October 2023 NCSEA CSQ

Child Support CommuniQue
October 2023

Table of Contents
October 2023
President’s Message ………………………………………………………... 3
Community Corner: A Fight for Fatherhood ...................................……. 6
Collecting Child Support in a Gig Economy and a Virtual World ............ 10
Enhancing Safety for DV Survivors:
Perspectives from Oklahoma and Minnesota ........................................ 19
OCSS Digital Marketing Grants Summary:
Simple and Direct Communication is Key ………………………………… 26
Transformation and Innovation in Child Support:
From Coast to Coast ……………………………………………………….. 32
Cost of Domestic Violence Impacts the Economy ………………………. 38
Leadership Symposium 2023 Recap:
Golden Opportunities in Leadership ……….................……………......... 44
NCSEA U Spotlight ……………………………………….......................... 47

Erin Frisch,
NCSEA President
Greetings, NCSEA!
“If you want to go fast, go alone. If you want to go far, go together.”
This proverb keeps resonating with me as I think about the coming year
and reflect on the power of community. Our NCSEA community is strong
and vibrant, with over 150 volunteers across more than 15 committees
working to inspire, support, and engage child support professionals across
the country (and the world!). My sincere thanks to all who have agreed to
lead and serve on committees this year–you are the connection points that
hold our community together.
I’m both honored and humbled to serve as your president, especially
following my friend Jim Fleming. I want to thank Jim again for his
leadership and stewardship of this organization. We are starting the year in
a great place, thanks to him. One of the many things Jim led was the
creation of a set of federal legislative proposals. We will continue to refine
and look for opportunities to advance our legislative agenda in the coming
year.
Building community is only possible when folks choose to show up with
openness, concern for one another, and willingness to engage. As you
think about your role in reaching our shared vision of a world where every
child receives reliable financial and emotional support, I encourage you to
take advantage of the opportunities to engage with your peers and
colleagues through any of the many NCSEA offerings. You can attend
Policy Forum and Leadership Symposium to connect and learn in person,
listen to a podcast or web talk to hear what others are doing and get to

know them, or join an affinity group through NCSEA Connects to build
relationships with like-minded folks, just to name a few. There’s a place for
you here.
I’ve also been thinking about our program’s role in the communities where
we live and serve. As we continue to shift to a more family-centered
program, I’m encouraged by the work I’ve seen to engage with parents and
caregivers about what they need and how child support can help. The
market research co-sponsored by NCSEA is a great example of asking
families directly about what they know, rather than us making assumptions.
One of my goals for NCSEA is to lead by example in building community
with those we serve, as well as agencies and organizations that serve
many of the same families. One of the wonderful things about community is
that we can help people in ways we can’t alone when the resources, work,
and responsibilities are shared.
Last year, under President Fleming’s leadership, the board drafted and
provisionally approved a statement of our commitment to diversity, equity,
and inclusion. At last month’s Leadership Symposium, we asked
conference participants to weigh in on the draft statement and received a
solid positive response! The board will finalize the statement at our next
meeting. You can find the statement on our website here: NCSEA Pledge to
Diversity, Equity & Inclusion.
While a commitment statement is a good start, we all know that it’s only as
good as the actions that follow. I have made an intentional effort to fill
leadership positions on committees with folks who represent the diversity of
our membership. Committee charges this year include requests to keep
accessibility, belonging, inclusion, diversity, and equity (or what I’ve
unofficially turned into the acronym ABIDE) at the forefront. I also have
some ideas on how we can listen to and learn from families, and for
understanding and reckoning with very real inequities and disparities that
can affect outcomes and experiences of those we serve.
I would be remiss if I didn’t take a moment to recognize and thank Chris
Wood, our new Executive Director (ED). Chris comes to us with a long
history of working with associations such as ours, and I look forward to

walking alongside him this first year as ED as we work together to lead
NCSEA. Chris doesn’t do it alone, however! We have an incredible team
that includes Katie Kenney and Amalia Paul, who work with Chris to keep
our organization running smoothly–they are so appreciated!
I have experienced tremendous personal and professional growth because
of my membership in this community, and I really do love what we have cocreated
together. It is remarkable to me that while we don’t always agree,
we care about each other and this work, and that is what keeps us in it. It is
my privilege to do for this community whatever I can. I hope to meet and
get to know more of you this year, and want to extend a warm invitation to
introduce yourself and share your “why” for working in child support if you
see me out and about. Community is not just about belonging; it’s about
doing something together that makes belonging matter. What we are doing
here matters more than we can measure. I look forward to the year ahead
as we work together to promote and influence child support policy and
practice and educate, connect, and inspire each other.
Erin Frisch
Erin Frisch has served as the Director of the Office of Child Support at the Michigan Department of Health
and Human Services (MDHHS) since 2012. In this role she is responsible for paternity and child support
court order establishment, order modification and enforcement, and locating parents for over 700,000
children and families. She also co-leads the MDHHS Diversity, Equity, and Inclusion Council—a role she
has had since 2019. Erin served from 2019-2020 as Senior Chief Deputy Director for Opportunity at
MDHHS where she oversaw the children’s services agency, the bureau of community services, and the
economic stability administration and focused on integration between public assistance programs and
health, community services, child support and child welfare to reduce poverty for Michiganders. Erin is a
former President of the National Council of Child Support Directors and is the current President of the
National Child Support Engagement Association. Erin graduated from James Madison College at Michigan
State University and has a son and a daughter.

