DSSAgenda2024August22
Tamara Green
Director
________________________________________________________________________________________________________
AGENDA
Frederick County Social Services Board of Directors
August 22, 2024
8:30 a.m.
CALL TO ORDER
MINUTES
• June minutes
• July meeting cancelled
PROGRAMS
• Adult Protective Service (APS) Presentation, Susan Hockensmith
• Child Protective Service (CPS)/In-Home Presentation, Jenny Freeze & Heather
Deeds
CLOSED SESSION
STRATEGIC PLAN UPDATE
FINANCE- Delsie Jobe, Administrative Manager
• June 2024 Financial Report
• July 2024 Financial Report
• 2024 Year End Report
DIRECTOR’S COMMENTS
CHAIRMAN’S COMMENTS
BOARD MEMBERS’ COMMENTS
ADJOURNMENT
Next Meeting: Tuesday September 10, 2024
Frederick County
Department of Social Services
107 N. Kent Street, Third Floor
Winchester, VA 22601
(540) 665-5688
(540) 535-2146 (Services/Finance Fax) (540) 665-5664 (Eligibility Fax)
Frederick County Board of Social Services
June 11, 2024
Present: Sharen Gromling, Vice-Chair, Gainesboro District
Janet Clarke, Opequon District
Margie Francisco-Hernandez, Stonewall District
Kermit Gaither, Back Creek District
Diane Payne, Red Bud District
Dolores (Dody) Stottlemyer, Shawnee District
Blaine Dunn, Board of Supervisors Representative
Mike Boelhoffer, County Administrator
Will Hoff, Virginia Department of Social Services
Leighann Smigielski, Virginia Department of Social Services
Tamara Green, Director
Linda Gibson, Assistant Director
Absent: John Lamanna, Chairman
Jay Tibbs, Deputy County Administrator
I. Call to Order: The meeting was called to order at 8:30 a.m. by Ms. Sharen Gromling. A quorum was
present.
II. Minutes: Ms. Dody Stottlemyer moved to accept the May 2024 minutes as submitted. Mr. Kermit
Gaither seconded the motion. The minutes of the May 2024 meeting were approved as presented.
III. Director’s Report: The Winchester City ordinance regarding firearms was attached to the BOD packet
for June. In addition, Ms. Green provided the board with an outline of the many safety improvements
the agency has made over the past few years in addition to plans for upcoming training to be included
in the safety/security discussion. There is a department Safety Committee in place.
IV. Financial Report: The monthly fiscal report for May 2024 was sent to the Board members prior to the
meeting. Ms. Green, Director, reported that the May 2024 collections consisted of $3,536.15 for Special
Welfare of which $2,289.00 were for SNAP collections and $750.00 was a donation from the
community to the CFW program for Foster Children; and $22,248.06 for Public Assistance, of which
$20,338.00 which was quarterly CFW reimbursement, totaling $25,784.21 in collections Total
expenditures from the Special Welfare Fund were $6,605.87, $5,823.00 of which was April SNAP
returned to the state.
Ms. Green reported on personnel updates for the month of May 2024. Ms. Green noted one resignation
in May (Family Services Specialist II), three new hires (Family Services Specialist II #79, Benefit
Programs Specialist II #59 and #31), there were no terminations, retirements, and no demotions. There
was one promotion Benefits Programs Supervisor #91. As of May, there were multiple vacancies:
Benefit Programs Specialist II #72, Benefit Programs Specialist IV #7, Family Services Specialist II
#1000514, Family Services Specialist III #6, #34, #95, #97, #85, Family Services Specialist IV #38, and
Fiscal Assistant Supervisor #86.
Ms. Green went over the FY24 Third Quarter budget review that was sent to the Board prior to the
meeting. She reviewed areas where spending was higher or lower than 20 percent from the previous
year. All variations in spending are explained in the notes tab on the spreadsheet.
V. Deviation Introduction: The Deviation introduction was sent to the Board prior to the meeting.
Leighann Smigielski and Will Hoff from the VDSS attended the meeting and discussed what deviation is
and what is involved in becoming a deviating agency.
VI. Closed Session: A motion made by Ms. Sharen Gromling; the Board voted unanimously to go into
closed meeting for discussion of personnel issues that are confidential by law as permitted by Section
2.2-3711(A)(1) of the Code of Virginia.
