SCDSS Accountability Report: Fiscal Year 2017-2018 South Carolina Department of Social Services SCDSS Organization_0e52e564-fa6a-4e16-adcf-b6fd223a1c61 The South Carolina Department of Social Services (DSS), one of the largest state Agencies, provides a vast array of services. For example, the Child Welfare Division includes Child Protective Services, Foster Care, Intensive Foster Care and Clinical Services, and Adoption Services. The Agency also provides Adult Protection and Domestic Violence Services, Economic Services including the distribution of food and financial assistance to families in need, Early Care (Early Child Care) and Education Services, and Child Support Services including the collection of child support for custodial parents, and the staffing of emergency shelters. Joan B. Meacham Acting State Director Vision_e9a2fa53-7299-4b20-94a6-5032f36e8967 To serve South Carolina by promoting the safety, permanency, and well-being of children and vulnerable adults, helping individuals achieve stability and strengthening families. Mission_e9a2fa53-7299-4b20-94a6-5032f36e8967 unnamed value Children & Vulnerable Adults Promote the safety and well-being of children and vulnerable adults; promote permanency for children. Goal_88f8e577-296f-49b9-9f0f-4c4c57d99adc 1 Children's Trust of South Carolina Non-Governmental Organization -- Grant Agreement to increase public awareness related to indicators of high quality child care. Training Provide trainings. Department of Mental Health (DMH) State Government Clinical & Psychiatric Services Provide clinical and psychiatric services for child welfare population. Financing Serves as financial partner with Interagency System of Care for Emotionally Disturbed Children (ISCEDC). Mental Health Assessment DMH provides the initial mental health assessment and trauma screenings through the Out of Home Protocol agreement for a large portion of children coming into care. Department of Disabilities (DDSN) State Government Financing & Leadership Serves as financial partner with Interagency System of Care for Emotionally Disturbed Children (ISCEDC), assumes lead agency role for Intellectual Disabilities age-out population in care from DSS. South Carolina Law Enforcement Division (SLED), Fusion Center Customer Segment: Executive Branch/State Agencies. Division/Program: Child Welfare Services Information Sharing Sharing critical need-to-know information by DSS County Offices and the DSS State Office of Investigations. Searches & Background Checks Consent and requests to perform searches and enhanced criminal background checks. South Carolina Department of Mental Health (DMH) Customer Segment: Executive Branch/State Agencies. Division/Program: Child Welfare Services Referral Referrals for the initial mental health assessment and trauma screening for a large proportion of children in care, out-of-home protocol, comprehensive case information and consent to provide behavioral health services and psychotropic medication management. Medical University of South Carolina-MUSC / Medical University Hospital Authority-MUHA Higher Education Institute Social Work & Counseling Social work and counseling services are also provided directly to the child and family. Multi-Disciplinary Care Comprehensive services are provided by a multi-disciplinary care team (Pediatricians, Nurse Practitioner, PT/OT/Speech Therapist, social worker) for bio-families, foster families and adoptive families in the low country region of the state. Medical Care Coordination Services also encompass medical care coordination to support children and their families in scheduling for primary care appointments, sub specialist appointments, therapies, counseling and other training. Education & Training Other services include one on one education and training with the child, training with the parent and child, classes for parents and child’s school, etc. Department of Alcohol and Other Drug Abuse Services (DAODAS) State Government Treatment/Testing/Screening/Assessment DSS contracts with DAODAS to co-locate (33) AOD treatment staff to provide alcohol and other drug abuse treatment/testing/screening/ assessment services for those persons and families involved with DSS. Foster Care Review Board/Heart Gallery Customer Segment: Executive Branch/State Agencies. Division/Program: Child Welfare Services Permanency Planning Timely completion and submission to the Foster Care Review Board of permanency plan information for children in care. South Carolina Foster Care Advisory Committee Customer Segment: Executive Branch/State Agencies. Division/Program: Child Welfare Services Medicaid Planning The SC DSS leadership participate in planning use of Medicaid funds for the physical and behavioral health care needs of children in care. Recommendations Implementation The SC DSS to follow through on implementation of recommendations that are committee-approved. Health Care Data Supply physical and behavioral health care data about children in care. Information Sharing Sharing information about the State Health Care Oversight and Coordination Plan and updates on the status of the implementation of the Plan. Department of Education (DOE) State Government -- Through the SC Education Bill of Rights (Section 59-38-10) there is a purposeful partnership to ensure access to appropriate education opportunities; smooth transition to school and between school districts; access to records; independent educational to allow provision of needed technology and educational opportunities to ensure youth in care have the same advantage in education as other youth have that are not in care of DSS. Transistioning Ensure smooth transition to school and between school districts; access to records Equal Opportunity Ensure independent educational to allow provision of needed technology and educational opportunities to ensure youth in care have the same advantage in education as other youth have that are not in care of DSS Education Access Ensure access to appropriate education opportunities Records Access Ensure access to records Department of Disabilities (DDSN) State Government Facilities & Representation Identifies facilities qualifying as group living arrangements for SNAP. May also serve as authorized representatives for residents of these facilities. Department of Health and Human Services (DHHS) State Government Data Sharing Data sharing agreement to provide health status information for children in foster care. PRTF Authorization Manages prior authorization process for access to Psychiatric Residential Treatment Facilities (PRTFs), manages Medicaid eligibility determinations. Funder federal funder of critical medical and behavioral health and case services. Contractor Direct Contractor for DSS' selected MCO ... Medicaid Administrative Activities (MAA) contract, Transportation contract, State Matching Funds for Mental Health Services for Children Under 21 in the Interagency System of Care for Emotionally Disturbed Children. S.C. Dept. of Health and Environmental Control (DHEC) State Government -- The State Child Fatality Advisory Committee (SCFAC) was enacted in 1993. The SCFAC is mandated by S.C. Code 63-11-1950 to identify patterns in child fatalities that will guide efforts by agencies, communities and individuals to decrease the number of preventable child deaths. DSS contracts with SC Department of Health and Environmental Control (DHEC) for a child fatality and injury prevention program specialist to coordinate and facilitate child fatality review processes at the state and local levels through an established State Child Fatality Advisory Committee (SCFAC). The SCFAC is assembled through a collaboration with the State Law Enforcement Division (SLED), SCDSS, and the Department of Health and Environmental Control (DHEC).The purpose of the SCFAC is to decrease child deaths in South Carolina. A multidisciplinary approach is used to investigate the causes of deaths of children from birth to 18 years old to gain a better understanding of the circumstances surrounding each death. Recognizing risk factors for child death will enable the better use of existing resources and the creation of new practices to protect our children in South Carolina. Lead & Risk Assessment DSS contracts DHEC to provide lead and risk assessments for potential foster care and adoptive homes Richland County CASA Local Government Case File Sharing Timely sharing of case file information especially physical and behavioral health information, permanency, placement movements in care. Collaboration & Planning Regular collaboration and planning with the SC DSS leadership and other staff regarding planning for contracted training activities. Support& Communication Timely support and communication from County Offices. Foster Care Review Board (FCRB) State Government -- Citizens from each community become involved in the child welfare system by participating in case reviews of all children who spend longer than four consecutive months in foster care. The objectives of these reviews are to ensure that permanent plans are being made for children and families; and, to promote community awareness about these issues... There are currently 42 Local Review Boards across the state that conduct semi-annual case reviews. There is at least one Local Review Board in each of the sixteen judicial circuits. Monitoring DSS currently contracts with the South Carolina Children's Foster Care Review Board that was created in 1974 by the General Assembly to monitor the progress in achieving permanent placements for children in foster care. State Law Enforcement Division (SLED) State Government Information Access DSS has dedicated staff from the SCDSS Division of Investigations to the SLED Fusion Center to improve access to information as appropriate through an MOU. Communication & Partnership The SCDSS seeks to enhance its communication and partnership partner with Law Enforcement. In May 2014, the SCDSS updated its policy to include contact with Law Enforcement when the child and family cannot be located within 72 hours or sooner if safety of the child is of concern. Screening Through a statute change, the SCDSS seeks to enhance screenings to include collaboration with the SLED on use of the National Crime Information Center (NCIC) FBI checks of adults involved with child welfare investigations. Safety & Well-Being The SCDSS has recognized the important role law enforcement can play in supporting the safety and well-being of a child involved with the Department. South Carolina Foster Parent Association Customer Segment: Professional Organization. Division/Program: Child Welfare Services Referral Referrals for the recruitment of Resource Families for Foster Care. Collaboration & Planning Regular collaboration and planning with the SC DSS leadership and other staff regarding planning for contracted training activities for Resource Family (Foster Parents). Office of the Governor Customer Segment: Executive Branch/State Agencies. Division/Program: Child Welfare Services Permanency Planning Timely completion and submission to the Foster Care Review Board of permanency plan information for children in care. The Cass Elias McCarter Guardian ad Litem (GAL) State Government Volunteers DSS contracts with the Cass Elias McCarter Guardian ad Litem