A Fight for Fatherhood
by Sharmain Harris, Owner, Sharmain Harris &
Associates
Recently, I had the privilege of speaking at the annual NCSEA Policy
Forum. This was my first time attending and let me just say that, although
I've been working in the field for eight years, I learned so much at the
conference. It was filled with information and insight I hadn't heard before.
The sponsors, speakers, and attendees were amazing. Eight months later,
I am still riding the wave of excitement I gained from the conference.
During my presentation, I focused on my journey from gang life and prison
to my change after becoming a father. In 2009, I was convicted of
manufacturing and delivering cocaine. After serving a one-year sentence in
the county jail, I came back hoping to change. Unfortunately, I didn't. A year
later I went back to jail and in November 2011, I was sentenced to five
years in prison. It would
take a challenging
incarceration program
to facilitate change in
my life. Unlike many
others, I was fortunate
not to have any
children during these
challenging times in my
life.
When I returned in 2013, my girlfriend (now wife) became pregnant with my
first biological son. During her entire pregnancy, I struggled not only with
the fear of becoming a father but the fear of being a felon and trying to

support a family. I can't count how many times I was let go from jobs, the
problems I faced with my parole agent, and the denied applications for
rental properties. When my son was born in January 2014, I knew I had to
make some major changes in life, and that's exactly what I did.
When my son was about ten months old, I went to the local Women,
Infants, and Children (W.I.C.) office for an appointment. That appointment
led to a volunteer role, that role led to a part-time job, and eventually a fulltime
job as a father involvement coordinator. This was my genesis to
success. As I worked with fathers, I felt I found my calling in life. As a new
father, I was simply sharing my joys, rewards, and pains of fatherhood. The
fathers gravitated toward me because they could see themselves in me. As
I listened to their concerns and issues, I realized I had no idea how much
fathers go through. Every day was a new challenge for me to help fathers. I
would spend hours on the phone finding them resources in the community
and connecting them with their child support agents.
Not long after, we partnered with the local child support agency, and the
program grew in numbers from the referrals received. The program also
grew after a highly publicized newspaper article in the Kenosha News that
featured the district attorney, my sentencing judge in court, and me. I was
back in court for a sentence modification that would remove me from parole
four years earlier than expected. Enrollment and attendance for the
Dedicated Dads Program skyrocketed after that, and almost every formerly
incarcerated father joined my program. Since then, I've earned both my
bachelor's and master's degrees in business, received numerous awards,
and even became an adjunct professor teaching criminal justice. Most
notably, I was granted a full pardon from the Governor of Wisconsin and
had all my rights restored. I never would've imagined my life would be like
this when I was gangbanging and selling drugs.

When I mentioned my pardon on stage at the NCSEA Policy Forum, I
received a standing ovation from the entire audience. As the emotions
overwhelmed me, I knew at that moment I was walking in my purpose.
Being granted a pardon by the highest office of the state put the icing on
"My goal is to leave a lasting legacy for generations to come."
the cake for my career. While I am truly honored to receive such a
prestigious award, it is not my greatest accomplishment. My greatest
accomplishment was becoming a father. Before that, I was selfish and
couldn't care less about my life or anyone else's. As a father, I know that
my every action has the potential to impact my children, their children, and
their children's children. My goal is to leave a lasting legacy for generations
to come.
A question I am often asked after my speeches is, “Wow! What was it that
made you change?” My reply is always, “Becoming a father.” Like many
others, I was once labeled only as a felon. However, since finding my
identity as a father, husband, and businessman, I decided to use my story
to impact and inspire people across the nation.

Sharmain Harris is a national speaker and author who shares his expertise in fatherhood and prison
reentry. After serving time in prison, Sharmain returned to society determined and destined to succeed. His
turnaround from prison to purpose has given hope to the 600,000 men and women returning from prison
every year. His passion to strengthen families through father involvement has inspired change in family
services organizations around the nation. As the owner of Sharmain Harris & Associates, Sharmain
continues to use his platform to spread a message of hope, change, and perseverance through
inspirational speeches, training, and workshops throughout the nation.