Following this discussion, the Board voted unanimously to leave the closed session with the following
statement:
WHEREAS, the Frederick County Board of Social Services has convened a closed meeting on this
date pursuant to an affirmative recorded vote in accordance with the provisions of the Virginia Freedom
of Information Act; and WHEREAS, 2.2-3712 of the Code of Virginia requires a certification by the
Frederick County Board of Social Services that such closed meeting was conducted in conformity with
Virginia law.
NOW, THEREFORE, BE IT RESOLVED, that the Frederick County Board of Social Services hereby
certifies that, to the best of each member’s knowledge, (i) only public business matters lawfully
exempted from open meeting requirements by Virginia law were discussed in the closed meeting to
which this certification resolution applies, and (ii) only such public business matters as were identified in
the motion convening the closed meeting were heard, discussed or considered by the Frederick County
Board of Social Services.
Margie Francisco-Hernandez made a motion to certify the closed session with the above statement. A
role call was conducted to receive consent from each individual board member, the Board voted
unanimously on the motion.
VII. Chair’s Comments: Ms. Lamanna was not in attendance therefore had no comments.
VIII. Vice-Chair’s Comments: The July 9, 2024, Board meeting has been cancelled following a motion from
Ms. Janet Clarke which was seconded by Ms. Margie Francisco-Hernandez. The next meeting will be
August 13, 2024. Ms. Gromling had no other comments.
IX. Board Members’ Comments: Ms. Janet Clarke brought forth the need to schedule a Strategic Plan
Meeting.
X. Adjournment: There being no further business, Ms. Sharen Gromling adjourned the meeting at
10:28am.
John Lamanna, Chairman Tamara Green, Secretary
Frederick County
Department of Social Services
Adult Services/Adult Protective
Services Report
JANUARY 2024 –JUNE 2024
Adult
Protective
Services
Reports
Received
by Month
44
35
57
45 46
51
43
37
50 53 52
6061
48
37
47
74
50
JAN FEB MAR APR MAY JUN
APS Reports Received 2022 APS Reports Received 2023
APS Reports Received 2024
JANUARY 2024 –JUNE 2024
APS Investigation Dispositions by Type
Total dispositions made: 230
102
10
86
40
35
59
Invalid Report
Invalid Disposition
Unfounded
Needs Protective
Services - Accepted
Needs Protective
Services - Refused
Need for Protective
Services No Longer
Exists
JANUARY 2024 –JUNE 2024
Types of Substantiated Abuse/Neglect/Exploitation
78
4
3
3
0
47
0 Self Neglect
Neglect
Physical Abuse
Mental Abuse
Sexual Abuse
Financial
Exploitation
Other Exploitation
Adult Services Cases by Type –
Average Number of Cases Per Month
0
50
100
150
200
250
Guardian ReportsCompanion ServicesLTSS ScreeningsAssisted LivingFacility ScreeningsAdult ServicesAPS Ongoing2022
2023
2024
CITY OF WINCHESTER-FREDERICK COUNTY
ADULT MULTIDISCIPLINARY TEAM (MDT)
•Goals:
•Assist the local department in identifying abused, neglected, and exploited
adults as defined in 63.2-1603.
•Staff and coordinate medical, social, and legal services for abused,
neglected, and exploited adults and their families.
•Develop innovative programs for detection and prevention of the abuse,
neglect, and exploitation of adults.
•Promote community awareness and action to address the abuse, neglect,
and exploitation of adults.
•Disseminate information to the general public regarding the problem of
abuse, neglect, and exploitation of adults, strategies and methods for
preventing such abuse, neglect, and exploitation, and treatment options for
abused, neglected, and exploited adults.
CITY OF WINCHESTER-FREDERICK COUNTY
ADULT MULTIDISCIPLINARY TEAM (MDT)
•Members:
•Winchester and Frederick County Departments of Social
Services
•Winchester Police Department and Frederick County Sheriff’s
Office
•Winchester and Frederick Offices of the Commonwealth’s
Attorney
•Northwestern Community Services Board
•Valley Health (Social Work, Transition Clinic, Forensic Nursing)
•Winchester and Frederick County Victim Witness Programs
•Virginia Office of the State Long-Term Care Ombudsman
•Winchester Community Paramedic
•First meeting was in May 2024. Meetings are held monthly.