program to recruit, train and supervise volunteers who advocate for abused/neglected children in South Carolina. GAL volunteers get to know the child and everyone involved in the child’s life, including family, teachers, doctors, social workers and others. They gather information about the child and what the child needs. Their recommendations to the court help the judge make an informed decision about a child’s future. GAL volunteers provide a stable presence in a child’s life, remaining on each case until the child finds a safe, permanent home. South Carolina Labor Licensing and Regulations (LLR) Customer Segment: Executive Branch/State Agencies. Division/Program: Child Welfare Services Collaboration Collaboration with the SC DSS leadership. Referral Timely referrals of potential and existing Foster Family homes that need fire inspections and safety inspections for licensing. Department of Juvenile Justice (DJJ) State Government Financing Serves as financial partner with Interagency System of Care for Emotionally Disturbed Children (ISCEDC). DJJ partners with DSS regarding children in care that are at-risk and have involvement with the court and either live in the community or in a DJJ facility. S. C. Labor Licensing and Regulations (LLR) State Government Safety Inspections DSS contracts with LLR to conduct initial and annual fire and life safety inspections for foster homes and group care facilities licensed by DSS. Catawba Indian Nation Customer Segment: Local Govts. Division/Program: Child Welfare Services Strategy Implementation The tribe expects and requires the SC DSS to take the lead in diligently implementing the ICWA-related strategies of the 2015-2019 CFSP, Strategic Action Plan. Collaboration Ongoing, regular collaborative meetings with the SC DSS and other interested parties, to engage in resolving the Indian Child Welfare Act (ICWA) compliance challenges and challenges in general in the provision of child welfare services for children and families of the Catawba Indian Nation, and for other Native Americans of other tribes in the areas of Mandated and non-mandated reporting of abuse and neglect, Child Protective Services, treatment, foster care, and adoption. South Carolina Courts System State Government Court Process Collaboration Collaboration with DSS on children in care regarding court process issues (i.e. Probable Cause Hearings, Merits Hearing, Permanency, etc.) and reducing barriers in the court related to laws pertaining to children in care , training and awareness for judges, etc. Children [To be named] Children Children at risk for abuse/neglect and their families. Customer Segment: General Public Division/Program: Child Welfare Services Intake Assessment Accurate Intake assessment of reported abuse and neglect. Timely initiation of CPS investigation and accurately complete assessment. Investigation Investigate and identify child maltreatment. Vulnerable Adults [To be named] Vulnerable Adults [To be named] Legislators Customer Segment: Legislative Branch. Division/Program: Agency Compliance Assure compliance with state /federal regulations and improving the safety and well-being of children. Reporting Timely reporting of requested information from all areas of the SC DSS Child Welfare Services. SCDSS Partners Partnerships Children [To be named] Children [To be named] Vulnerable Adults [To be named] [To be named] [To be named] Judges Customer Segment: Judicial Branch. Division/Program: Agency Case Information Sharing & Planning Comprehensive sharing case information and planning. Partnership on the SC Bench-Bar Committee. Training Training of Family Court Judges on updates on the Child Welfare System. Domestic Violence Emergency Shelters Customer Segment: Professional Organization. Division/Program: Adult Advocacy Referral Referrals of women and children in at-risk of or in existing situations of domestic violence or sexual abuse. Vulnerable Adults [To be named] Non-Custodial Parents Customer Segment: General Public. Division/Program: Child Support Services Paternity Establishment To establish paternity and to modify child support orders as circumstances change Department of Alcohol and Other Drug Abuse Services (DAODAS) Customer Segment: Executive Branch/State Agencies. Division/Program: Agency Referral Referrals for services for alcohol and other drugs for testing, assessment and treatment of persons and families connected to the SC DSS. Children in Foster Care Customer Segment: General Public. Division/Program: Child Welfare Services Safety & Risk Assessment Assess for risk and safety ion the placement and other settings. Visitation Visit the child in care monthly in the placement, and intermittently in the school setting. Resource Homes Provide a safe and nurturing Resource Home (Foster Care Home). Case Planning Case planning with the child when age-appropriate. Reunification & Placement Services to promote and support reunification when possible, and other permanency placement when necessary. [To be named] [To be named] Children [To be named] Adult Victims of Abuse/Neglect Customer Segment: General Public. Division/Program: Adult Advocacy Placement Ensuring placement in a safe and healthy living situation. Child Care Technical Assistance Trainers Customer Segment: Industry. Division/Program: Economic Services Leadership Increase and improve the availability of knowledgeable leadership among the child care workforce and those providing guidance to improve the quality of care being offered. Vulnerable Adults [To be named] Policy Makers Customer Segment: Legislative Branch. Division/Program: Agency Reporting Timely reporting of requested information from all areas of the SC DSS Child Welfare Services. Compliance Assure compliance with state /federal regulations and improving the safety and well-being of children. Child Care Providers [To be named] Families [To be named] Child Care Technical Assistance Providers Customer Segment: Industry. Division/Program: Economic Services Leadership Increase and improve the availability of knowledgeable leadership among the child care workforce and those providing guidance to improve the quality of care being offered. Birth Families Customer Segment: General Public. Division/Program: Child Welfare Services Visitation Visit the child in care monthly in the placement, and intermittently in the school setting. Safety & Risk Assessment Assess for risk and safety ion the placement and other settings. Case Planning Case planning with the child when age-appropriate. Reunification & Placement Services to promote and support reunification when possible, and other permanency placement when necessary. Resource Homes Provide a safe and nurturing Resource Home (Foster Care Home). Early Childhood Educators Customer Segment: Industry. Division/Program: Economic Services Leadership Increase and improve the availability of knowledgeable leadership among the child care workforce and those providing guidance to improve the quality of care being offered. Emergency Shelters [To be named] Minor Victims of Human Trafficking Customer Segment: General Public. Division/Program: Child Welfare Services Reunification Coordination of reunification with family if possible, or coordination of other safe placement and services for minor victims of human trafficking. Assessment Assess for treatment services. Youth in Foster Care [To be named] Families [To be named] Child Care Facilities Children in child care facilities, emergency shelters, and their parents. Customer Segment: General Public. Division/Program: Economic Services Workforce knowledgeable and well trained child care workforce. Vouchers Child care vouchers Children [To be named] [To be named] [To be named] [To be named] [To be named] Abuse & Neglect Assess and improve the quality of abuse and neglect report intake decisions. Objective_5017be93-b699-46dc-91c4-3bc5aa6e8d8c 1 1.1.1 Complete last phase for regionalized intake statewide, including hiring of additional Human Services employees needed for successful implementation. 1.1.2 Develop and implement process to regularly evaluate results of initial regional intake roll-out (volume and quality). 1.1.3 Continue training for VOIP phone system. 1.1.4 Improve tools and consistency across regions for screening children and vulnerable adults. 1.1.5 Increase public awareness regarding mandated reporters and criteria for accepted abuse and neglect reports. [To be named] [To be named] 1 PerformanceIndicator_cf3d0749-83a8-41ba-94b2-5c6decd7cc6c 0 [To be determined] 0 [To be described] fd131875-11b7-48c4-9694-8a520a4b9f23 Investigations Improve the timeliness of initiating investigations. Objective_7e840a50-9531-4484-ad24-5d392a01ad74 2 1.2.1 Conduct regular review of Investigation timeframes. 1.2.2 Conduct regular quality assurance case reviews to ensure timely services. 1.2.3 Complete the Business Process Redesign for Assessment and implement recommendations. South Carolina Law Enforcement Division (SLED), Fusion Center Customer Segment: Executive Branch/State Agencies. Division/Program: Child Welfare Services Information Sharing Sharing critical need-to-know information by DSS County Offices and the DSS State Office of Investigations. Searches & Background Checks Consent and requests to perform searches and enhanced criminal background checks. 1 CPS assessments initiated timely Percentage PerformanceIndicator_47e012d4-77c2-45a3-98df-ba89ddf3afe7 All strategy 1.2 objectives July 1 - June 30 Data Source and Availability: CAPSS. Calculation Method: The number of CPS assessments initiated timely divided by the total number of assessments. The target value complies with the state standard. Meaningful Use of Measure: Promotes timely initiation of CPS Assessments. 2017-07-01 90 Last Value: 90% 2018-07-01 84 Current Value: 84% 2018-07-01 2019-06-30 100 Current Target Value: 100% 2019-07-01 2020-06-30 100 Future Target Value: 100% e6d88c26-680b-4631-a432-1d98a0fd8148 Safety & Risk Improve the quality and consistency of ongoing assessments of safety and risk to children and vulnerable adults. Objective_f215143b-e2fc-4731-a695-4bc08ad97ab8 3 1.3.1 Complete the development and pilot of the new Child and Family Assessment and Case Planning Tool. 1.3.2 Evaluate the new Adult Assessment and Case Planning Tool. 1.3.3 Build capacity and skills for identifying, reporting, and determining services for victims of sex trafficking. 1.3.4 Build Supervisory capacity and skills to continually improve support for critical thinking around child and adult vulnerability and caregiver protective capacity. 1.3.5 Implement trauma-based assessment. 