16/08, 4/15/09, 4/21/10, 3/21/12; 3/18/15
meeting. Upon receipt of the appeal request, the ARYFS Program Manager will
contact the Case Manager and the FAPT Chair to schedule a review of the case by
the CPMT. The Case Manager coordinates with the family to attend the CPMT
meeting, briefs the family on the CPMT process and what to expect, prepares the
appropriate paperwork, and presents the case before the CPMT.
H. UTILIZATION MANAGEMENT (UM) COORDINATOR and INTENSIVE
CARE COORDINATOR (ICC) ASSISTANCE:
1 The positions of UM Coordinator and availability of ICC services shall be
established by the ARYFS office. ICC services shall be made available
through established contracting procedures for pre-approval of CSA-funded
services. The positions of UM Coordinator and ICC exist as a partnership to
support Case Managers with FAPT-approved services based on the
circumstances of the case.
2. Assignment of ICC services by a provider is determined by a FAPT when
finalizing a service plan.
a. The ICC works closely with the Case Manager and family as a partnership
in developing solutions that use natural supports and resources.
b. All ICC actions will be included in the case manager’s presentation to
FAPTs.
3. UM Coordinators from the ARYFS office specialize as one for residential cases
and the other for nonresidential cases to include SPED-related services. The
focus of UM Coordinators is to maximize the effectiveness and efficiency of
PWC’s ARYFS program related to service planning, coordination, approval, and
delivery for all FAPT-approved cases.
I. REVISIONS to CASE ACTION PLANS:
1. If a decrease in funding is warranted, the Case Manager completes a Case
Action Revision form with the explanation for the change of service. The
original CAF is attached, and the Case Action Revision is reviewed by FAPT
to determine approval.
2. If a new provider is needed, Case Manager completes a new FAPT process.
Revision forms are used only as attachments to existing CAFs, not for
establishing new provider accounts.
J. FOLLOW-UP FAPT DUTIES: If services for client / family are necessary
beyond the existing CAF, the Case Manager:
1. Schedules a follow-up FAPT meeting to occur at least two weeks prior to the
existing CAF's service end dates. Follow-up meetings are held with the same
FAPT that the CAF was developed.
2. Uses applicable procedures to prepare for the follow-up FAPT meeting as
stated in the section above for PRE-FAPT DUTIES.
3. Informs FAPT and UM Coordinator what goals are expected to be achieved
prior to client’s discharge.
a. Planning for the least-restrictive therapy environment is continually
assessed throughout the client’s participation in CSA-funded services.
34
CSA FOR AT RISK-YOUTH AND FAMILIES
LOCAL IMPLEMENTATION MANUAL
ADOPTED: 9-15-95
SECTION: X
REVISED: 3/21/01, 6/7/02, 7/16/08, 4/15/09, 4/21/10, 3/21/12; 3/18/15
b. Appropriate community resources for the client and family, whether free
of charge or fee-for-service, need to be identified and assigned for
discharge planning well in advance of provider’s discharge date.
K. CASE CLOSURE:
1. Case Manager fills out ARYFS Case Closure Form and a final CANS once
the client completes or terminates from a course of treatment with any vendor.
Forward these forms to UM Coordinator within 2 weeks after treatment
termination. This assists in the assessment of provider services for quality
assurance purposes.
2. If same client is continuing treatment with other provider(s), Case Manager
continues provision of CSA procedures according to aforementioned policy.
L. RESIDENTIAL PLACEMENT PRE & POST DISCHARGE PLANNING:
For cases deemed appropriate by a FAPT to receive residential services, Case
Managers and FAPTs will implement pre & post discharge planning requirements
after placement so that these children are discharged into a lesser restrictive
setting as soon as practicable. Pre & post discharge planning is a standardized
process for children placed in residential facilities. The intent is to make sure
residential placements routinely receive appropriate care and attention essential to
ensuring that children are always in the least restrictive setting possible. The pre
& post discharge plan is completed by the Case Manager in collaboration with
‘plan participants’ (described below) and staffed with the ARYFS UM
Coordinator within 45 calendar days after placement. Additional Case Manager
reviews with the ARYFS UM Coordinator are conducted within 45 calendar days
after subsequent FAPT approvals for continuation of residential services.