Supervisor Heather Deeds
Child Protective Services
Frontline Unit
1st & 2nd Quarter Presentation
1st Quarter Referrals
January
2024
Invalid Referrals
50
Valid Referrals
51
Courtesy Requests
2
Total Calls: 103
February
2024
Invalid Referrals
51
Valid Referrals
56
Courtesy Requests
2
Total Calls: 109
March
2024
Invalid Referrals
70
Valid Referrals
58
Courtesy Requests
4
Total Calls: 132
2nd Quarter Referrals
April
2024
Invalid Referrals
58
Valid Referrals
67
Courtesy Requests
1
Total Calls: 125
May
2024
Invalid Referrals
68
Valid Referrals
75
Courtesy Requests
2
Total Calls: 145
June
2024
Invalid Referrals
52
Valid Referrals
43
Courtesy Requests
2
Total Calls: 97
Alleged Victims by Age for Valid Cases
70
32%
97
44%
52
24%
1ST QUARTER
Age 0-5 Age 6-12 Age 13-17
71
31%
96
41%
65
28%
2ND QUARTER
Age 0-5 Age 6-12 Age 13-17
Family Assessments by A/N Category
49
35%
73
53%
12
9%
3
2%
2
1%
1ST QUARTER
Abuse Neglect Mental Medical SEI
55
33%
71
43%
27
17%
10
6%
2
1%
2ND QUARTER
Abuse Neglect Mental Medical SEI
Investigations by A/N Category
9
32%
7
25%
12
43%
0
0%
0
0%
1ST QUARTER
Abuse Neglect Sexual Mental Medical
9
34%
9
33%
6
22%
0
0%3
11%
2ND QUARTER
Abuse Neglect Sexual Mental Medical
Investigation Dispositions
Founded
Investigations
Jan – Mar:
2
Apr – Jun:
0
Unfounded
Investigations
Jan – Mar:
12
Apr – Jun:
9
Founded
OOFs
Jan – Mar:
1
Apr – Jun:
1
Unfounded
OOFs
Jan – Mar:
3
Apr – Jun:
4
CPS
Frontline
Updates
Staffing Updates:
•The unit welcomed Cole Woods who transitioned from the
CPS In-Home Unit in May 2024.
•Daijia Dunkley joins the unit on August 16th as the final
FSS III position.
•Savannah Duvall joins the unit on August 16th as the
second Frontline supervisor from Winchester City DSS.
Having two supervisors will allow workers to be able to
staff cases more frequently and thoroughly.
•One position is open for Family Services Specialist III, but
there are promising candidates for this slot at this time.
Policy Changes:
•New changes from the State regarding what have been
classically called “Out of Home Safety Plans” has been a
major adjustment and learning opportunity for staff. These
changes put a larger burden on Frontline staff with strict
timelines.
The Voluntary
Parental Child
Safety Placement
Program
Purpose
To prevent unnecessary entry into foster care by promoting
and supporting living arrangements with relatives and fictive
kin and requiring accountability for pre-court living
arrangements of children.
Goals of the Program
•Promote family driven decisions
•Increase placements with kin and fictive kin
•Encourage child-focused/family-centered practice
•Preserve parental rights
•Establish a streamlined process for local department’s
Parental Child Safety Placement
Program (PCSPA)
FA/INV determines child is
conditionally safe and cannot
remain in home
Out of Home Staffing within 1
business day
5 Day FPM (Discuss
placement options)
Child remains in ALA with
goal of reunification
Parental Child Safety
Placement Agreement signed
*In-Home case is opened
Child returns home within 90
days
(90-day extension available
if needed)
Family-driven
decision making
Collaboration
across
programsOngoing Safety and Risk Assessments
Visitation Plan Services
Provided
In-Home
case remains
open
Caregiver Assessment
Alternate Living Arrangements
5 day exception
Parent can remedy the identified safety
factors within 5 business days at which
time the child(ren) can return home.
PCSPA
Parent can safely remedy the safety
factors identified within 90 days.
Parent agrees to enter into the Parental
Child Safety Placement Program.
An In-Home case is opened when the
agreement is signed.
Relative
Maintenance
Financial assistance can be
offered to the caretakers who
enter into the PCSPA for up to two
years.
Court-Ordered Living Arrangements
•Placement with relatives/fictive kin through court action (Child in Need of
Supervision/CHINS, Custody, Truancy
•A Child Protective Order in conjunction with a relative/fictive kin placement
•Relatives/fictive kin who petition for custody at the onset of the child’s placement
in their home
Impact on Staff
•More timely tasks to complete for staff in a short amount of time
•One of the goals of effective communication is to motivate your audience
Questions?