1.3.6 Conduct annual health and safety inspections of all regulated child care providers in the state. Vulnerable Adults [To be named] Emergency Shelters [To be named] Children Children at risk for abuse/neglect and their families. Customer Segment: General Public Division/Program: Child Welfare Services Intake Assessment Accurate Intake assessment of reported abuse and neglect. Timely initiation of CPS investigation and accurately complete assessment. Investigation Investigate and identify child maltreatment. Minor Victims of Human Trafficking Customer Segment: General Public. Division/Program: Child Welfare Services Reunification Coordination of reunification with family if possible, or coordination of other safe placement and services for minor victims of human trafficking. Assessment Assess for treatment services. Department of Alcohol and Other Drug Abuse Services (DAODAS) Customer Segment: Executive Branch/State Agencies. Division/Program: Agency Referral Referrals for services for alcohol and other drugs for testing, assessment and treatment of persons and families connected to the SC DSS. Child Care Facilities Children in child care facilities, emergency shelters, and their parents. Customer Segment: General Public. Division/Program: Economic Services Workforce knowledgeable and well trained child care workforce. Vouchers Child care vouchers 1 PerformanceIndicator_0697efff-6dd8-4999-b391-9c7b4854e3e4 0 [To be determined] 0 [To be described] 23ad4f1a-9cb0-445b-ab7b-758af36aa39e Maltreatment Reduce repeat maltreatment for children and vulnerable adults. Objective_d8e341d9-eddf-44c6-b329-53c424b016d9 4 1.4.1 Utilize Family Engagement services in conjunction with the Signs of Safety framework to identify and engage family networks and enhance the family’s ability to provide ongoing safety. 1.4.2 Build staff competencies to create ongoing safety networks for children prior to all case closures. 1.4.3 Develop a strategy / framework for engaging family and community supports for vulnerable adults. 1.4.4 Assess services and their availability on a regional level for children and vulnerable adults and their caregivers Catawba Indian Nation Customer Segment: Local Govts. Division/Program: Child Welfare Services Collaboration Ongoing, regular collaborative meetings with the SC DSS and other interested parties, to engage in resolving the Indian Child Welfare Act (ICWA) compliance challenges and challenges in general in the provision of child welfare services for children and families of the Catawba Indian Nation, and for other Native Americans of other tribes in the areas of Mandated and non-mandated reporting of abuse and neglect, Child Protective Services, treatment, foster care, and adoption. Strategy Implementation The tribe expects and requires the SC DSS to take the lead in diligently implementing the ICWA-related strategies of the 2015-2019 CFSP, Strategic Action Plan. Vulnerable Adults [To be named] Domestic Violence Emergency Shelters Customer Segment: Professional Organization. Division/Program: Adult Advocacy Referral Referrals of women and children in at-risk of or in existing situations of domestic violence or sexual abuse. Adult Victims of Abuse/Neglect Customer Segment: General Public. Division/Program: Adult Advocacy Placement Ensuring placement in a safe and healthy living situation. Children [To be named] 1 PerformanceIndicator_20ebb3e8-2e01-4934-a838-3b1cbf3d490b 0 [To be determined] 0 [To be described] 8639d358-f612-4262-ae0b-fd17030d11ed Case Practice Develop a case practice model that clearly articulates best practice and the core values that inform how DSS interacts with children, families and vulnerable adults to increase safety, permanency, and well-being. Objective_e70056c7-982c-42e6-82fc-c3003ce234dd 5 1.5.1 Provide regional trauma-informed care training for all front line staff. 1.5.2 Fully implement Signs of Safety statewide, including with APS and Child Support Divisions. [To be named] [To be named] 1 PerformanceIndicator_c63f72c4-ed4f-4115-aa3f-501f0bb44913 0 [To be described] 0 [To be determined] 43768f68-033b-41d9-b6d6-ec3002a0976c Families Improve the permanency and stability of children and vulnerable adults in their living situations by providing supports to help preserve the family unit. Objective_f405139a-5167-4ea1-8045-3a3cd72e14d9 6 1.6.1 Promote positive permanency through ensuring that decisions made for children are helping to meet the ultimate goal of 1) Reunification 2) Adoption by Family 3) Custody and Guardianship by Family or 4) Adoption by other. 1.6.2 Improve caseworker decision-making to help ensure placement, including Kinship placement, is in the best interest of the child and consistent with achieving the goal of permanency. 1.6.3 Develop protocol and guidelines to help DSS staff evaluate and better assess the need for congregate care. 1.6.4 Develop and increase placement options for vulnerable adults. 1.6.5 Evaluate need for implementation of training for Adult Protective Services homemaker staff to assist adults in meeting their Activities of Daily Living. Families [To be named] Non-Custodial Parents Customer Segment: General Public. Division/Program: Child Support Services Paternity Establishment To establish paternity and to modify child support orders as circumstances change Children [To be named] Vulnerable Adults [To be named] 1 PerformanceIndicator_e92347bc-fb4a-40ff-839d-b00623a5a074 0 [To be described] 0 [To be determined] b82fda4f-f02b-4fb2-bf39-723716f6bdb2 Needs Ensure the educational, physical and mental health needs of children and vulnerable adults are addressed. Objective_652abf27-ef8e-4ce3-9eee-6c4a3c5e596c 7 1.7.1 Increase awareness of eligibility criteria for children and youth to interagency System for Caring for Emotionally Distributed Children (ISCEDC). 1.7.2 Address barriers for access to Medicaid services. 1.7.3 Implement the Health and Education passports in Child and Adult Protective Services System (CAPSS). 1.7.4 Strengthen collaboration and coordination with other agencies to implement Developmental Screenings. 1.7.5 Improve the quality and availability of services for vulnerable adults. South Carolina Department of Mental Health (DMH) Customer Segment: Executive Branch/State Agencies. Division/Program: Child Welfare Services Referral Referrals for the initial mental health assessment and trauma screening for a large proportion of children in care, out-of-home protocol, comprehensive case information and consent to provide behavioral health services and psychotropic medication management. South Carolina Foster Care Advisory Committee Customer Segment: Executive Branch/State Agencies. Division/Program: Child Welfare Services Information Sharing Sharing information about the State Health Care Oversight and Coordination Plan and updates on the status of the implementation of the Plan. Recommendations Implementation The SC DSS to follow through on implementation of recommendations that are committee-approved. Health Care Data Supply physical and behavioral health care data about children in care. Medicaid Planning The SC DSS leadership participate in planning use of Medicaid funds for the physical and behavioral health care needs of children in care. Vulnerable Adults [To be named] Children [To be named] 1 PerformanceIndicator_5a7c5d95-49b2-46b8-bcd5-79d35aad0e4e 0 [To be determined] 0 [To be described] bb1d4978-4238-4fd5-b485-b450f8f0a1f7 Foster Care Provide services and supports to help youth in foster care successfully transition to living independently. Objective_6d0937ae-a8f1-415e-8950-e8bb62094311 8 1.8.1 Utilize best practices to engage and support youth in identifying positive supports and lifelong connections to assist youth in the transition from foster care to self-sufficiency. 1.8.2 Conduct case planning with all youth to include at least two adults of the youth’s choice. 1.8.3 Conduct transition planning with youth and their support network prior to the youth’s 18th birthday. 1.8.4 Improve practice, services, and resources for youth through continued tracking and data analysis of the National Youth in Transition Database. South Carolina Labor Licensing and Regulations (LLR) Customer Segment: Executive Branch/State Agencies. Division/Program: Child Welfare Services Referral Timely referrals of potential and existing Foster Family homes that need fire inspections and safety inspections for licensing. Collaboration Collaboration with the SC DSS leadership. South Carolina Foster Parent Association Customer Segment: Professional Organization. Division/Program: Child Welfare Services Collaboration & Planning Regular collaboration and planning with the SC DSS leadership and other staff regarding planning for contracted training activities for Resource Family (Foster Parents). Referral Referrals for the recruitment of Resource Families for Foster Care. Office of the Governor Customer Segment: Executive Branch/State Agencies. Division/Program: Child Welfare Services Permanency Planning Timely completion and submission to the Foster Care Review Board of permanency plan information for children in care. Foster Care Review Board/Heart Gallery Customer Segment: Executive Branch/State Agencies. Division/Program: Child Welfare Services Permanency Planning Timely completion and submission to the Foster Care Review Board of permanency plan information for children in care. Birth Families Customer Segment: General Public. Division/Program: Child Welfare Services Resource Homes Provide a safe and nurturing Resource Home (Foster Care Home). Safety & Risk Assessment Assess for risk and safety ion the placement and other settings. Visitation Visit the child in care monthly in the placement, and intermittently in the school setting. Case Planning Case planning with the child when age-appropriate. Reunification & Placement Services to promote and support reunification when possible, and other permanency placement when necessary. Children in Foster Care Customer Segment: General Public. Division/Program: Child Welfare Services Safety & Risk Assessment Assess for risk and safety ion the placement and other settings. Case Planning Case planning with the child when age-appropriate. Resource Homes Provide a safe and nurturing Resource Home (Foster Care Home). Visitation Visit the child in care monthly in the placement, and intermittently in the school setting. Reunification & Placement Services to promote and support reunification when possible, and other permanency placement when necessary. Youth in Foster Care [To be named] 1 PerformanceIndicator_575ce7f6-3abd-4cbf-8d2c-34d2bfdbd017 0 [To be determined] 0 [To be described] a093fd6e-4989-4f40-80db-6b3f82906b06 Connections & Services Improve the continuity of family connections and work towards equitable access to services Objective_f7c03251-cdb2-4da5-9548-748c61085636 9 1.9.1 Provide program service array aligned with the needs of children, youth, families and vulnerable adults. 1.9.2 Increase access to Community Based Prevention Services; ensure services are aligned with DSS policy and expected outcomes are clearly articulated and measured. Families [To be named] 1 PerformanceIndicator_5e5b5b2b-43bf-4a42-aef0-ff07ed33ac49 0 [To be described] 0 [To be determined] 25ab3574-e6f0-426e-abda-a02368700a49 Education & Training Educate families and train providers to help ensure children receive safe and quality child care. Objective_0b8f113f-ef47-4ffa-a693-9b1351cc3028 10 1.10.1 Inform parents about safe child care and provide accurate and updated information to guide parent’s informed decision-making. 1.10.2 Recruit Centers to participate in Quality Child Care program. 