1. Basic elements to a Pre & Post Discharge Plan:
a. Plan participants:
(1) Parents / Legal Guardian
(2) Child
(3) Case Manager
(4) School Representative. The Case Manager responsible for providing
PWC public school contact information to parents, as follows:
(a) For special education clients: PWC School’s special education
central office representative.
(b) For non special education clients: base school representative.
(5) Residential facility’s case manager & treatment team
(6) Others, as applicable: extended family members, other involved
agencies’ staffs, GAL, CASA, etc.
b. Anticipated discharge date: This date is decided by the Case Manager as a
part of finalizing the service/treatment plan with the residential facility’s
case manager and the ‘plan participants’.
c. Service plan: A detailed plan for treating both the youth and family and
designed to support the discharge date as follows:
(1) Identifies treatment needs and the specific service per need;
(2) Specifies service and/or treatment frequency (daily, weekly, etc.) and
duration (hrs per event);
35
CSA FOR AT RISK-YOUTH AND FAMILIES
LOCAL IMPLEMENTATION MANUAL
ADOPTED: 9-15-95
SECTION: X
REVISED: 3/21/01, 6/7/02, 7/16/08, 4/15/09, 4/21/10, 3/21/12; 3/18/15
(3) Includes education plan;
(4) Lists measurable outcomes to be achieved by the youth and family
and what is to be accomplished by the end of treatment plan date(s);
(5) Delineates responsibilities and actions of each ‘plan participant’;
(6) Establishes monthly treatment plan review requirements by the ‘plan
participants’.
d. Post discharge actions, as applicable:
(1) Living arrangement for the youth (with whom and where)
(2) Post discharge services for the youth and family as follows:
(a) Educational
(b) Medical
(c) Legal, i.e., probation, foster care court, etc.
(d) Psychological
(e) Familial
2. Pre & post discharge planning activities are as follows:
a. FAPT meetings:
(1) Initial FAPT meeting authorizing residential services.
(2) Subsequent FAPT meetings to review the pre & post discharge plan
and to determine what services to authorize. The second FAPT
meeting is 60 days after placement to review progress, compliance
with service plan, and the quality of the discharge plan. After that, the
duration between FAPT meetings is four months or less.
b. Finalizing the pre & post discharge plan:
(1) Within 30 calendar days after placement, the Case Manager
completes coordination with the residential facility’s case manager and
treatment team to ensure service and discharge plans for the youth
and family are understood by the clients. The discharge plan provides
specific services needed to facilitate an early discharge and the stepdown services that should be provided after discharge.
(2) With each month of placement, the Case Manager ensures that the
service and discharge plans used by the residential treatment team are
updated and further refined.
(a) By the end of the second month in placement, an interim FAPT
meeting is held to review progress, compliance, cooperation, and
the discharge plan.
(b) For all FAPT meetings, the most recent residential service and
discharge plans are reviewed.
c. Determining application of Pre Discharge Assistance Services. Pre
Discharge Assistance Services have the following purposes:
 Reduce length-of-stay, and
 Facilitate transition of clients to community services.
(1) Not later than the 90th day after placement, the Case Manager
convenes an assessment meeting to accomplish the following:
(a) Define the treatment needs for the child and family that supports
the earliest possible discharge.
36
CSA FOR AT RISK-YOUTH AND FAMILIES
LOCAL IMPLEMENTATION MANUAL
ADOPTED: 9-15-95
SECTION: X
REVISED: 3/21/01, 6/7/02, 7/16/08, 4/15/09, 4/21/10, 3/21/12; 3/18/15
(b) Determine a revised discharge date that all agree will become the
“targeted” discharge date.