IN HOME Jenny Freeze
IN HOME CASES
20
13
4
19
13
2
15
13
4
15 14
2
0
5
10
15
20
25
Cases Substance Use On Notice
2024
January February March April May June
# CHILDREN
SAFETY PLANNED
WITH ALTERNATE
CARETAKER
OUTSIDE OF THE
HOME
January
17/35
February
14/35
March
15/27
April
9/29
May
7/27
June
8/20
# OF IN -HOME WORKER VISITS
43 42
31
37
0
5
10
15
20
25
30
35
40
45
50
# Worker Visits
January February March April May June
FAMILY SUPPORT CASES
5
2
4
6
0
1
2
3
4
5
6
7
January February March April May June
OFFERING SERVICES
0
2
4
6
8
10
12
14
16
18
20
January February March April May June
IN HOME UPDATES
The In Home Unit had one new hire transition to the Frontline Unit which leaves 3 positions vacant. The
position has been reposted as a “Prevention” position as opposed to “In Home” in hopes of eliciting more
interest.
TRAININGS:
Identification and Care of Children Prenatally Exposed to Alcohol and Other Drugs project -The team was
asked to participate in this project through the Children’s Bureau and Center for Disease Control and
Prevention to help identify and support families with children prenatally exposed to alcohol. The team
reviewed educational materials, completed associated surveys, and participated in a final focus group
feedback session. As a result of the team’s participation, FCDSS was awarded $20,000.
Motivational Interviewing -The team is currently completing Cohort 5 of this Evidence-Based Practice
training which has involved 11 weeks of 3-hour sessions and culminates in a fidelity video submission.
Sessions provided in-depth training and coaching to develop skills that will allow our agency to draw IV-E
funds from the State. Ongoing fidelity monitoring will take place annually.
1st Qtr J-
M 2024
2nd Qtr
A-J 2024
3rd Qtr J-
S 2024
4th Qtr O-
D 2024
1st Qtr J-
M 2025
2nd Qtr
A-J 2025
3rd Qtr J-
S 2025
4th Qtr O-
D 2025
1st Qtr J-
M 2026
2nd Qtr A-
J 2026
= Completion
Target
1.1.1 Review current orientation process and
determine what to stop, start and continue
1.1.2 Determine how to best deliver orientation
information (timelines)
1.1.3 Determine responsible parties for the
dissemination of the information
1.1.4 Update or develop onboarding
manual/training plans specific to each unit
1.1.5 Review or generate supervisor checklists or
additional tools to ensure internal consistency
1.2.1 Identify and assess individuals’ training needs
and learning styles
Ongoing
1.2.2 Identify and assess unit training needs
Ongoing
1.2.3
Create training and development plans to
meet the identified needs of the individual
and unit Ongoing
1.2.4
Research, identify, and provide training
opportunities provided by VDSS, and other
external resources Ongoing
Goal # 1.1 - Establish a uniform approach to
orientation and onboarding for new staff and
internal position changes to ensure a smooth
Goal # 1.2 - Equip employees with the necessary
skills and knowledge to excel in their roles both
now and in the future by creating a culture of
continuous learning within our organization.
Frederick County Virginia Department of
Social Services
Strategic Plan 2023-2026
Strategic Direction #1
FCDSS will invest in continuous training and
development programs for our staff to ensure
they possess the necessary skills, knowledge,
and cultural competency to meet the diverse
needs of our community.
1.2.5
Develop a leadership/mentorship program
that promotes and supports professional
development Ongoing
1.3.1
Determine if training needs could be met
within the current structure by modifying
existing job duties
1.3.2
Contact other agencies with training positions
(level II) and obtain work profiles and get
feedback on the effectiveness of the position.
1.3.3
Make recommendation to executive
leadership regarding training positions
(internal/position requests)
2.1.1
Meet with county Public Information officer
to explore options to increase recruitment
with social media
2.1.2
Strengthen/establish relationships with
educational institutions and community
partners to provide opportunities to promote
and educate on advantages in public service
work
2.1.3
Explore and make recommendations to HR for
alternative job posting websites who will
implement and maintain
2.1.4
Develop and maintain social media presence
for the agency and work collaboratively with
PIO for County
Strategic Direction #2
FCDSS will explore, develop, and implement
methods of recruitment and retention of staff.