1.10.3 Strengthen knowledge of child care workforce through training opportunities around infant and early childhood mental health issues. Child Care Technical Assistance Trainers Customer Segment: Industry. Division/Program: Economic Services Leadership Increase and improve the availability of knowledgeable leadership among the child care workforce and those providing guidance to improve the quality of care being offered. Early Childhood Educators Customer Segment: Industry. Division/Program: Economic Services Leadership Increase and improve the availability of knowledgeable leadership among the child care workforce and those providing guidance to improve the quality of care being offered. Legislators Customer Segment: Legislative Branch. Division/Program: Agency Compliance Assure compliance with state /federal regulations and improving the safety and well-being of children. Reporting Timely reporting of requested information from all areas of the SC DSS Child Welfare Services. Policy Makers Customer Segment: Legislative Branch. Division/Program: Agency Reporting Timely reporting of requested information from all areas of the SC DSS Child Welfare Services. Compliance Assure compliance with state /federal regulations and improving the safety and well-being of children. Child Care Providers [To be named] Children [To be named] Judges Customer Segment: Judicial Branch. Division/Program: Agency Case Information Sharing & Planning Comprehensive sharing case information and planning. Partnership on the SC Bench-Bar Committee. Training Training of Family Court Judges on updates on the Child Welfare System. Child Care Technical Assistance Providers Customer Segment: Industry. Division/Program: Economic Services Leadership Increase and improve the availability of knowledgeable leadership among the child care workforce and those providing guidance to improve the quality of care being offered. 1 Annual child care licensing visits Number PerformanceIndicator_6e04b8e5-d7ac-4ae6-8daf-91cd76521926 All strategy 1.10 objectives. July 1 - June 30. Data Source and Availability: Data report gathered from regional licensing supervisors. Calculation Method: The number of supervisory visits made to licensed child care facilities. Meaningful Use of Measure: Promotes annual child care licensing visits and helps identify when additional resources are needed. 0 Future Target Value: Based on the number of facilities operating. 3906 Last Value: 3,906 3391 Current Target Value: Based on the number of facilities operating 3391 Current Value: 3,391 2f51818b-0818-4926-bfe2-f5adafd904df 1 Registered family child care homes receiving an annual visit Number PerformanceIndicator_fbf85266-9d09-4937-a9a3-93b4f48e7bcf All strategy 1.10 objectives. July 1 - June 30. Data Source and Availability: Child Care Licensing Database. Calculation Method: The number of registered family child care homes receiving an annual visit. Meaningful Use of Measure: Tracks the number of registered family child care homes receiving an annual visit. 858 Current Value: 858 1148 Last Value: 1,148 0 Current Target Value: Based on the number of facilities operating 0 Future Target Value: Based on the number of facilities operating. 3aa77654-5817-4430-a48c-1f228772762f Domestic Violence Foster system and practice changes to improve assessment, referral and follow-up of domestic violence services. Objective_25464c9f-ced2-4774-873d-a991b2c49b21 11 1.11.1 Ensure staff is properly trained on domestic violence assessment and referrals. 1.11.2 Implement programming aimed at reducing domestic violence. [To be named] [To be named] 1 PerformanceIndicator_fb78031e-7ab1-4edf-82ba-67de56bad1f7 0 [To be determined] 0 [To be described] 7f8d0a69-2ba4-434b-b014-3d20fa5f3c9e All Goal 1 Objectives All Goal 1 Objectives Objective_2f528b0c-08fa-4bbe-a096-9e49c92f4c43 12 [To be named] [To be named] 1 APS assessments completed within 45 days Percentage PerformanceIndicator_1407d0cf-b031-4444-aafd-8cc59df09f13 All goal 1 objectives. July 1 - June 30. Data Source and Availability: CAPSS. Calculation Method: The number of APS assessments completed within 45 days divided by the total number of assessments. Meaningful Use of Measure: Promotes timely completion of APS Assessments. 100 Current Target Value: 100% 75 Last Value: 75% 100 Future Target Value: 100% 78 Current Value: 78% 593df5fd-aad1-4150-9a05-638d774119b5 1 Improve the placement stability of children in foster care. (2017 APSR- Plan For Improvement). Percentage PerformanceIndicator_052cf8da-c9be-4f6a-977b-ca1e92a76572 All goal 1 and strategy 2.1 objectives. July 1, 2017-June 30, 2018. Data Source and Availability: Quality Assurance Reviews. Calculation Method: Administration for Children and Families- Child and Family Services Review, 3rd Round Instrument- Permanency Outcome 1, Item #4. Is the child in a stable placement and ensure that any changes in placement that occur are in the best interest of the child, and consistent with achieving the child’s permanency goals. The Objective Measure is 80.8% by the end of FFY 2019, Sept. 30, 2018. Meaningful Use of Measure: Promotes placement stability for children in Foster Care. 80.8 Current Target Value: 80.80% 75 Current Value: 75.00% 60.1 Last Value: 60.10% 80.8 Future Target Value: 80.80% 6c0fe016-08e8-4dcf-a500-566c78bd4ce1 1 Children discharged from Foster Care to reunification do not re-enter foster care within 12 months of the date of their discharge Percentage PerformanceIndicator_eedc3df3-0408-47eb-bd0d-f6e2e4b8de0f All goal 1 objectives. July 1 - June 30 Data Source and Availability: CAPSS. Calculation Method: The number of children discharged from Foster Care to reunification that do not re-enter Foster Care within 12 months of the date of their discharge divided by the total number of children discharged from Foster Care to reunification. The current federal target is 90.10%. Meaningful Use of Measure: Enables the agency to track instances of Foster Care re-entry. 95 Future Target Value: 95% 93 Current Value: 93% 95 Current Target Value: 95% 93 Last Value: 93% dc4a9aa7-036b-444d-9c73-bb74a10d4cd6 1 APS assessments initiated timely Percentage PerformanceIndicator_6fb99ce5-a80a-4a9a-be9a-49f783772c39 All goal 1 objectives. July 1 - June 30. Data Source and Availability: CAPSS. Calculation Method: The number of APS assessments initiated timely divided by the total number of assessments. Meaningful Use of Measure: Promotes timely initiation of APS Assessments. 100 Current Target Value: 100% 86 Last Value: 86% 82 Current Value: 82% 100 Future Target Value: 100% 136a2eac-bddf-4747-80c6-967398d9e841 1 Improve the initial and ongoing assessments of safety and risk to children, to protect children in the home and prevent removal; provide services to the family. (2017 APSR- Plan For Improvement). Percentage PerformanceIndicator_ecf5d5c9-409f-4aaf-802b-83469c8443a7 All goal 1 objectives. July 1, 2017-June 30, 2018 Data Source and Availability: Quality Assurance Reviews. Calculation Method: Administration for Children and Families- Child and Family Services Review, 3rd Round Instrument- Safety Outcome 2, Items #2 and #3. 2. Concerted efforts to provide services to the family. 3. Concerted efforts to assess and address the risk and safety concerns relating to the child(ren) in their own homes or while in foster care. The Objective Measure is 61% by the end of FFY 2019, Sept. 30, 2018. Meaningful Use of Measure: Promotes the improvement of Child Welfare Services delivered to families, in compliance with CFSR requirements, with specific reference to quality assessments of safety and risk and to prevent removal when possible. 44 Last Value: 44.00% 61 Future Target Value: 61% 61 Current Target Value: 61% 41.1 Current Value: 41.10% 6d87b507-0037-444f-8ae5-c6f02b391835 1 APS cases with monthly activity Percentage PerformanceIndicator_50d075f5-af1c-4fab-ba38-c60dc200cbda All goal 1 objectives. July 1 - June 30. Data Source and Availability: CAPSS. Calculation Method: The number of months for APS services with monthly activity recorded divided by the total number of months for APS services. Meaningful Use of Measure: Calls attention to APS cases with no monthly activity. 97 Current Value: 97% 100 Future Target Value: 100% 95 Current Target Value: 95% 97 Last Value: 97% 2b7809f3-7924-4ad4-a98e-89b95dc1d651 1 Improve the continuity of family relationships and connections with the neighborhood community, faith, extended family, Tribe, school, and friends for children. (2017 APSR- Plan For Improvement). Percentage PerformanceIndicator_1fa6203a-269b-4298-beed-32a61a64906c All goal 1 objectives. July 1, 2017-June 30, 2018 Data Source and Availability: Quality Assurance Reviews. Calculation Method: Administration for Children and Families- Child and Family Services Review, 3rd Round Instrument-Permanency Outcome 2, Items # 7-11. 7. Concerted efforts were made to ensure that siblings in foster care are placed together unless a separation was necessary to meet the needs of one of the siblings. 8. Concerted efforts were made to ensure the required quality and frequency of visitation between a child in foster care and his or her mother, father, and siblings. 9. Concerted efforts were made to maintain the child’s connections to his or her neighborhood, community, faith, extended family, Tribe, school, and friends. 10. Concerted efforts were made to place the child with relatives when appropriate. 11. Concerted efforts were made to promote, support, and/or maintain positive relationships between the child in foster care and his or her mother and father or other primary caregiver(s). The Objective Measure is 62.4% by the end of FFY 2019, Sept. 30, 2018. Meaningful Use of Measure: Promotes the improvement of family and community relationships for children in Foster Care. 62.4 Current Target Value: 62.40% 47.5 Last Value: 47.50% 62.4 Future Target Value: 62.40% 45.8 Current Value: 45.80% 730fbfbb-f998-467a-9e0b-85ce0e4b80a1 1 Monthly visits in Foster Care Percentage PerformanceIndicator_3933c8ef-a9a0-4a03-ab99-de6628548aab All goal 1 objectives. July 1 - June 30. Data Source and Availability: CAPSS. Calculation Method: The number of visits made in Foster Care each month divided by the total number of visits that were needed. The target value complies with the state standard. Meaningful Use of Measure: Promotes the monthly required visits for children in Foster Care. 97 Last Value: 97% 97 Current Value: 97% 100 Future Target Value: 100% 100 Current Target Value: 100% 9f45d7d0-dde5-4b8d-b40d-a2f57f8ad1be 1 Improve the permanency and stability of children in their living situation. (2017 APSR- Plan For Improvement). Percentage PerformanceIndicator_1dc1bb0a-69ce-46d0-a34c-0e7e83e6b4d2 All goal 1 objectives. July 1, 2017-June 30, 2018 Data Source and Availability: Quality Assurance Reviews. Calculation Method: Administration for Children and Families- Child and Family Services Review, 3rd Round Instrument- Permanency Outcome 1, Items #4, #5, #6. 4. Improve the placement stability of children in foster care, ensure that any changes in placement that occur are in the best interest of the child, and consistent with achieving the child’s permanency goals. 5. Appropriate permanency goals were established for the child in a timely manner. 6. Concerted efforts were made, or are being made, during the period under review to achieve reunification, guardianship, adoption, or other planned permanent living arrangement. The Objective Measure is 43% by the end of FFY 2019, Sept. 30, 2018 Meaningful Use of Measure: Promotes the improvement of the permanency and stability of children in their living situation. 