(c) Decide if the addition of a community-based provider will improve
the chance of returning the child to the community before the
“targeted” discharge date.
(2) If the “targeted” discharge date is more than a total of eight months of
residential services, use this assessment meeting to decide –
(a) The appropriateness of pre discharge assistance services, and
(b) Which community-based provider is best suited to provide pre
discharge assistance services. A critical determinant in the
selection of a community-based provider is the agreement of the
residential treatment team. If the residential treatment team can
explain potential problems related to a community-based provider,
pursue finding an alternative.
(3) The Case Manager uses normal procedures to secure FAPT approval
of the desired community-based provider.
(4) The community-based provider works for the Case Manager to
provide the services that will enable discharging prior to the “targeted”
discharge date.
(a) The expectation is the community-based provider will reduce
length-of-stay by at least one month and continue to serve the child
and family to ensure a successful return to and stay in the
community.
(b) The community-based provider’s services are predominately with
the family and child within our community. Visits with the
residential treatment team and in support of their family counseling
sessions will account for the least amount of service/treatment time
provided.
d. Pre & post discharge plan reviews: The Case Manager coordinates with
‘plan participants’ to conduct monthly reviews of youth and family’s
progress to accomplish outcomes of the service and discharge plans.
These reviews also help to determine what changes are needed to improve
those plans. For families not engaging in their prescribed treatment plans,
possible options for the Case Managers are:
(1) Meet with the parents to address the issue;
(2) Initiate a clinical assessment of the parents;
(3 Seek court action;
(4) Discontinue funding for services;
(5) Schedule another FAPT meeting;
e. Case Manager and UM Coordinator consultation: The Case Manager is
required to inform the UM Coordinator on the status of residential
placements as follows:
(1) No later than 45 calendar days after the following events:
(a) After initial placement of the child into the residential facility;
37
CSA FOR AT RISK-YOUTH AND FAMILIES
LOCAL IMPLEMENTATION MANUAL
ADOPTED: 9-15-95
SECTION: X
REVISED: 3/21/01, 6/7/02, 7/16/08, 4/15/09, 4/21/10, 3/21/12; 3/18/15
(b) After each FAPT meeting that approved a continuation of
residential services.
(2) The UM Coordinator is responsible for instilling quality assurance in
all residential service plans. Reviews of a child’s pre & post discharge
plan with Case Managers increase case management effectiveness and
identifies ways for the UM Coordinator to assist with pre & post
discharge planning.
3. Whenever continued residential services need to be requested for FAPT
approval, the Case Manager will include the pre & post discharge plan in their
presentation to the FAPT (the monthly progress report from the treatment
facility will suffice so long as the ‘basic elements’ in section L.(1) above are
addressed); otherwise, FAPTs are not authorized to approve funding for
continuation of residential services.
4. Preparation for and implementation of post discharge actions.
a The objective of preparing for discharge is to have step-down services
ready to start upon discharge, which may require certain transitional
services to begin before discharge.
b The Case Manager arranges for step-down service provider(s) to
coordinate with the current residential facility case manager to finalize
appropriate post-discharge services. If the step-down service is another
residential placement, pre & post discharge planning requirements
continue until the child is discharged to return home.
c Pre & post discharge planning requirements stop when each of the
following occurs:
(1) Residential placement services end and
(2) The child starts community based services and
(3) The Case Manager informs the UM Coordinator of the discharge.
XI. PROCEDURES FOR THE FAMILY ASSESSMENT AND PLANNING
TEAM TO RECOMMEND TO THE COMMUNITY POLICY AND
MANAGEMENT TEAM EXPENDITURES FROM THE LOCAL STATE
FUNDS POOL ALLOCATION (§2.2-5211)
The Community Policy and Management Team is provided a monthly summary
of pool expenditures by the ARYFS Program Manager.
