Leadership Philosophy:
We believe the provision of Human/Social Services is an honorable profession that values, advocates for, and enhances the well being of citizens. We strive to meet the service needs of our customers and take pride in knowing we positively impact the quality of life. Within our diverse workforce there is a powerful, collective talent for creativity and innovation. To foster this talent, the department will utilize a team approach throughout the organization by:
· Trusting and being respectful of each other and our customers;
· Providing the opportunity to learn and develop in order to enhance the services we provide;
· Promoting the free flow of information throughout the organization to increase understanding;
· Trusting each other to make informed decisions, while empowering and encouraging each other to take intelligent risks;
· Valuing our diversity and recognizing each other’s efforts that contribute to the overall success of the organization; and
· Providing a safe and healthy work environment.
Core Values
In concert with the Leadership Philosophy, the Department of Social Services for the City of Manassas Park employees will endeavor to enhance the delivery of service to citizens by striving to meet the Core Values set forth.
Teamwork--treating others with respect and consideration, working to build collaborative partnerships that effectively utilize our resources.
Professional integrity and accountability--maintaining the dignity and confidentiality of our customers and fellow co-workers.
Group Decision Making -- unconditional support for group decisions that benefit the whole organization, individuals set aside any personal differences.
Staff Development--providing opportunities for staff to do productive, meaningful work and experience success.
Staff Recognition -- acknowledgement of people’s accomplishments and successes.
Client Advocacy--assisting clients in obtaining necessary services.
Social Justice -- Acting in a trustworthy manner to promote the dignity and worth of all persons. Assisting in identifying and addressing the needs of the citizens.
Customer Base
The majority of all customers are representative of populations we are mandated to serve by federal or state law. Others, like our youth population, are targeted to prevent the development of at-risk behaviors and dependency on public assistance programs.
It is important to note that any City resident could become a customer if they were to experience a financial or medical crisis, unexpected unemployment, life-altering disability, hardship in caring for dependent children or aging parents, a natural disaster or fire, or needed education and/or support services.
Department Personnel and Organization
The Department of Social Services has 17 employees, serving in the following capacities.
Director-1
Case Worker-4
Social Work Supervisor-1
Eligibility Worker-4.5
Eligibility Supervisor-1
Office Manager-1
Executive Secretary-2
Interpreter-1
To provide the optimal level of service, the department is divided into three sections: Services, Eligibility and Administrative Support
Services Section
Oversees child and adult protective services, foster care and adoption, and educational achievement, and family stabilization initiatives
Eligibility Section
Administers federal and state temporary financial assistance programs such as Medicaid, Food Stamps, Temporary Assistance to Needy Families (TANF), Emergency Assistance and Employment Training.
Administrative Section
Responsible for the planning, organizing, setting objective, formulating policy, directing and evaluating benefits and services programs according to federal and state legislation, rules, regulations and local policies. The administrative section has responsibility for the preparation and defense of the operating budget. In conjunction with the Services and Eligibility sections, the Administrative section projects resource requirements, works with the local Social Services Advisory Board to keep it informed and seek necessary guidance and directions, coordinates community resources, monitors social, economic, and demographic trends in the community, and maintains effective communication between the agency and other community programs and services, local government and the State Department of Social Services.
Benefits of Social Services
By utilizing all resources, the department provides citizens with the skills and opportunities required to meet the basic needs critical to achieving self-sufficiency. These elements include:
Safe, affordable housing
Education and job skills
Adequate, continuous income
Transportation
Medical and mental health care
Development of life skills, social skills, and daily decision-making skills
In doing so, the programs directly enhance the City’s economy, protect public safety, decrease the need for more expensive programs, help families remain together and care for their dependent members, and transform today’s youth into tomorrow’s productive adult population.
Strategic Direction
The most significant strategic issues confronting the Department during upcoming years include:
· Increasing State mandates governing services for juvenile offenders, who are requiring more residential and long-term intervention services.
· Increased aging population.
· Increasing demands of hard-to-serve, angry, and belligerent customers, who have multiple problems but few resources.
· The need for programs promoting healthy youth development and prevention of at-risk behaviors, including skills development classes for parents.
· Development of collaborative regional partnerships with other
· Local governments and nonprofit agencies to stabilize current programs, address gaps in services, and processes.
· Need to identify opportunities for cost sharing and/or garnering additional resources to offset the lack of adequate funding (federal, state, and local)
Based on staff discussions and analysis of our key business areas and strategic issues, the following focus areas were identified.
· Maximize use of State and Federal funding;
· Increase collaborative efforts to maximize utilization of program and financial resources.
· Maintain a well-educated and trained staff of professionals.
Expenditures and Client Caseload
FY 2002-2003
Children Services & Day Care |
$279,208.46 |
Clients Served |
|
|
|
Foster Care |
52,984.09 |
16 |
Adoption Subsidy |
12,656.67 |
8 |
Family Preservation |
630.08 |
|
CDC-Quality Initiative |
55,000.00 |
|
Head Start Day Care |
30,992.17 |
|
VIEW Working & Transitional |
85,830.10 |
|
Fee System Day Care |
41,115.35 |
|
|
|
|
Adult Services |
$10,810.00 |
|
|
|
|
Adult Protective Services |
896.00 |
7 |
Companion Services |
5,007.00 |
10 |
Auxiliary Grant |
4,907.00 |
|
|
|
|
VIEW Services |
$2,354.54 |
|
|
|
|
Supportive |
2,354.54 |
|
|
|
|
Child Protective Services |
|
120 |
|
|
|
|
|
|
Home Studies |
|
12 |
|
|
|
State & Local Hospitalization |
$5,077.00 |
|
Temporary Financial Assistance |
|
Avg. mthly caseload |
Food Stamps |
|
130 |
General Relief |
|
36 |
Medicaid |
|
390 |
Temporary Assistance to Needy Families (TANF) |
|
37 |
VIEW Initiative for Employment Not Welfare (VIEW) |
|
15 |
|
|
Applications Processed |
Fuel Assistance |
|
33 |
| 