26.9 Current Value: 26.90% 43 Future Target Value: 43.00% 43 Current Target Value: 43.00% 20.4 Last Value: 20.40% 786079c6-84c6-42bd-8242-dc4aad0d2081 1 CPS assessments completed timely Percentage PerformanceIndicator_527296dd-37b0-436a-bcd8-342eaa81e80d All goal 1 objectives. July 1 - June 30. Data Source and Availability: CAPSS. Calculation Method: The number of CPS assessments completed timely divided by the total number of assessments. The target value complies with the state standard. Meaningful Use of Measure: Promotes timely completion of CPS Assessments. 93 Current Value: 93% 100 Current Target Value: 100% 100 Future Target Value: 100% 94 Last Value: 94% d2e45336-4d65-4fa1-8e7b-2f4b601efe2b 1 Children placed in county of origin Percentage PerformanceIndicator_34005a1f-63b5-4da2-8d31-a1cfc7cf9e16 All goal 1 and strategy 2.1 objectives. July 1 - June 30. Data Source and Availability: CAPSS. Calculation Method: The number of children placed in their county of origin in Foster Care divided by the total number of children in Foster Care. Meaningful Use of Measure: Promotes the placement of children in their county of origin and drives foster home recruitment efforts. 70 Current Target Value: 70% 70 Future Target Value: 70% 39 Last Value: 39% 36 Current Value: 36% 904c96d7-c942-496d-9bd6-ae17896a2a8b 1 Ensure the physical and mental health needs of children (including dental health) are addressed. (2017 APSR- Plan For Improvement). Percentage PerformanceIndicator_edd4f671-1f52-4831-8ba6-51acea416c95 All goal 1 objectives. July 1, 2017-June 30, 2018. Data Source and Availability: Quality Assurance Reviews. Calculation Method: Administration for Children and Families- Child and Family Services Review, 3rd Round Instrument- Well-being Outcome 3, Items #17 and #18. 17. The agency addressed the physical health needs of the child, including dental health needs. 18. The agency addressed the mental/behavioral health needs of the child(ren). The Objective Measure is 79.5% by the end of FFY 2019, Sept. 30, 2019.. Meaningful Use of Measure: Encourages attention to be paid to the physical and mental health needs of children. 48 Last Value: 48.00% 79.5 Future Target Value: 79.50% 79.5 Current Target Value: 79.50% 43.4 Current Value: 43.40% 0efb8489-86d5-4204-bee3-8d6268d93381 Families Help preserve the family unit by enhancing the capacity of individuals and families to provide for their own needs. Goal_7394b6c8-ba1e-4f75-a17a-f6158f9ab7b0 2 Judicial Department State Government Contracting Clerk's Unit Cost and Incentives Contracts SC Department of Revenue State Government Data Sharing Tax offset for child support USC-College of Education Higher Education Institute -- State Agency Contract to a) manage SC Child Care Resource and Referral Network; b) collect and analyze child care data to inform program and policy decisions; c) coursework training, and technical assistance for child care providers; d) infant toddlers outreach services; e) training for DSS child care staff; and f) support to caregivers serving special needs children. Resource and Referral Network manage SC Child Care Resource and Referral Network Training & Technical Assistance coursework training, and technical assistance for child care providers Child Care Data collect and analyze child care data to inform program and policy decisions Training training for DSS child care staff Outreach infant toddlers outreach services Caregiver Support support to caregivers serving special needs children SC Technical College System Higher Education Institute College Services Contracts for services with individual colleges USC-Institute for Public Service and Policy Research Higher Education Institute Market Rate Surveys State Agency Contract to conduct biannual statewide market rate survey of child care providers. S. C. Labor Licensing and Regulations (LLR) State Government Inspections DSS contracts with LLR to conduct initial and annual fire and life safety inspections for foster homes and group care facilities licensed by DSS. Greenville Technical College Higher Education Institute -- State Agency Coursework Contract to provide ongoing coursework for early care and education workforce (AA degree programs). Department of Health and Human Services (DHHS) State Government Data Sharing Data sharing agreement to provide SNAP eligible children to express lane eligibility for Medicaid. MUSC-Division of Pediatrics Higher Education Institute -- State Agency Training Contract to provide training for child care providers on caring for infants and toddlers. Budget and Control Board State Government Printing & Mailing Provides printing and mailing of SNAP and TANF eligibility computer system correspondence to applications and participants. SC Department of Motor Vehicles State Government Data Sharing Driver's License S.C. Dept. of Health and Environmental Control (DHEC) State Government Data Sharing Birth and Paternity Statistics Revenue and Fiscal Affairs Office State Government -- State Agency Data Collection & Reporting Contract to improve efficiency in electronic data collection and reporting to assess impact of quality initiatives and link with other agencies. Department of Employment and Workforce (DEW) State Government Data Sharing Wages and Unemployment South Carolina Center for Fathers and Families Customer Segment: Professional Organization. Division/Program: Child Support Services Referrals Referrals from DSS County Offices for services that the SC Center for Fathers and Families provides. Referrals from County Offices of fathers for services. Collaboration Closer collaboration with DSS County Offices. Department of Vocational Rehabilitation State Government Vocational Rehabilitation Provides vocational rehabilitation services for SNAP and TANF participants Low-Income Working Families Customer Segment: General Public. Division/Program: Economic Services Vouchers Child care vouchers to support parents/caregivers ability to remain employed. Custodial Parents [To be named] Families Receiving TANF Customer Segment: General Public. Division/Program: Economic Services Vouchers Child care vouchers to support parents/caregivers ability to remain employed. TANF Applicants/Recipients Customer Segment: General Public. Division/Program: Economic Services Stipends Eligible TANF benefit groups will receive a monthly stipend determined in an accurate and timely manner according to federal regulations and state law based on correct information provided by the household. Compliance Benefit Group members mandatory to comply with work program rules will participate in work program requirements designed to facilitate the households movement toward self-sufficiency. Custodial Parents Customer Segment: General Public. Division/Program: Child Support Services Orders & Payments To establish paternity and child support orders and to collect child support payments. Adoptive Parents [To be named] Children with Special Needs Customer Segment: General Public. Division/Program: Economic Services Vouchers Child care vouchers to support parents/caregivers ability to remain employed. Foster Parents Customer Segment: General Public. Division/Program: Child Welfare Services Communication Regular communication with Resource Families. Timely communication, support, and services from DSS County Offices when challenges with children arise, training activities readily accessible throughout the year for ongoing education and licensing requirements, and linkages to other support services. Families [To be named] After School Programs Customer Segment: Industry Division/Program: Economic Services Knowledge & Skills opportunities and support to enhance knowledge and skills to properly care for young children. Vouchers Child care vouchers [To be named] Youth Customer Segment: General Public. Division/Program: Child Welfare Services Aftercare Aftercare support services when necessary. Adoption Subsidy Financial adoption subsidy support. Children Customer Segment: General Public. Division/Program: Child Welfare Services Adoption Subsidies Financial adoption subsidy support. Aftercare Aftercare support services when necessary. [To be named] [To be named] Foster Children of Working Foster Parents Customer Segment: General Public. Division/Program: Economic Services Vouchers Child care vouchers to support parents/caregivers ability to remain employed. Pre-K Programs Customer Segment: Industry. Division/Program: Economic Services [To be named] Vouchers Child care vouchers Knowledge & Skills opportunities and support to enhance knowledge and skills to properly care for young children. Adoptive Families Customer Segment: General Public. Division/Program: Child Welfare Services Aftercare Aftercare support services when necessary. Adoption Subsidy Financial adoption subsidy support. Children Receiving Child Protective Services Customer Segment: General Public. Division/Program: Economic Services Vouchers Child care vouchers to support parents/caregivers ability to remain employed. Child Care Providers Customer Segment: Industry. Division/Program: Economic Services Vouchers Child care vouchers Knowledge & Skills opportunities and support to enhance knowledge and skills to properly care for young children. SCDSS Partners [To be named] Families Transitioning off of TANF Customer Segment: General Public. Division/Program: Economic Services Vouchers Child care vouchers to support parents/caregivers ability to remain employed. SNAP Applicants/Recipients Customer Segment: General Public. Division/Program: Economic Services Compliance Households will comply with all program rules and will participate in work program requirements designed to facilitate the households movement toward self-sufficiency. Benefits Eligible SNAP households will receive monthly benefits determined in an accurate and timely manner according to federal regulations and state law based on correct information provided by the household. Clerks of Court Customer Segment: Judicial Branch. Division/Program: Child Support Services Filings & Information Court filings, information, etc. Foster & Adoptive Parents Increase recruitment, retention, and capacity of foster and adoptive parents. Objective_32bd9f6e-8e2e-4db4-8fcd-5884836d680e 1 2.1.1 Enhance availability and quality of post-adoptive support services. 2.1.2 Target recruitment for adoption of older children and sibling groups. 2.1.3 Continue to evaluate the business process redesign for foster care licensing; making changes as necessary. 2.1.4 Develop and implement business process redesign for recruitment of prospective adoptive families. 2.1.5 Increase monthly foster care rate based on current data for the Southeast region, provide assistance to kinship caretakers. 2.1.6 Provide ongoing training for foster parents and congregate care providers on services and resources available to youth and how to access and receive funding for these services. 