XII. PROCEDURES FOR THE REFERRING AGENCY TO OBTAIN CONSENT
TO EXCHANGE CLIENT INFORMATION AND TO PROVIDE FOR THE
PROMPT RELEASE OF RECORDS TO THE FAMILY ASSESSMENT AND
PLANNING TEAM AND FOR ENSURING THE CONFIDENTIALITY OF
PROCEEDINGS (§2.2-5210)
The Prince William County Family Assessment and Planning Teams (FAPTs)
endorse the use of the Uniform Consent to Exchange Information and the
Interagency Consent to Release Confidential Information for Alcohol and Drug
Patients Forms.
38
CSA FOR AT RISK-YOUTH AND FAMILIES
LOCAL IMPLEMENTATION MANUAL
ADOPTED: 6/93
SECTION: XI
REVISED: 1/20/95; 4/15/09; 9/16/15
ADMINISTRATIVE & FINANCIAL POLICES & PROCEDURES
I.
PROCEDURES FOR QUALITY ASSURANCE AND ACCOUNTABILITY
FOR PROGRAM UTILIZATION AND FUNDS MANAGEMENT (§ 2.1-752.5)
A. Accounting
1. CSA funds will be budgeted under the At-Risk Youth and Family Services
(ARYFS) program in the Department of Social Services (DSS) budget.
2. DSS shall maintain unique fund codes for -a. ARYFS pool moneys;
b. Mandated and non-mandated activities.
B. Budget Development
1. The ARYFS Program Manager and the DSS Administrative Division Chief
will work with the Office of Management and Budget (OMB) to prepare an
annual budget in accordance with procedures issued by the Office of
Executive Management (OEM).
2. Once the budget has been developed, the ARYFS Program Manager will
present the budget to CPMT for review/approval.
3. Due to the narrow time frames involved in developing and presenting a
budget to OMB, the base budget may be approved by the BOCS prior to
being reviewed by the CPMT. If such were to occur, DSS will work with
the ARYFS Program Manager and CPMT to amend the budget as needed.
4. Budget amendments and resolutions will be prepared by DSS in cooperation
with the ARYFS Program Manager. DSS will submit said adjustments to the
BOCS.
C. Budget Execution
1. The budget will be jointly monitored by DSS and the Administrative Team
with the DSS Director’s knowledge and input. A status report will be
presented to the CPMT by ARYFS Program Manager at regularly scheduled
meetings. Reports will include:
a. Revenues and expenditures to date for the mandated and non mandated
populations.
b. Summary of expenditure authorizations for each FAPT-approved Case
Action Form (CAF) for which the CPMT designated representative
approved funding.
2. To be allocated by the CPMT
a. Annual budgets will include allocations per service category.
b. CPMT delegates authority to ARYFS staff (Program Manager, UM
Coordinators) to determine appropriate funding of each CAF when
39
CSA FOR AT RISK-YOUTH AND FAMILIES
LOCAL IMPLEMENTATION MANUAL
ADOPTED: 6/93
SECTION: XI
REVISED: 1/20/95; 4/15/09; 9/16/15
finalized by a FAPT. ARYFS staff will present a summary of
expenditure authorizations for each FAPT-approved CAF for CPMT
review.
3. Performance measures to be reported upon annually to OEM as part of the
DSS phase one budget submission. Results will be provided to the CPMT
by the ARYFS Program Manager for review.
D Reporting to state CSA office
1. Based on information provided by local financial records, ARYFS staff will
prepare for the CPMT Chairperson’s signature of pool allocation plan.
2. The Accounting Office, PWC Finance Department, will prepare for the
CPMT Chairperson’s signature
3. The ARYFS staff submits pool reimbursement requests to the Fiscal Agent
appointed by PWC BOCS (§ 2.2-5204) via DSS finance office for final
approval and submission to the State CSA office.