Goal # 2.1 - Explore additional recruitment
opportunities to reach quality candidates
Goal # 1.3 - Explore how to provide program
specific training to ensure compliance within
each program.
Goal # 2.2 - Promote current benefits and
explore additional methods to assist with worker
recognition and incentives to increase worker
retention
2.2.1 Explore alternative work schedules for staff
2.2.2
Research and implement mental health
services to help with work stress, trauma, and
burnout
2.2.3 Explore possible incentive and reward
systems for worker recognition
2.2.4 Compile list of perks for staff
2.2.5 Develop plan on how to promote existing
perks
2.3.1
Research similar agencies who currently have
career ladders and gather program material
and successful outcomes
Depends
on
Deviation
Decision
2.3.2 Determine which positions would be
candidates for career ladders
2.3.3 Explore financial impact of plans on budget
2.3.4 Work with executive management on
implementation process
3.1.1 Explore opportunities for additional space at
another location versus within existing space
3.1.2 Look at immediate options such as office
share and/or more telework
3.1.3 Schedule to meet with architect to discuss
opportunities to modify existing space
3.1.4
Evaluate barriers and benefits of partial
relocation
3.1.5
Generate list of activities for what to
accomplish in the immediate and for
the future
Goal # 3.1 - Ensure adequate and functional
space to accommodate growth of staff.
Strategic Direction #3
FCDSS will create an organizational
infrastructure that will support agency growth
and improve efficiency of operations.
Goal # 2.3 - Explore various career ladder
opportunities within the agency to promote
retention
3.2.1 Identify ratios of supervisors to staff in
comparable agencies
3.2.2 Analyze if current structure is adequate for
administrative oversight
3.2.3
Develop a strategy based on results to
evaluate the job responsibilities of existing
staff
3.2.4 Prioritize requests of additional positions
3.2.5
Research how to maximize existing
technology to assist with administrative
oversight and improve efficiency
3.2.6 Identify new technology and determine
viability to improve with productivity
3.3.1 Install cameras and panic buttons in strategic
locations
3.3.2 Provide self-defense training a minimum of 2x
per year
3.3.3 Explore online safety training courses to offer
to staff
3.3.4 Explore use of body cams/Narcan/mace and
other protective resources
3.3.5 Explore FCPS threat assessment process and
develop an internal tool for FCDSS
3.4.1 Schedule quarterly meetings with County
Administration to inform and educate
Goal # 3.2 - Develop an organizational structure
that has the capacity to provide adequate
administrative oversight and resources to ensure
quality services delivery.
Goal # 3.3 - Plan and implement safety
procedures for the office and in the field.
Goal # 3.4 - Provide education and advocacy to
local government to garner support for the
needs of the agency.
3.4.2
DSS board members to schedule one on one
meetings with their BOS representative to
discuss talking points that are developed by
DSS
3.5.1 Discuss pros/cons with DSS Board to gauge
interest
3.5.2 Schedule meeting with County Admin to
gauge interest
3.5.3 Schedule meeting with VDSS to understand
what is involved
4.1.1 Identify community events and create event
calendars
4.1.2 Identify appropriate staff to attend events
4.1.3 Obtain/access appropriate educational
materials for events
4.1.4 Research, create, and maintain social media
presence.
4.2.1 Identify and make contact with community
resources to determine services offered
4.2.2 Revisit MOU’s to ensure they are meeting the
needs
4.2.3 Update resource list annually.
Goal # 3.5 - Explore the possibility of full or
partial deviation.
Strategic Direction #4
FCDSS will develop an outreach initiative and
strengthen relationships with partner agencies
to better serve the citizens of Frederick County.
Goal # 4.1 - Establish a favorable presence in the
community to increase awareness of the
department of social services.
Goal # 4.2 - Establish positive working
relationships with community resources.
4.3.1 Identify and pursue grants that align with the
mission of the department.
4.3.2 Explore getting a community liaison position
4.3.3 Conduct a community needs assessment.
Goal # 4.3 - Explore initiatives and partnerships
to enhance quality of services provided in the
community.