2.1.7 Periodically review payment rates paid to foster parents and other foster care providers and assess if they are reasonable for current conditions. Adoptive Families Customer Segment: General Public. Division/Program: Child Welfare Services Adoption Subsidy Financial adoption subsidy support. Aftercare Aftercare support services when necessary. Adoptive Parents [To be named] Youth Customer Segment: General Public. Division/Program: Child Welfare Services Adoption Subsidy Financial adoption subsidy support. Aftercare Aftercare support services when necessary. Children Customer Segment: General Public. Division/Program: Child Welfare Services Adoption Subsidies Financial adoption subsidy support. Aftercare Aftercare support services when necessary. Foster Parents Customer Segment: General Public. Division/Program: Child Welfare Services Communication Regular communication with Resource Families. Timely communication, support, and services from DSS County Offices when challenges with children arise, training activities readily accessible throughout the year for ongoing education and licensing requirements, and linkages to other support services. 1 Children placed in county of origin Percentage PerformanceIndicator_5a52be68-9982-442e-b689-505e605c2f0b All goal 1 and strategy 2.1 objectives. July 1 - June 30. Data Source and Availability: CAPSS. Calculation Method: The number of children placed in their county of origin in Foster Care divided by the total number of children in Foster Care. Meaningful Use of Measure: Promotes the placement of children in their county of origin and drives foster home recruitment efforts. 39 Last Value: 39% 36 Current Value: 36% 70 Current Target Value: 70% 70 Future Target Value: 70% 16bbbf17-6984-4904-8757-c976df569c8f 1 Improve the placement stability of children in foster care. (2017 APSR- Plan For Improvement). Percentage PerformanceIndicator_9b02f0b6-c1d1-4367-92a9-28678ef78934 All goal 1 and strategy 2.1 objectives. July 1, 2017-June 30, 2018. Data Source and Availability: Quality Assurance Reviews Calculation Method: Administration for Children and Families- Child and Family Services Review, 3rd Round Instrument- Permanency Outcome 1, Item #4. Is the child in a stable placement and ensure that any changes in placement that occur are in the best interest of the child, and consistent with achieving the child’s permanency goals. The Objective Measure is 80.8% by the end of FFY 2019, Sept. 30, 2018. Meaningful Use of Measure: Promotes placement stability for children in Foster Care. 75 Current Value: 75.00% 80.8 Future Target Value: 80.80% 60.1 Last Value: 60.10% 80.8 Current Target Value: 80.80% c228d421-a383-401d-99c1-d4350332e3eb Employment & Self-Sufficiency Help prepare and transition clients to employment and self-sufficiency. Objective_8d2b8f07-787c-4e37-9501-d9c6aa8954d0 2 2.2.1 Provide temporary resources, programs and support services to qualified recipients, including Temporary Assistance for Needy Families (TANF), Supplemental Nutrition Assistance Program (SNAP) and Child Care Vouchers. 2.2.2 Increase number of child care vouchers. 2.2.3 Provide quality workforce readiness training. 2.2.4 Enhance the marketing of workforce services to prospective employers. 2.2.5 Provide family strengthening programs and support services. 2.2.6 Evaluate the effectiveness of family strengthening programs and support services and modify as needed to improve outcomes. TANF Applicants/Recipients Customer Segment: General Public. Division/Program: Economic Services Stipends Eligible TANF benefit groups will receive a monthly stipend determined in an accurate and timely manner according to federal regulations and state law based on correct information provided by the household. Compliance Benefit Group members mandatory to comply with work program rules will participate in work program requirements designed to facilitate the households movement toward self-sufficiency. Families Transitioning off of TANF Customer Segment: General Public. Division/Program: Economic Services Vouchers Child care vouchers to support parents/caregivers ability to remain employed. Foster Children of Working Foster Parents Customer Segment: General Public. Division/Program: Economic Services Vouchers Child care vouchers to support parents/caregivers ability to remain employed. SNAP Applicants/Recipients Customer Segment: General Public. Division/Program: Economic Services Benefits Eligible SNAP households will receive monthly benefits determined in an accurate and timely manner according to federal regulations and state law based on correct information provided by the household. Compliance Households will comply with all program rules and will participate in work program requirements designed to facilitate the households movement toward self-sufficiency. Low-Income Working Families Customer Segment: General Public. Division/Program: Economic Services Vouchers Child care vouchers to support parents/caregivers ability to remain employed. Families Receiving TANF Customer Segment: General Public. Division/Program: Economic Services Vouchers Child care vouchers to support parents/caregivers ability to remain employed. Children Receiving Child Protective Services Customer Segment: General Public. Division/Program: Economic Services Vouchers Child care vouchers to support parents/caregivers ability to remain employed. Children with Special Needs Customer Segment: General Public. Division/Program: Economic Services Vouchers Child care vouchers to support parents/caregivers ability to remain employed. 1 SNAP: Accuracy of benefit issuance Percentage PerformanceIndicator_2624e1ea-c175-49ba-8f80-bbf10edcbe4f All strategy 2.2 and strategy 2.3 objectives. October 1, 2016 - September 30, 2017. Data Source and Availability: SNAP QC Data. Calculation Method: The SNAP accuracy rate is determined by case review of a statistically valid sample of cases chosen each month. Data is calculated monthly from the results of the reviews and reports are available approximately 120 days from the original case selection. Data for this report is accurate for FY2017. Meaningful Use of Measure: Promotes the accuracy of benefit issuance in the SNAP program. 0 [To be determined] 0 Last Value: 96% Current Target Value: 100% Current Value: 96% Future Target Value: 100% a8d98f56-64c4-4783-b601-190ebb676082 1 SNAP: Timeliness of benefit issuance Percentage PerformanceIndicator_dab1a967-36b9-4052-a139-001b658f5722 All strategy 2.2 and strategy 2.3 objectives. July 1 - June 30. Data Source and Availability: CHIP Report MR271. Calculation Method: The percentage of SNAP applications approved within federal timeframes. Meaningful Use of Measure: Promotes the timely issuance of SNAP benefits. 92 Last Value: 92% 93 Current Target Value: 93% 93 Future Target Value: 93% 90 Current Value: 90% b595e5f4-bc20-432a-b38a-84ac27c3510b 1 Children served with SC Child Care Vouchers Number PerformanceIndicator_ab92fee9-22de-48ed-bd39-7d59076c87f7 All strategy 2.2 objectives. July 1 - June 30. Data Source and Availability: SC Voucher System. Calculation Method: The number of SC Vouchers provided for children for any duration ranging from 1 week to 52 weeks. Meaningful Use of Measure: To project the level of future services. 22659 Current Value: 22,659 21386 Last Value: 21,386 24471 Future Target Value: 24,471 (8% increase) 22455 Current Target Value: 22,455 (5% increase) e066da73-0c80-4a76-9d0f-e6213a74a420 1 FI: Timeliness of benefit issuance Days PerformanceIndicator_dd54772c-bf80-4425-9512-7efc8321cf89 All strategy 2.2 and strategy 2.3 objectives. July 1 - June 30. Data Source and Availability: CHIP Report MR161. Calculation Method: The number of days between application received date and case disposition. Meaningful Use of Measure: Promotes the timely issuance of FI benefits. 21 Current Value: 21 19 Current Target Value: 19 19 Future Target Value: 19 21 Last Value: 21 ea62a5cc-7a63-40d9-8a03-69339ed6d1fa Resources Ensure appropriate resources are distributed with integrity and in a timely, accurate, and equitable manner. Objective_a93df7d1-1243-4c30-afd5-d65e5cdfc0a5 3 2.3.1 Help prevent fraud and abuse of programs by maintaining effective benefits integrity program. 2.3.2 Provide timely and accurate Board payments for Foster Parents and congregate care facilities. 2.3.3 Evaluate and improve process of providing clothing allowance for children in foster care. 2.3.4 Evaluate and improve process of Medicaid eligibility for children in care and vulnerable adults in DSS custody. 2.3.5 Work with Clerks of Court to ensure child support payments are disbursed in a timely manner. [To be named] [To be named] 1 SNAP: Timeliness of benefit issuance Percentage PerformanceIndicator_8e0350e3-b1f9-4092-8abe-9d73abdac2ca All strategy 2.2 and strategy 2.3 objectives. July 1 - June 30. Data Source and Availability: CHIP Report MR271. Calculation Method: The percentage of SNAP applications approved within federal timeframes. Meaningful Use of Measure: Promotes the timely issuance of SNAP benefits. 92 Last Value: 92% 90 Current Value: 90% 93 Future Target Value: 93% 93 Current Target Value: 93% 720c4fbc-9af0-475a-ad12-da03039403b9 1 SNAP: Accuracy of benefit issuance Percentage PerformanceIndicator_770b90e0-2c29-46a2-b37b-277974f40044 All strategy 2.2 and strategy 2.3 objectives. October 1, 2016 - September 30, 2017. Data Source and Availability: SNAP QC Data. Calculation Method: The SNAP accuracy rate is determined by case review of a statistically valid sample of cases chosen each month. Data is calculated monthly from the results of the reviews and reports are available approximately 120 days from the original case selection. Data for this report is accurate for FY2017. Meaningful Use of Measure: Promotes the accuracy of benefit issuance in the SNAP program. 100 Current Target Value: 100% 100 Future Target Value: 100% 96 Current Value: 96% 96 Last Value: 96% 3f92b95d-ed3f-4ced-885a-ae74ac970d68 1 FI: Timeliness of benefit issuance Days PerformanceIndicator_59aa6302-2aca-4c67-b74b-b40da2739819 All strategy 2.2 and strategy 2.3 objectives. July 1 - June 30. Data Source and Availability: CHIP Report MR161. Calculation Method: The number of days between application received date and case disposition. Meaningful Use of Measure: Promotes the timely issuance of FI benefits. 21 Current Value: 21 21 Last Value: 21 19 Future Target Value: 19 19 Current Target Value: 19 90196f17-b1f7-4478-b9a3-26f3bbba5d51 Custodial Parents Provide assistance to custodial parents who need help obtaining child support payments. Objective_a5a5baaa-c5f4-4b75-ac0a-1b27ac384106 4 2.4.1 Ensure Support Orders are established accurately and in a timely manner. 2.4.2 Utilize administrative remedies and behavioral economics to promote consistent, timely payments of child support. Custodial Parents [To be named] 1 Insurance Match collections Dollars PerformanceIndicator_007f4253-7e86-4507-92b7-07b3e2a1b8db All strategy 2.4 objectives. July 1 - June 30. Data Source and Availability: CSSD Data System. Calculation Method: Administrative Enforcement remedy. The amount of past due child support collected from levies against insurance settlements. Meaningful Use of Measure: Tracks the volume of child support collected via insurance matches. 1335083 Current Value: $1,335,083 1341679 Last Value: $1,341,679 1500000 Current Target Value: $1,500,000 0 Future Target Value: $1,500,000 a0c5cbc0-f243-44ee-ad2a-9af433b5a781 1 License Revocation Notices Number PerformanceIndicator_a4296d19-3f99-4c2a-bb2f-301ace23485e All strategy 2.4 objectives. July 1 - June 30. Data Source and Availability: CSSD Data System. Calculation Method: Administrative Enforcement remedy. The number of license revocation notices issued by the Division against non-paying parents. Meaningful Use of Measure: Tracks the number of license revocation notices. 