STATE OF NEVADA - Division of Child and Family Services

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Economy For years, Nevada’s economy has grown at rates well in excess of national norms, regardless of the health of the national business cycle. Since the late-1990s, for instance, job growth in Nevada has averaged 3.1 percent vs. just 0.5 percent in the nation as a whole. Much the same was true for nearly every other economic indicator, including personal income and population growth. However, a repeat of the boom-like conditions from earlier this decade is not expected to continue to occur. While there is some evidence to suggest that our nation is approaching the end of this economic decline; the Nevada economy remains in recession. December 2009 marked the end of a historically bad year for Nevada’s economy. A year marred by record setting declines in nearly all major economic indicators. • Home values in Nevada plummeted 24.5 percent in the third quarter of 2009. That’s the steepest decline of any state and more than six times the national average. Nevadans are losing their homes to foreclosure at a rate that is four times the national average. • Nevada’s foreclosure rate, though moderating, is still highest in the nation and four times bigger than the national average — one in ten Nevada housing units received at least one foreclosure filing in 2009. • Payrolls in Nevada in third quarter 2009 plunged 8.6 percent compared with the previous year, a larger drop than any other state and more than double the national average decline of 3.5 percent. • Nevada personal income in third quarter 2009 was 4.6 percent lower than the previous year, a rate of decline only three one-hundredth percentage point smaller than the biggest drop, posted by Alaska. • Nevada employment is down more than 10 percent compared with one year earlier. • Nevada's unemployment rate is 13 percent. That's the second highest unemployment rate in the nation. More than 140,000 Nevadans have lost their jobs, and 90,000 more are projected to join the unemployment rolls over the next 18 months. Nevada’s public finances have been significantly impacted by this downturn. • State agencies recently submitted budget reserve recommendations for the fifth time in the past two years. • Nevada’s General Fund revenues dropped 17 percent in 2009. Between now and June 2011, the state General fund will fall about $1 billion short of its $6 billion budget. • The state caseload for Medicaid and TANF has grown by about 30% since the beginning of the recession. • From June 2008 to June 2009, the number of Nevada food stamp recipients in households with no other cash income increased 173%, 60-percentage-points higher than second-ranked Florida. Prior to the current recession, Nevada’s economy was among the strongest in the nation, if not the strongest. As a result, the State served as a magnet for individuals in search of increased economic opportunity. As further evidence Nevada may be experiencing an unprecedented population decline. The November report from the Nevada Department of Employment, Training and Rehabilitation cited people leaving the state as a reason the unemployment rate actually declined compared to October. According to the report, Nevada’s labor force contracted for the second month in a row in November, falling by 1.5 percent, meaning roughly 13,900 workers either left the state or were too discouraged to seek employment. Child Welfare Administrative Structure Nevada uses a state-administered and county-operated structure for the management of child welfare services. The Nevada Division of Child and Family Services, under the umbrella of the Nevada Department of Health and Human Services, provides oversight to child welfare and direct child welfare services. State Agency Administering Plans The Division of Child and Family Services (DCFS) is responsible for Children’s Mental Health (in Clark and Washoe, the two largest populated counties), Youth Corrections, Child Welfare Services and Child Care Licensing. As such, the implementation and administration of the Child and Family Services Plan is the responsibility of DCFS. This includes: Nevada APSR – SFY 2010 Page 6 of 108
Title IV-E, Title IV-B, Subpart I (Child Welfare Services) and Subpart 2 (Promoting Safe and Stable Families), Child Abuse and Treatment Act (CAPTA), and the Chafee Foster Care Independence Program (CFCIP). DCFS has an annual operating budget of approximately $215 million with a workforce of over 1,100 employees. Our work encompasses: Protection and Permanency for Children: The Division creates opportunities and programs that prevent and respond to issues of parental/caregiver maltreatment, mental health, and delinquency. The Division strives to support permanency within the child’s biological or primary and extended family so children may grow and develop within stable environments. The Division also recognizes the responsibility to create and support alternative permanent environments when biological or primary families are unable or incapable of caring for their children. The Division will collaboratively craft public policies to promote the strength and well-being of families. Preservation of Families: The Division supports the value that the family is the best structure to assure stability, nurturing, care, and safety of its members and communities. Services are designed to build upon family strengths, honoring the family’s traditions, history, and culture. Juvenile Justice Services for Youth: The Division recognizes that services must balance youth rehabilitation, treatment, and community safety. Many juvenile offenders have been victims of maltreatment and therefore accountability must be balanced by the provision of services addressing trauma, loss, substance abuse, and mental health issues. Juvenile offenders are held accountable through a comprehensive system of graduated sanctions that include commitment to state-operated juvenile facilities. Children’s Mental Health: The Division uses a system of care model that strives to provide creative, individualized, strength-based, and culturally responsive services for families with children that experience severe emotional disturbances. A developing continuum of care focuses on meeting the needs of children and families in the least restrictive environment, including utilization of the wraparound process to coordinate effective service delivery that enables children to reside with families when possible and with the assistance of informal supports rather than dependency on government or paid providers. Mission DCFS, together in genuine partnership with families, communities and county governmental agencies, provide support and services to assist Nevada’s