FINANCIAL REPORT – June 2024
REPORT OF COLLECTIONS
Special Welfare Public Assistance Total
$1,870.13 $652.56 $2,522.69
SPECIAL WELFARE EXPENDITURES
Total $1,824.09
PERSONNEL UPDATE
Resignations: NA
Terminations: N/A
Retirements: N/A
Demotions: N/A
Promotions: Benefit Programs Specialist #31, effective June 1, 2024
New Hires: Benefit Programs Specialist II #59, started June 3, 2024
Office Associate #47 (retitled from HSAI), started June 3, 2024
Family Services Specialist II #79, started June 17, 2024
Vacancies: Benefit Programs Specialist II #72 on hold for emergency hires
Benefit Programs Specialist IV #7
Family Services Specialist II #102
Family Services Specialist III #6
Family Services Specialist III #34
Family Services Specialist III #95
Family Services Specialist III #97
Family Services Specialist III #85
Family Services Specialist IV #38
Fiscal Assistant Supervisor #86
Human Services Assistant III #98, hire 7/1/24
FINANCIAL REPORT – July 2024
REPORT OF COLLECTIONS
Special Welfare Public Assistance Total
$2,600.15 $25,485.31 $28,085.46
SPECIAL WELFARE EXPENDITURES
Total $943.27
PERSONNEL UPDATE
Resignations: Benefit Programs Supervisor #16, last day July 26, 2024
Human Services Assistant I #49, last day July 31, 2024
Terminations: N/A
Retirements: N/A
Demotions: N/A
Promotions: Benefit Programs Supervisor #100 - NEW, effective July 1, 2024
Benefit Programs Specialist IV #7, effective July 1, 2024
Human Services Assistant III #98, effective July 1, 2024
New Hires: Office Associate #61 started July 1, 2024
Vacancies: Benefit Programs Specialist II #72 on hold for emergency hires
Benefit Programs Supervisor #16, hired 8/1
Benefit Programs Specialist IV #89, hired 9/1
Benefit Programs Specialist II #10
Family Services Specialist II #102
Family Services Specialist III #6, hired 8/16
Family Services Specialist III #34
Family Services Specialist III #95
Family Services Specialist III #97
Family Services Specialist III #85
Family Services Specialist IV #38
Family Services Supervisor #103 – NEW
Family Services Supervisor #104 – NEW, hired 8/16
Fiscal Assistant Supervisor #86, hired 9/1
Human Services Assistant I #49
Frederick County
Department of Social Services
Financial Report
FY June 30, 2024 & 2023
Mission Statement
The mission of the Frederick County Department of Social Services is to deliver
client centered, quality human services that help the citizens of Frederick County
achieve safety, independence, and overall well being.
Frederick County Department of Social Services
53160 - Administration
Jun 30, 2024 Adj. Budget 2024 Target 100%2023 Inc/Dec %
1001 Salaries 5,514,016$ 4,900,068$ 88.9%4,591,864$ 6.7%
1005 On Call/overtime 107,374 107,372 100.0%73,671 45.7%
1006 Board Compensation 4,800 3,000 62.5%1,900 57.9%
Personal Services 5,626,190$ 5,010,440$ 89.1%4,667,435$ 7.3%
2001 F.I.C.A.430,404 365,014 84.8%340,901 7.1%
2002 Retirement VRS 675,347 596,985 88.4%551,551 8.2%
2005 Health/Dental Insurance 1,503,270 1,218,648 81.1%1,068,560 -44.1%
2006 Life Insurance 73,557 63,648 86.5%58,812 8.2%
2008 Short & Long Term Disability 19,691 17,417 88.5%15,321 13.7%
2009 Unemployment Insurance 10,000 435 4.4%1,512 -71.2%
2011 Workers Compensation 13,952 6,203 44.5%6,815 -9.0%
Employee Benefits 2,726,221$ 2,268,351$ 83.2%2,043,471$ 11.0%
3002 Contract Services - Legal 272,892 178,220 65.3%207,648 -14.2%
3005 Maintenance Service Contracts 15,364 3,969 25.8%5,675 -30.1%
3007 Advertisement 3,000 1,040 34.7%1,870 -44.4%
3010 Contract Services - Not Legal 71,248 67,276 94.4%63,024 6.7%
Purchased Services 362,504$ 250,505$ 69.1%278,217$ -10.0%
4002 Gasoline/Repairs - Vehicles 32,000 25,383 79.3%23,709 7.1%