II. PROCEDURES TO MANAGE FUNDS IN THE INTERAGENCY BUDGET
ALLOCATED TO THE COMMUNITY FROM THE STATE FUNDS POOL,
THE TRUST FUND, AND ANY OTHER SOURCE (§ 2.2-5206.8)
A. Source of Funding
Each allocation to the community, whether it be State Pool Funds, the Trust
Funds, or any other source restricted as to its use, shall be accounted for in
separate fund codes.
B. Budgetary Control
1. Budgetary control to disburse, expend, encumber and transfer funds shall be
at the fund and sub-object code level.
2. Existing agency forms will be incorporated into the County numbering
system, until revisions/replacements are suggested.
3. The payment process will follow normal County operating policy.
C. Service Agreements
1. Each provider, public or private, shall be awarded a service agreement.
2. Each service agreement shall be authorized by the CPMT Chair or its
designee.
3. Each service agreement shall be monitored by the ARYFS office or its
designated contract manager.
4. Payment under each service agreement shall be paid in accordance with an
approved purchase order.
40
CSA FOR AT RISK-YOUTH AND FAMILIES
LOCAL IMPLEMENTATION MANUAL
ADOPTED: 6/93
SECTION: XI
REVISED: 1/20/95; 4/15/09; 9/16/15
D. Encumbrances
1. CPMT delegates authority to ARYFS staff (Program Manager, UM
Coordinators) to authorize encumbrances, and to increase or decrease
encumbering documents, using the FAPT Case Action Form (CAF).
a. The case manager shall issue a FAPT-approved CAF to the provider
for each FAPT authorization of services. The ARYFS office will
forward a finalized CAF to providers. Accordingly, their invoices
shall not exceed the amount and duration of services specified on the
CAF.
b. If CPMT, DSS finance, Administrative Team, the ARYFS Program
Manager or UM Coordinator discovers a legal, state, or county policy
or computational error in the FAPT action to award, increase or
decrease, an encumbrance, and the error impacts the validity or
amount of the encumbrance, the ARYFS Program Manager shall
coordinate with DSS Administrative Division Chief to send a notice to
the family, agency, case manager, and FAPT Chair informing them of
the error, requesting a correction and providing a 14-day notice to
terminate funding.
c. The action to terminate funding or change the encumbrance based on
the error may be appealed to CPMT by the client’s legal guardian.
d. The ARYFS office will ensure applicable service plans and purchase
orders comply with the action to terminate or change the encumbrance.
2. ARYFS shall use the following procedures to resolve funding of services
that are not encumbered according to provisions of this section.
a. Upon receipt of an invoice for services not in compliance with an
approved service plan, the ARYFS office informs the applicable
agency director, case manager and case manager’s agency fiscal
officer to arrange payment using agency funds.
b. The standard rule is agencies that issue purchase of service orders or
otherwise enter into purchase agreements with providers without an
using established ARYFS encumbrance processe shall be responsible
for funding the cost of such services.
c. However, if the agency believes circumstances justify an exception to
the standard rule, the agency director shall seek consideration from the
CPMT to authorize use of CSA funds. If the CPMT –
1) Agrees that an exception is justified, the CPMT shall direct the
ARYFS office to create a purchase order to encumber the funds
and to complete processing of the invoice for payment.
2) Disagrees with the request for an exception, the agency remains
fiscally responsible for payment of the invoice.
41
CSA FOR AT RISK-YOUTH AND FAMILIES
LOCAL IMPLEMENTATION MANUAL
ADOPTED: 6/93
REVISED: 1/20/95; 4/15/09; 9/16/15; 12/2/15
SECTION: XI
E. Parental Financial Contributions
1. Under the authority of Virginia Code §2.2-5206 and §2.2-5208, for all
children funded by state CSA funds, a financial contribution shall be
assessed and collected from parents and legal guardians for applicable
reimbursement of service costs.
2. Parents or legal guardians of children funded for services contained on an
Individualized Education Plan (IEP) are exempt from the parental
contribution requirement for those services, per CSA policy manual.