children and families in reaching their full human potential. Vision DCFS recognizes that Nevada’s families are our future and families thrive when they: • Live in safe, permanent settings; • Experience a sense of sustainable emotional and physical well being; and • Receive support to consistently make positive choices for family and common good. Guiding Principles Service principles guide our work towards achieving this vision and are consistent with children and family services principles specified in federal regulations [45 CFS 1355.25(a) through 1355.25(h)]. These practice model principles are: • Protection - Children’s safety is paramount; • Development - Children, youth, and families need consistent nurturing in a healthy environment to achieve their full human potential; • Permanency - All children need and are entitled to enduring relationships that provide a family, stability and belonging, a sense of self that connects children to their past, present and future; • Cultural Responsiveness - Children and families have the right to be understood within the context of their own family, traditions, history, culture, and community; • Partnership - The entire community shares accountability for the creation of an environment that helps families raise children to reach their full potential; • Organizational Competence - Effectively structured and managed organizations with committed, trained, skilled staff are necessary to achieve positive outcomes for children and families. Nevada APSR – SFY 2010 Page 7 of 108
Page 1 and 2: STATE OF NEVADA Department of Healt
Page 3 and 4: SECTION V: CHILD AND FAMILY WELL-BE
Page 5: SECTION I: INTRODUCTION Nevada Demo
Page 9 and 10: District provides services to Carso
Page 11 and 12: Legislative Activities Nevada’s l
Page 13 and 14: 4. Review and Improvement of Existi
Page 15 and 16: particular strengths that CCDFS is
Page 17 and 18: Figure 06: Number of Total Removals
Page 19 and 20: In addition, WCDSS individually con
Page 21 and 22: Table 08: CFSR Data Profile Informa
Page 23 and 24: Relatives who care for their kin ty
Page 25 and 26: etween standard of care concerns an
Page 27 and 28: CFSP Goals and Objectives for Perma
Page 29 and 30: Table 14: SFY 2010 Data for Item 7
Page 31 and 32: Figure 11: Average Months to Adopti
Page 35 and 36: eport. Compliance with this require
Page 37 and 38: SECTION V: CHILD AND FAMILY WELL-BE
Page 39 and 40: Agency Level Policies: In addition
Page 43 and 44: Caseworker-Child Contact report is
Page 45 and 46: SECTION VI: SYSTEMIC FACTORS Each o
Page 47 and 48: Another objective under this goal i
Page 49 and 50: Item 27: Permanency hearings Goal:
Page 51 and 52: This item refers to quality standar
Page 53 and 54: multidisciplinary processes and rec
Page 55 and 56: charged with developing a standard
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A third objective for this item is
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Table 37: Advanced Foster and Adopt
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Intensive Family Services staff, wh
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• Case management services for fa
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community assets to make significan
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to provide safe, quality care to ab
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meeting occurred on December 2, 200
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• SAPTA (Substance Abuse Preventi
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as well as foster parents, are trai
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programs: $244,633 was allocated to
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Overall the DR program has been wel
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development of the brain for Indian
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IV-E or IV-B funds, including IV-E
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Item 45: State use of cross-jurisdi
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Figure 19: ICPC Number of Incoming
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APPENDIX A: Child Abuse Prevention
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Substantive Changes There are no su
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1) Child Protective Service (CPS) p
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designated to be the Chafee recipie
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Presented NYTD to two annual Youth
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Specialist by telephone, mail, or e
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APPENDIX D: Health Care Services Pl
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ATTACHMENT A: Citizen Review Panel
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TABLE OF CONTENTS EXECUTIVE SUMMARY
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During 2009, the Statewide Panel’
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with regular and ongoing updates of
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Additionally, DCFS Policy 0511.0, R
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Visitation Recommendation 4: Statew
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UNITY Data System Changes Recommend
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about referrals and services. To ad
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Results of the study identified sev
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Meeting Dates and Activities During
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The Division of Child and Family Se
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amount in the future. Therefore, it
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Establishes a Legislative Committee
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Emergency shelter for a child. The
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APPENDIX C: PANEL MEMBERS Statewide
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Southern CAC Members Member Affilia
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Division will be collaborating with
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• UNITY’S positioning as a case
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SAFF SB SWA TALCIT TANF TPR UNITY U
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B. Children’s Justice Act Task Fo
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ATTACHMENT D: Assurances and Certif
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STATE OF NEVADA - Division of Child and Family Services

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