5201 Postage 17,000 14,749 86.8%12,803 15.2%
5202 Telecommunications 35,000 24,530 70.1%22,422 9.4%
5300 Insurance 14,000 8,392 59.9%7,793 7.7%
5401 Office Supplies 45,000 32,511 72.2%34,453 -5.6%
5405 Training 30,552 30,552 100.0%7,307 318.1%
5506 Travel 20,000 4,023 20.1%4,389 -8.3%
5801 Dues & Association Memberships 3,000 1,995 66.5%1,780 12.1%
9001 Lease/Rent of Equipment 8,400 8,340 99.3%7,645 9.1%
9002 Lease/Rent of Building 250,000 225,203 90.1%197,074 14.3%
9005 SBITA Long-Term 1,426 1,290 90.5%- 100.0%
Operating expenses 456,378$ 376,967$ 82.6%319,375$ 18.0%
8005 Motor Vehicle & Equipment 29,401 29,401 0.0%65,973 -55.4%
8007 Integrated Tech. Equipment - - - - 0.0%
Capital Outlay 29,401$ 29,401$ 0.0%65,973$ -55.4%
5600 Contribution Shelter for Abused Women 12,000 12,000 100.0%6,000 100.0%
Other uses of Funds 12,000 12,000$ 100.0%6,000$ 100.0%
Total Administration 9,212,694$ 7,947,664$ 86.3%7,380,471$ 7.7%
Key:
current year is 20% higher than prior year
current year is 20% lower than prior year
Frederick County Department of Social Services
Notes to Financial Statement
Increases/decreases in Salaries and Benefits
- On-call/overtime is higher due to staff turnover and adding a second first responder to on-call.
- Board compensation increased because the fourth quarter of FY 24 was paid within the fiscal year,
where FY 23 was paid within FY 24.
- Health/Dental Insurance decreased due to the numerous vacancies during the year, and there
were nine employees that waived health insurance coverage.
- Unemployment insurance decreased due to only owing wages in the third quarter of FY 24.
Decrease in Purchased Services
- Maintenance contracts were lower in FY 24 because we miscoded our copier lease to this
budget line in FY 23 instead of #9001.
- Advertising costs are lower in FY 24 because we no longer advertise in the local newspaper and
we used Indeed for recruitment in FY 24.
Increase/Decrease in Operating expenses
- Increase in training was due to paying for a Leadership basecamp through Laurel Ridge for 11
leaders in the second quarter of FY 24, which totaled $14,800.
- Increase in SBITA $5k long term was due to a reclassification by county finance to break out
Webex licenses from the telecommunications budget line in FY 24.
- The motor vehicle and equipment decreased because we purchased only one replacement vehicle
in FY 24. Due to an accident and receiving insurance claims funding in FY 23, we had to replace a
second vehicle in FY 23.
- Increase in Contribution Shelter for Abused Women is a county expense in which they use DSS
general ledger as a pass-through. The county increased its contribution in FY 24.
Frederick County Department of Social Services
53170 - Public Assistance
Jun 30, 2024 Adj. Budget 2024 Target 100%2023 Inc/Dec %
5804 Auxiliary Grant 90,000$ 77,026$ 85.6%67,833$ 13.6%
5808 Tanf Manual checks 600 (1,630) -271.7%(2,620) -37.8%
5811 IV-E - Foster Care 343,883 343,881 100.0%376,931 -8.8%
5812 Federal Adoption Subsidy 920,217 878,751 95.5%901,769 -2.6%
5813 General Relief 10,000 2,650 26.5%3,000 -11.7%
5814 Fostering Futures 30,000 22,275 74.3%23,088 -3.5%
5817 State Adoption Subsidy 100,376 55,780 55.6%18,242 205.8%
5819 Refugee Resettlement 13,608 13,608 -100.0%4,309 215.8%
5820 Adoption Incentive 5,000 4,183 83.7%4,946 -15.4%
5848 Tanf-UP Manual checks 400 - 0.0%(1,500) -100.0%
Benefit Payments to Clients 1,514,084 1,396,524 92.2%1,395,997 0.0%
5829 Family Preservation 15,000 7,121 47.5%7,458 -4.5%
5830 Child Welfare Substance Abuse 35,000 7,241 20.7%11,675 -38.0%
5833 Adult Services 97,712 36,898 37.8%44,029 -16.2%
5835 IV-E Prevention Services 59,778 - 0.0%9,220 -100.0%