6597 Current Value: 6,597 8000 Future Target Value: 8,000 9080 Last Value: 9,080 10000 Current Target Value: 10,000 b89f1b20-af9f-422b-b998-82193f6e331e 1 Amount of Child Support Collected Dollars PerformanceIndicator_3b983526-0681-4683-9c47-abeb146ca117 All strategy 2.4 objectives. July 1 - June 30. Data Source and Availability: CSSD Data System. Calculation Method: The amount of child support collected during the State Fiscal Year. Meaningful Use of Measure: Tracks the volume of child support collected. 301419050 Current Value: $301,419,050 300286667 Last Value: $300,286,667 303000000 Future Target Value: $303,000,000 305000000 Current Target Value: $305,000,000 130d7ba8-8ab3-42d0-b539-b9db6d795bbb 1 Wage Withholding collections Dollars PerformanceIndicator_4913042a-0fc1-4e9f-96c0-c4780912ad59 All strategy 2.4 objectives. July 1 - June 30. Data Source and Availability: CSSD Data System. Calculation Method: Collections of child support through wage garnishment. Meaningful Use of Measure: Tracks the volume of child support collected via wage withholding. 190782336 Last Value: $190,782,336 195000000 Current Target Value: $195,000,000 197500000 Future Target Value: $197,500,000.00 194251607 Current Value: $194,251,607 a5a77329-dcd4-4a1d-b0dc-f20e40bd3787 1 Financial Institution Data Match Dollars PerformanceIndicator_ff1b0ce9-a844-4c49-b166-c1dfcc8c1cb4 All strategy 2.4 objectives. July 1 - June 30. Data Source and Availability: CSSD Data System. Calculation Method: Administrative Enforcement remedy. The amount collected by the Division from levies against financial institutions on accounts held by non-paying parents. Meaningful Use of Measure: Tracks the volume of child support collected via financial institution data matches. 375000 Current Target Value: $375,000 134140 Current Value: $134,140 356850 Last Value: $356,850 150000 Future Target Value: $150,000 8c855d97-57d8-4f16-877f-30dfa9501b8e 1 Child Support Cases with support orders established Percentage PerformanceIndicator_b6dce23a-76a3-4ae3-9ad7-738a5fcdfc6f All strategy 2.4 objectives. July 1 - June 30. Data Source and Availability: CSSD Data System. Calculation Method: The number of child support cases with support orders established, divided by the number of child support cases. Meaningful Use of Measure: Promotes the establishment of support ordered when appropriate. 85 Future Target Value: 85% 84 Current Target Value: 84% 83 Last Value: 83% 84 Current Value: 84% 7dd9dfce-117b-44f1-b255-bde731f45d28 1 Cases Paying on Arrears Balances Percentage PerformanceIndicator_fc619bb1-f9d2-473a-95d3-25e8f94b7281 All strategy 2.4 objectives. July 1 - June 30. Data Source and Availability: CSSD Data System. Calculation Method: The number of child support cases with payments made on arrears balances, divided by the number of child support cases with arrears balances. Meaningful Use of Measure: Informs the agency on the percentage of cases paying on arrears balances. 60 Current Target Value: 60% 59 Last Value: 59% 60 Current Value: 60% 61 Future Target Value: 61% 9edd1f55-04c0-42bf-807b-2eb7362bc134 Child Support Complete the transformation of the Child Support System. Objective_09e354a5-c6e5-4c63-be03-96bba2040458 5 2.5.1 Complete the development of the Palmetto Automated Child Support System (PACSS) and pilot. 2.5.2 Clearly communicate Child Support System project milestones, progress and challenges, both internally and externally. 2.5.3 Complete change management policies, procedures, and practice to move from a decentralized program to a centralized program for collection and distribution of child support and spousal support. Custodial Parents Customer Segment: General Public. Division/Program: Child Support Services Orders & Payments To establish paternity and child support orders and to collect child support payments. Clerks of Court Customer Segment: Judicial Branch. Division/Program: Child Support Services Filings & Information Court filings, information, etc. Child Care Providers Customer Segment: Industry. Division/Program: Economic Services Knowledge & Skills opportunities and support to enhance knowledge and skills to properly care for young children. Vouchers Child care vouchers Pre-K Programs Customer Segment: Industry. Division/Program: Economic Services Knowledge & Skills opportunities and support to enhance knowledge and skills to properly care for young children. [To be named] Vouchers Child care vouchers After School Programs Customer Segment: Industry Division/Program: Economic Services [To be named] Knowledge & Skills opportunities and support to enhance knowledge and skills to properly care for young children. Vouchers Child care vouchers 1 PerformanceIndicator_38f83c80-f9e2-486f-802e-1b4b56c8f773 0 [To be described] 0 [To be determined] cce17799-08a7-4048-9bf3-23bf72000ae6 Workforce Ensure DSS workforce is supported in their efforts to provide high-quality service that is responsive and engaged. Goal_90dafa72-e695-40c2-8c3c-dd73bffdbead 3 DSS Workforce [To be named] DSS Workforce [To be named] [To be named] [To be named] [To be named] [To be named] [To be named] [To be named] [To be named] [To be named] [To be named] [To be named] [To be named] [To be named] [To be named] [To be named] [To be named] [To be named] Recruitment & Retention Recruit and retain sufficient workforce of qualified and diverse individuals. Objective_54589643-9578-4afe-b9c4-ee22b02badcd 1 3.1.1 Streamline hiring and on-boarding of staff. 3.1.2 Work with Universities to establish pipeline of qualified applicants. 3.1.3 Enhance recruitment marketing efforts. 3.1.4 Improve HR systems throughout hiring process. 3.1.5 Enhance employee orientation. 3.1.6 Implement student loan repayment and tuition incentive program for DSS Staff. 3.1.7 Develop career ladder, with performance incentives, for staff in human services, economic services, child support and other divisions. 3.1.8 Provide in-band and equity pay increases. 3.1.9 Hire and train casework staff to expand 2nd and 3rd shifts; evaluate impact on staff turnover. 3.1.10 Conduct annual employee satisfaction surveys and provide feedback to staff on results; utilize results to improve retention efforts. 3.1.11 Evaluate and improve employee exit survey process; utilize results to improve retention efforts. [To be named] [To be named] 1 PerformanceIndicator_4b933c87-406c-4357-a17a-08b2e3a66904 0 [To be described] 0 [To be determined] 9b051ba8-a8c4-42ba-b8bd-53185194bfe0 Performance Improve performance and quality of service through continuous professional development, coaching, training, and cross training. Objective_56534825-1cbb-4cdb-bc3d-047737bb1d14 2 3.2.1 Complete hiring of training staff. 3.2.2 Create comprehensive staff training plan. 3.2.3 Support staff in attending Leadership Development opportunities for DSS middle managers and executive leadership across all disciplines. 3.2.4 Continue to track employee training through the LMS. 3.2.5 Develop strategies for cross-training throughout the Department. 3.2.6 Ensure proper resources and infrastructure (e.g. desks, phones, computers, building space, etc.) are provided for newly hired employees in a timely manner. [To be named] [To be named] 1 PerformanceIndicator_0d571489-f566-40df-9d0b-20a023dc74ef 0 [To be described] 0 [To be determined] 08f0063c-0111-49e0-b35c-2bf80f827092 Customer Service Foster a culture of customer service, both internally and externally. Objective_3949a020-5d0c-46c8-8d45-76e351f2001d 3 3.3.1 Ensure customers are well-informed of services and resources available; communicate consistently throughout the Department. 3.3.2 Provide Customer Service training (during onboarding and on-going). [To be named] [To be named] 1 PerformanceIndicator_de3ee454-622b-4af1-9992-1385c361f563 0 [To be described] 0 [To be determined] cb6622ac-2cbf-49b9-8efd-6baf55be9eec Caseloads Manage caseloads by establishing and implementing caseload standards. Objective_92ebc1d1-11e4-44cf-a428-2beb52a709c7 4 3.4.1 Conduct ongoing analysis and evaluation of statewide caseload / caseworker need based on best practice standards. 3.4.2 Develop formal methodology for even distribution of caseloads and allocation of staff across all Divisions. 3.4.3 Hire additional caseworkers across all program areas to decrease caseloads and improve service quality statewide. 3.4.4 Improve resources in General Counsel’s office to help reduce caseloads, expedite case processing, and improve case quality. [To be named] [To be named] 1 PerformanceIndicator_455c931b-049b-4ebc-abc4-d4f659d9e102 0 [To be determined] 0 [To be described] 41600b7f-8a6e-44fc-a38b-b7ce60793137 Data & Quality Establish and maintain a Continuous Quality Improvement System and enhance the capacity of DSS staff to analyze and use data to inform and improve decision-making. Objective_217e05f4-eb43-436d-913b-2a831b5d9c17 5 3.5.1 Hire CQI Director. Develop written protocol and policies for CQI. 3.5.2 Evaluate the use of data for performance management. 3.5.3 Ensure staff are equipped and trained to accurately conduct data entry. 3.5.4 Effectively communicate agency data and outcomes to stakeholders. [To be named] [To be named] 1 PerformanceIndicator_a4d43e5d-7ac5-4ff2-a63c-d3b7f2ca0157 0 [To be described] 0 [To be determined] 24ff8fa2-fb6d-43e7-b650-ffb5dc222de4 Workforce Strengthen and support the well-being of the DSS workforce, including assistance to address secondary trauma experienced by staff. Objective_597f64b7-b67a-4e78-b682-dc59fb2c55fe 6 3.6.1 Develop and implement counseling support program for workforce. 3.6.2 Provide staff training on violence, prevention, de-escalation, and safety protocols. 3.6.3 Promote safety of staff through re-design of office building environments (lighting, keyless access, cameras, panic button, etc.) DSS Workforce [To be named] 1 PerformanceIndicator_72c0bd16-c146-4147-a6ce-06a01aeebaa0 0 [To be described] 0 [To be determined] 77612530-31f2-4b01-af2d-1b3cf71f9db9 Policies Develop uniform process for updating and disseminating policy updates, including statutory changes. Objective_008f80be-3ac4-4fd7-b1d1-28e2111e63f3 7 3.7.1 Update policy manuals throughout the Department and decrease use of Directed Memos in policy updates. [To be named] [To be named] 1 PerformanceIndicator_d997040a-621b-4481-8fa6-4db7188acb30 0 [To be described] 0 [To be determined] a680f9ce-0834-4ad0-9e4f-76813b0b5a19 Contracts Ensure all contracts have a defined purpose and include measurable outcomes and deliverables. Objective_ed1a4e26-84fd-43ab-b847-c7d30388b898 8 3.8.1 Standardize process for grants and contracts including approvals, tracking, and evaluation. [To be named] [To be named] 1 PerformanceIndicator_f16c12eb-e56f-4ecf-bc5a-3460f8c2159e 0 [To be described] 0 [To be determined] e94873df-5c95-456c-beb6-aa05ab31e727 Assets & Funding Protect the assets of DSS, ensure accountability over funds, and help prevent and detect fraud, waste, and abuse. Objective_d5921d86-f196-4b04-b27b-53b192a896cd 9 3.9.1 Continue to improve oversight of the agency and increasing the safety and security of agency personnel and assets through the Office of the Inspector General. 