3. Parents or legal guardians of children funded for intensive crisis
stabilization services are exempt from the parental contribution requirement
for those services.
4. For all children in Department of Social Services custody, or in noncustodial foster care, and receiving out-of-home services, a parental
contribution shall be assessed and collected by the Division of Child
Support Enforcement based on Virginia Code §63.2-Chapter 19.
5. For all other children receiving CSA-funded services, a monthly parental
financial contribution (i.e., co-pay) shall be assessed by the case manager
and reviewed by FAPT using local guidelines to finalize the monthly co-pay
amount. Monthly co-pay toward the cost of services shall be assessed based
on an approved Case Action Form of services to be provided and on the
family’s gross income.
a. Prior to presenting the case to the FAPT, the parent(s)/legal
guardian(s) will provide a signed income statement by completing the
CSA Parental Contribution Assessment Worksheet.
1) Wages will be documented by three recent pay stubs or by the
most recent federal income tax submission or an employer issued
form W-2. The Case Manager for the family will present the
original copy of the completed CSA Parental Contribution
Assessment Worksheet to the FAPT.
2) The monthly co-pay amount on the Worksheet is determined by
using an adjusted sliding scale from the Virginia Dept. of
Health’s “Regulations Governing Eligibility Standards and
Charges for Health Care Services to Individuals” 12VACS5-200,
for northern Virginia. The adjustment is to the “% Charge”
amounts for each level “B” thru “G” so that increases to each
level is in increments of 5%, as follows: B: 5%; C: 10%; D:
15%; E: 20%; F: 25%; G: 30%. Use the following website for
the latest version of the VDA sliding fee scale
(www.vda.virginia.gov/pdfdocs/VDAPovertySlidingFeeScaleNV
.pdf).
42
CSA FOR AT RISK-YOUTH AND FAMILIES
LOCAL IMPLEMENTATION MANUAL
ADOPTED: 6/93
REVISED: 1/20/95; 4/15/09; 9/16/15; 12/2/15
SECTION: XI
b. Based on the services listed on the Case Action Form (Non-residential
or Residential), the FAPT determines the expected monthly co-pay as
follows:
1) Use the adjusted VDA sliding fee scale (see ¶ 5.a.2) above) to
find the applicable percent based on family size and gross
income.
2) Determine the monthly co-pay assessment based on total services
approved on the Case Action Form.
3) If the assessed amount will cause financial hardship for the
family, finalize the monthly co-pay based on the family’s ability
to pay. Use the completed Financial Expenses Worksheet that
itemizes family expenses to justify changes.
4) The agreed upon monthly co-pay amount is entered on the Case
Action Form for all attendees to sign.
c. When service plans change at following FAPT meetings, the co-pay
amount is reassessed.
d. A parent who wishes to appeal the parental co-pay obligation will
notify the ARYFS Program Manager in writing within 30 days of the
date of the Case Action Form annotated with the co-payment amount
established during the FAPT meeting. Written notification must
include the reason for the request, along with the supporting
documentation of hardship. The ARYFS Program Manager will
review the request. If an amicable agreement cannot be met prior to
the next CPMT meeting, the parent will present his/her request to the
CPMT. Final determination will be made by the CPMT.
e. Whenever a change in a family’s financial status would cause financial
hardship, the case manager may coordinate with the ARYFS Program
Manager or UM Coordinators to determine what adjustment (if
needed) should be made to the monthly co-pay bill until the next
FAPT meeting.
6. The ARYFS staff has responsibility for billing and collection of parental
contributions.
a. Parents of children receiving CSA-funded out-of-home placement
services who receive Supplemental Security Income (SSI), Social
Security (SSA) or other moneys on behalf of the child will be
instructed that they are required to immediately inform the source of
the moneys of the child’s change in residence.
b. The monthly co-pay bills are sent to parents upon receipt of provider
invoices by the ARYFS office for services provided. Payment is
expected within 30 days after mailing of the co-pay bill.
c. When an account is 60 days in arrears, the family is notified that their
account will be submitted to the Commonwealth’s debt set-off office if
the account becomes 90 day in arrears. The case manager will also
receive this information.