5844 SNAPET Purchased Services 18,000 261 1.5%5,433 -95.2%
5861 ILF Education/Training 10,000 6,885 68.8%7,524 -8.5%
5862 Independent Living - BASIC 10,000 8,928 89.3%7,590 17.6%
5864 Foster Parent Respite Care 3,250 875 26.9%825 6.1%
5866 Promoting Safe and Stable Families 57,549 57,549 100.0%70,444 -18.3%
5869 Housing Support Non-Fostering Futures 3,633 3,633 100.0%- 100.0%
5872 VIEW Purchase Service 81,500 25,235 31.0%29,865 -15.5%
5873 Foster Parent Training - Local 17,500 16,750 95.7%17,220 -2.7%
5875 CPR Trainings 600 600 100.0%600 0.0%
5890 Quality Initiative Child Care 10,500 9,390 89.4%9,295 1.0%
5895 Adult Protective Services 10,010 10,009 100.0%22,787 -56.1%
5920 Public Assist - Local Only 1,931 1,930 100.0%21,289 -90.9%
Client Services Purchased by DSS 431,963 193,306 44.8%265,253 -27.1%
Total Public Assistance 1,946,047$ 1,589,830$ 81.7%1,661,251$ -4.3%
Key:
current year is 20% higher than prior year
current year is 20% lower than prior year
Frederick County Department of Social Services
Notes to Financial Statement
Decrease in Tanf Manual Checks
- In FY 24, we received fewer fraud recoupment payments than in FY 23 quarters.
Increase in State Adoption Subsidy
- In FY 24, there were 4 cases versus 3 in FY 23.
Increase in Refugee Resettlement
- In FY 24, there were 15 cases versus 7 in FY 23.
Decrease in Tanf-Up Manual Checks
- In FY 24, there were 0 cases versus 3 in FY 23.
Decrease in Child Welfare Substance Abuse
- In FY 24, there were 22 cases versus 34 in FY 23.
Decrease in Title IV-E Prevention
- In FY 24, there were 0 cases versus 1 in FY 23.
Decrease in SNAPET Purchased Services
- In FY 24, there were 0 cases versus 1 in FY 23; however, we sent back funding to the state as we were
unable to administer this new program.
Increase in Housing Support Non-Fostering Futures
- In FY 24, there were 2 cases versus 0 in FY 23. New state program.
Decrease in Adult Protective Services
- In FY 24, there were 21 cases versus 31 in FY 23.
Decrease in Public Assist Local Only
- In FY 24, there was 1 case versus 5 in FY 23. This funding is for cases that are not approved for
CSA or IV-E funding.
Frederick County Department of Social ServicesFunding SummaryFederal StateLocalTotalJune 30, 2024Staff, Administrative and Operational Costs3,536,241$ 888,339 3,523,083$ 7,947,664$ Benefit Payments to Clients707,535 670,934 18,055 1,396,524 Client Services Purchased by DSS115,424 34,085 43,797 193,306 Totals4,359,200$ 1,593,358$ 3,584,936$ 9,537,495$ June 30, 2023Staff, Administrative and Operational Costs3,187,133$ 884,645 3,308,693$ 7,380,471$ Benefit Payments to Clients741,176 637,735 16,567 1,395,477 Client Services Purchased by DSS156,729 41,376 67,668 265,774 Totals4,085,037$ 1,563,756$ 3,392,928$ 9,041,721$ Increase 274,163$ 29,602$ 192,008$ 495,773$ Local Dollar HighlightFY 24 Budgeted4,831,850$ FY 24 Expended3,584,936 Returned local dollars1,246,914$ Savings to the locality came from several factors: Federal pass through rate was budgeted for 71% and the rate was approxmately 65.23%; Medicaid expansion funds were budgeted at 15.5% local match and the rate was actually 0.0%. Vacancies within the agency continued all year, with anaverage of 9.5 positions each month.
Federal, State and Local %
Federal
46%
State
17%
Local
37%
Federal
45%
State
17%
Local
38%
June 30, 2023
June 30, 2024
Administration versus Benefit Services %
Administration
83%
Benefit and
Services
17%
June 30, 2024
Administration
82%
Benefit and
Services
18%
June 30, 2023
Federal 4,359,200$ 4,085,037$
State 1,593,358$ 1,563,756$
Local 3,584,936$ 3,392,928$
Administration 7,947,664$ 7,380,471$
Benefit and Services 1,589,831 1,661,251