3.9.2 Continue to provide, through the Administrative Services divisions, services that support divisions, regional and county offices in providing effective client services, oversight and internal controls. 3.9.3 Perform internal audits on a regular basis to help to determine if internal controls within the Agency are performing properly, and make recommendations to help resolve any findings. 3.9.4   Monitor and help to resolve any findings that might relate to DSS, when they are found in Single Audits received from our subrecipients. 3.9.5  Continue to carry out a Fraud Prevention and Detection Program, which includes periodic random surprise audits, an Agency fraud hotline for reporting fraud, and periodic Fraud Prevention training. 3.9.6 Coordinate with law enforcement, DSS Inspector General’s Office and the SC Inspector General’s Office on fraud investigations. [To be named] [To be named] 1 PerformanceIndicator_00265b3e-0890-4ba5-93f1-6b1eb1591983 0 [To be determined] 0 [To be described] 46fe8c00-63c5-4911-8d21-8898a223ed3f Trust, Collaboration & Communication Foster trust, collaboration and communication with stakeholders to improve outcomes for children, families and vulnerable adults. Goal_8320b5a9-eac8-4ba5-98b5-55c1a9afd1d9 4 South Carolina Department of Health and Human Services (DHHS) Customer Segment: Executive Branch/State Agencies Division/Program: Agency Collaboration & Planning Regular collaboration and planning with the SC DSS leadership and other staff regarding planning for Medicaid Services of physical and behavioral treatment services. South Carolina Department of Disabilities (DDSN) Customer Segment: Executive Branch/State Agencies. Division/Program: Child Welfare Services Collaboration & Cost Sharing Inter-agency collaboration for case planning and referrals, and cost sharing for clients served by both DDSN and DSS and the age-out population of youth in care. South Carolina Department of Juvenile Justice (DJJ) Customer Segment: Executive Branch/State Agencies. Division/Program: Child Welfare Services Collaborative Planning Collaborative meetings with County Offices' leadership and State Office's leadership to plan for improvement in collaboration for children in the custody of the SC DSS and also involved with the SC DJJ. Collaborative meetings for care management for children in the custody of the SC DSS and also involved with the SC DJJ. SC Sheriffs Customer Segment: Executive Branch/State Agencies. Division/Program: Agency Collaboration Collaboration particularly in the Child Welfare Services and Child Support Services divisions The Cass Elias McCarter Guardian ad Litem (GAL), Office of the Governor Customer Segment: Executive Branch/State Agencies. Division/Program: Child Welfare Services Collaboration & Planning Regular collaboration and planning with the SC DSS leadership and other staff regarding planning for contracted training activities. Support & Communication Timely support and communication from County Offices. Case File Information Sharing Timely sharing of case file information especially physical and behavioral health information, permanency, placement movements in care. South Carolina Department of Education (DOE) Customer Segment: Executive Branch/State Agencies Division/Program: Child Welfare Services Collaboration & Information Sharing Intentional collaboration of the DOE leadership with the DSS leadership regarding: systemic changes that are needed; intentional collaboration of DSS County and Regional Offices with local schools regarding the educational needs of students, safety and risk management, case planning and management for the students. Of special importance is the sharing with the school's administration the information related to placement changes in care and of the student's physical and behavioral health. Palmetto Association For Children and Families This includes Psychiatric Residential Treatment Facilities, Therapeutic Foster Care Providers, and Group Care Providers. Customer Segment: Professional Organization. Division/Program: Child Welfare Services Collaboration & Planning Regular collaboration and planning with the SC DSS leadership and other staff regarding planning for contracted logistical support for collaborative meetings and training activities. Communication Communication of planned Goals, Objectives/Outcomes, and Strategies of the 2015-2019 Child and Family Services Plan (CFSP), Plan for Improvement (Strategic Action Plan), and regular communication of updates on the status of the progress of those items. South Carolina Citizen Review Panel Customer Segment: Executive Branch/State Agencies. Division/Program: Child Welfare Services Data Sharing Intentional collaboration of the DSS leadership with the Citizen Review Panel staff and volunteers, sharing data on abuse and neglect and deaths of children, and updates on the status of the Abuse and Neglect Reporting/Intake System and the Child Protective Services System at DSS, DSS to receive and review recommendations from the Citizen Review Panel and report Agency responses in a timely way. South Carolina South Carolina Coalition Against Domestic Violence and Sexual Assault (SCCADVASA) Customer Segment: Professional Organization. Division/Program: Agency Collaboration & Planning Regular collaboration and planning with the SC DSS leadership and other staff regarding planning for contracted training activities. Referrals of women and children in or at-risk of being in situations of domestic violence and sexual assault. South Carolina Crime Victims' Council Customer Segment: Professional Organization. Division/Program: Child Welfare Services Collaboration & Data Sharing Collaboration with the SC DSS leadership and the sharing of data on victims of human trafficking. South Carolina Family Corps (Parents Anonymous) Customer Segment: Professional Organization. Division/Program: Child Welfare Services Collaboration & Planning Regular collaboration and planning with the SC DSS leadership and other staff regarding planning for contracted training activities. Referrals of parents of at-risk families and youth for services. Project Best Customer Segment: Division/Program: Child Welfare Services Training The SC DSS promotion of and staff participation in Trauma-Informed Care training activities. Policies & Procedures The SC DSS to revise policies and procedures in the SC DSS Human Services Manual, and to facilitate implementation of Trauma-Informed Care statewide as indicated in the SC 2015-2019 Child and Family Services Plan, Strategic Action Plan. Collaboration & Planning Regular collaboration and planning with the SC DSS leadership and other staff regarding planning for contracted training activities. Children [To be named] Vulnerable Adults [To be named] Families [To be named] [To be named] [To be named] [To be named] [To be named] [To be named] [To be named] [To be named] [To be named] [To be named] [To be named] [To be named] [To be named] [To be named] [To be named] Partnership Strengthen partner relationships and increase recognition that safety, permanency, and well-being of children and vulnerable adults is the responsibility of the entire community. Objective_54d00e47-6e91-49bb-a87d-8df236939928 1 4.1.1 Define “partners”; ensure consistent definition throughout DSS through standardized MOU processing. 4.1.2 Inventory existing partnerships and identify which divisions work with each; publish on Unite. 4.1.3 Enhance Partner Meetings and ensure more consistency in meeting processes and outcomes across regions. 4.1.4 Provide “DSS 101” for legislators, media and partners. 4.1.5 Continue to strengthen DSS Advisory Group. [To be named] [To be named] 1 PerformanceIndicator_19aa438c-6532-418b-9c9a-8c22e9f6e14f 0 [To be determined] 0 [To be described] f68e9bba-6b41-4680-9ba2-fd98d09e7302 Awareness Increase awareness of DSS mission, programs, services and strategic priorities. Objective_d971ace2-0595-4394-b8ff-d9acedff32c7 2 4.2.1 Develop a Strategic Communications Plan 4.2.2 Develop a plan for quarterly video messages from Director and DSS Senior Staff. 4.2.3 Proactively tell the positive stories and outcomes of DSS. [To be named] [To be named] 1 PerformanceIndicator_d5cda503-62d7-408c-b04c-347411d8c003 0 [To be determined] 0 [To be described] 4239a862-301b-4032-b85a-4eab223c3dae Alignment Strengthen alignment among DSS and other governmental agencies to provide more effective and efficient services to clients. Objective_57c949f9-abcd-49c8-a1e2-64a22a473bb2 3 4.3.1 Convene “roundtables” consisting of DSS and partner agency representatives. [To be named] [To be named] 1 PerformanceIndicator_73570d19-5b9a-4061-be23-a107d8412358 0 [To be described] 0 [To be determined] 688f99c2-933b-4a88-9933-d9e653c17398 Transparency. Foster a culture of transparency. Objective_0608d6d9-3302-407e-a1e1-a8d9478ae628 4 4.4.1 Train agency staff on how to safely share information while adhering to statutory requirements as it relates to confidentiality. 4.4.2 Increase awareness among external stakeholders and legislators about confidentiality requirements. [To be named] [To be named] 1 PerformanceIndicator_b8518ffe-08ee-46ce-a2a8-7f5ebac14c5d 0 [To be determined] 0 [To be described] 04f4b55c-60cd-421e-baab-322a377f0217 Timeliness, Consistency & Accuracy Provide timely, consistent, accurate and culturally responsive communication. Objective_398973e8-7bdf-4822-848e-c9b10e41c268 5 4.5.1 Ensure internal and external audiences can easily access a comprehensive, up-to-date DSS resource directory and information. 4.5.2 Improve access, capabilities and utilization of technology in communication. 4.5.3 Develop, update and publish information using a wide range of vehicles such as videos, tip sheets, brochures, TV monitors, fact sheets, etc. 4.5.4 Establish a speaker’s bureau. 4.5.5 Modify the redesigned internal and external website as needed. [To be named] [To be named] 1 PerformanceIndicator_ab9c9211-e559-49f9-aae8-704299b63231 0 [To be described] 0 [To be determined] f018b052-5a14-458d-91fd-68c066ef6a67 Responsiveness Improve responsiveness to public feedback. Objective_719675a1-f92d-4d2e-bf6b-ec1920033180 6 4.6.1 Standardize mechanisms for constituent feedback including centralized log for all divisions. 4.6.2 Standardize process for Freedom of Information Act (FOIA) responses. 4.6.3 Develop critical incidence response protocol. [To be named] [To be named] 1 PerformanceIndicator_0261e076-f085-4548-b6e8-1228a51b345f 0 [To be described] 0 [To be determined] c017f9d2-cc12-4d81-ad5f-31e6298c054b Input & Communication Provide two-way communication channels to keep employees and external stakeholders informed while soliciting on-going input. Objective_55c20afa-df24-42f2-8c4b-f9eb90af7ed8 7 4.7.1 Improve utilization of face-to-face meetings as a two-way communication vehicle. 4.7.2 Utilize employee satisfaction surveys as two-way communication vehicle. [To be named] [To be named] 1 PerformanceIndicator_1977ea9b-55e7-42bb-8e3e-68c269bdc44c 0 [To be determined] 0 [To be described] 58952bea-3a01-4091-9c11-0b529024462b StrategyPlan_e9a2fa53-7299-4b20-94a6-5032f36e8967 2017-07-01 2018-06-30 2025-12-24 https://www.stratnavapp.com/StratML/Part2/e9a2fa53-7299-4b20-94a6-5032f36e8967/Styled Submitter_e9a2fa53-7299-4b20-94a6-5032f36e8967 Owen Ambur