43
CSA FOR AT RISK-YOUTH AND FAMILIES
LOCAL IMPLEMENTATION MANUAL
ADOPTED: 6/93
SECTION: XI
REVISED: 1/20/95; 4/15/09; 9/16/15
d. Accounts with no payments received for 90 or more days are turned
over to the Commonwealth’s debt set-off office for collection.
Notification of this action is provided to the family and case manager.
7. The Administrative Team shall have the authority to promulgate necessary
procedures, forms, and notices to implement this policy.
8. Following the transfer of a delinquent account to the Commonwealth’s debt
set-off office, CPMT may authorize the discontinuation of services if
parental co-pay requirements are not met.
III. PROCEDURES TO AUTHORIZE AND MONITOR THE EXPENDITURE
OF FUNDS BY EACH FAMILY ASSESSMENT AND PLANNING TEAM (§
2.2-5206.9)
A. Payment Authorization
1. Each invoice, warrant register or other request for payment shall be paid
against an approved purchase order.
2. All requests for payments will be handled in accordance with normal
disbursing procedures.
B. Expenditure Monitoring
1. CPMT delegates authority to ARYFS staff (Program, UM Coordinators) to
determine appropriate funding of each CAF when finalized by a FAPT.
ARYFS staff will present a summary of expenditure authorizations for each
FAPT-approved CAF for CPMT review.
2. During a CPMT meeting, a summary of expenditure authorizations for each
FAPT-approved Case Action Form (CAF) for which the CPMT designated
representative approved funding is presented for CPMT review to monitor
the process of expenditure authorizations.
IV. PROCEDURES FOR DEVELOPING AN ANNUAL COST ALLOCATION
PLAN: INCLUDING ESTIMATING, TO THE BEST OF THE ABILITY OF
THE COMMUNITY POLICY AND MANAGEMENT TEAM, THE NUMBER
OF CHILDREN AND ASSOCIATED EXPENSES FOR WHOM SPECIAL
EDUCATION AND FOSTER CARE SERVICES WILL BE REQUIRED TO
MEET RELEVANT FEDERAL MANDATES (§ 2.2-5211.C)
A. The ARYFS Program Manager will annually coordinate with DSS Administrative
Division Chief and Administrative Team in order to provide all necessary
information to the CPMT to finalize a proposed annual program budget. The
proposed annual program budget is submitted by DSS through OEM to be
presented to the Board of County Supervisors for adoption.
B. Based on the information provided to the CMPT and the input from OEM, the
CPMT will set the allocations for the coming fiscal year.
44
CSA FOR AT RISK-YOUTH AND FAMILIES
LOCAL IMPLEMENTATION MANUAL
ADOPTED: 6/93
SECTION: XI
REVISED: 1/20/95; 4/15/09; 9/16/15
V. PROCEDURES FOR AUTHORIZATION TO SUBMIT GRANT
PROPOSALS TO THE STATE TRUST FUND AND TO ENTER INTO
CONTRACTS FOR THE PROVISION OF OPERATION OF SERVICES,
INCLUDING A PROCESS FOR RECEIVING APPROVAL FROM THE
PARTICIPATING GOVERNING BODIES (§ 2.2-5206.10)
A. Strategic Plan: Meet the goals of the Prince William County Strategic Plan where
applicable.
B. Philosophy: Shall be consistent with section II regarding Intent, Purpose, Vision,
Mission, Motto, and Program Goals.
C. Budgeting: To be prepared in accordance with procedures established by OMB.
D. Grant Proposal Submissions
1. Shall be presented to CPMT for endorsement.
2. Shall be presented to the Board of County Supervisors in the form of a
resolution.
3. Shall be authorized by the Board of County Supervisors prior to submission.
E. Grant awards shall be accepted, budgeted, and appropriated by the Board of
County Supervisors.
VI. PROCEDURES FOR OBTAINING BIDS ON THE DEVELOPMENT OF
NEW SERVICES (§ 2.2-5206.7)
Prince William County Purchasing Regulations shall apply.
45
CSA FOR AT RISK-YOUTH AND FAMILIES
LOCAL IMPLEMENTATION MANUAL
ADOPTED: 6/93
SECTION: XII
REVISED: 1/2/94; 4/15/09; 9/16/15
APPEAL PROCESS FOR CHILDERN AND FAMILIES
I.
BASICS
A. WHO MAY FILE? Any parent, legal custodian, eligible child (by law, certain
services can be received without parental permission) who is dissatisfied by the
action of the Family Assessment and Planning Team (FAPT), including, but not
limited to denial of access to the team, family participation in all aspects of
assessment, planning and implementation of services, and improper notification
of meetings and actions. There is no mechanism whereby local agencies can
appeal decisions by the Family Assessment and Planning Team (per state
implementation manual).
B. HOW? The parent, legal guardian or eligible child may file a written request to
the ARYFS Program Manager. It may be stated on the CAF or provided via
email.
C. NOTICE OF ACTION AND REVIEW RIGHTS: The FAPT provides the parent /
legal custodian / eligible child with appropriate notice of meetings and actions
related to them. At the conclusion of the FAPT meeting, the Team provides the
parent / legal custodian / eligible child with a copy of the Case Action Form
finalized by the FAPT, and information regarding their right to request review of
the FAPT decision by CPMT.
D. TIME FRAMES: The parent/legal custodian/eligible child shall submit a written
request to the ARYFS Program Manager within 10 calendar days after the
applicable FAPT meeting. The CPMT must hear the appeal at its next meeting.
Submit appeal request to:
PWC ARYFS
7987 Ashton Ave, Suite 200
Manassas, VA 20109-8240
Attention: ARYFS Program Manager
E. RESOLUTION: CPMT shall hold a hearing on the appeal request, to which the
appellant and local agency case manager shall be invited. The FAPT chairperson
shall attend to present the FAPT decision and proposed service plan. After the
hearing, CPMT shall respond in writing to the parent’s request. CPMT may
uphold or alter the FAPT decision. CPMT’s decision is final and binding.
46
CSA FOR AT RISK-YOUTH AND FAMILIES
LOCAL IMPLEMENTATION MANUAL
ADOPTED: 6/93
SECTION: XII
REVISED: 1/2/94; 4/15/09; 9/15/16
Guidelines for Conducting an Appeal Hearing
A. The CPMT Chair or designee entertains a motion to enter into executive session.
Upon passage, parent/legal custodian, child, case manager, and other presenters enter
and all present introduce themselves. Ensure that FAPT service plan and other
documents are legible.
B. Case manager presents a brief overview of the case, including age of the child,
current placement, risk factors, other presenting problem(s), current treatment and
effectiveness of previous interventions.
C. FAPT chairperson presents the proposed FAPT service plan and rationale, including
other options which were considered and the expected benefits and time frames.
D. Parents discuss why he/she disagrees with the proposed FAPT service plan and
presents an alternative request. The parents have also been informed that CPMT may
ask questions about or discuss these issues.
E. FAPT chairperson has the opportunity to respond to parent’s alternative request.
F. As necessary, CPMT members question parent, FAPT chairperson, case manager or
others present about their proposed service plans. Questions should focus on the
issues related to the services approved by FAPT and those requested by the parents.
G. Parents and other presenters are dismissed. After deliberation, CPMT leaves
executive session to vote on the appeal request. CPMT may uphold or alter the FAPT
decision. CPMT then responds in writing to the parent’s request.
H. CPMT’s decision is final and binding.
47