Collecting Child Support in a Gig
Economy and a Virtual World
by Wally McClure, NCSEA Research Subcommittee Co-leader,
with assistance from subcommittee members: Chris Breen, Paul
Gehm, Susan Saelee, Susan Smith, Jeremiah Stephan, and Jane
Venohr
For several years now, child support professionals
have wondered how the “gig economy” would
affect agencies’ ability to establish accurate orders
and collect on them. In May 2022, the federal
Office of Child Support Services (OCSS) released
“Noncustodial Parents and the Gig Economy,”
which explains the kind of work included in this new
paradigm, and explores the question of just how
many parents owing support are participating in
various forms of contract work. While there is not
an exact definition of “gig work,” it generally
focuses on a work arrangement where gig workers
contract with and provide services for individuals or
companies on a short-term, temporary basis, or
perform project-based work. i
Results from a 2017 Bureau of Labor Statistics
study estimated about 10% of workers rely on independent contract work of
one sort or another as their primary source of income. ii OCSS’s article
suggests that number is a conservative estimate and that about 14% of

noncustodial parents are relying on the gig economy as their primary
source of income.
“The rise of the gig economy and self-employment has led to
numerous challenges for the child support community.”
The rise of the gig economy and self-employment has led to numerous
challenges for the child support community. The primary challenges are
learning of the income for the setting of support or for enforcement, and
then determining how to collect against that income. Last year, the National
Child Support Engagement Association (NCSEA) Research Subcommittee
asked child support agencies what solutions they were using to identify
sources of income and collect from parents who earned money outside of
traditional employment. While collecting from the self-employed is hardly a
new challenge in the child support world, the recent proliferation of such
income sources raised the stakes on child support professionals’ ability to
provide regular support to children and families. To add an additional layer
of complexity, new alternatives to the traditional monetary system allow
these same parents to receive their earnings in cryptocurrency, leaving
child support agencies wondering how to attach earnings. The Research
Subcommittee surveyed state child support directors and reached out
directly to a handful of agencies. However, responses were quite limited,
which tells us that the child support community is still learning how to best
identify income and collect from those who:
• Earn from platform businesses—businesses that provide a simple,
on-line method for finding a product or service. Think Uber,
DoorDash, InstaCart, Airbnb, Angi, Etsy, and Shopify.
• Earn passive income from advertising on web pages.
• Supplement income by participating in cash back programs,
responding to surveys, or reviewing and rating products and
services.
• Create and sell non-fungible tokens (NFTs).
• Invest in virtual products, including cryptocurrency, NFTs, or even
virtual real estate.

In addition to the introduction of more non-wage options for earners as a
result of technological innovations and entrepreneurship, the onset of the
COVID pandemic in 2020 significantly changed the source of collections for
child support. iii The graphs below compare wage withholding to total
distributions over seven years. iv
Wage Withholding Compared to
Total Distributions 2015-2021
$ Wage Withholding Total Distributed Collections
$40,000,000,000
$35,000,000,000
$30,000,000,000
$25,000,000,000
$20,000,000,000
$15,000,000,000
$10,000,000,000
$5,000,000,000
$0
2015 2016 2017 2018 2019 2020 2021
(Total Collections from Withholding from Table P-28. Total distribution is the sum of
Tables P-4 and P-24 from the OCSS Preliminary Data Reports for 2019 and 2021.)
80.00%
Percent of Total Distribution from Wage Withholding
75.00%
70.00%
65.00%
60.00%
55.00%
50.00%
2015 2016 2017 2018 2019 2020 2021
Another seemingly related factor may be the “Great Resignation” of many
workers who decided to leave or not return to their jobs. While selfemployment
is on the rise and income withholding is down, definitive data
about the child support caseload is not yet available, so it remains unclear

whether parents in the child support caseload are supplementing their
income with gig work.
State Results
Only three states were able to provide insight into how they are collecting
from the new generation of self-employed. These methods, described
below, range from the “tried and true” to the “innovative.”
North Dakota
Because North Dakota has no data matches with
platform providers like Uber or Lyft, they rely on
learning about such self-employment from other
sources such as the custodial parent or the obligor, in
response to either a license suspension action or
questioning during a contempt hearing. Upon discovering a source of
income, the agency sends an income withholding order (IWO) to the
income payer because North Dakota’s definition of “income” is not limited
to wages. Says North Dakota Child Support Enforcement Director Jim
Fleming, “We may not know what the parent is earning, but when they
aren’t paying, we have tools that are at our disposal to take the next steps
to obtain payment or take enforcement action.”
Virginia
To successfully obtain a child support order in Virginia
for individuals who do not have detectable income,
child support professionals must be diligent in
researching and asking questions to determine the
individual’s ability to pay.
Christy Price-Townsend is a Program Services Coordinator for Virginia’s
Division of Child Support Enforcement (DCSE). Christy has worked directly
with case participants whose sole source of income is cash rebates and
couponing. According to a 2019 NBC News article, v many businesses,
such as Amazon and Zale’s, will pay customers to buy from them. To claim
cash, individuals use platforms such as BeFrugal or Retailmenot to make
purchases. The average cash back rebate can range from four to six
percent.

Christy advised that her unit has observed some individuals earning
between $1,500 and $2,000 per month. They will stack several coupons
and rebates to get an item essentially for free, then sell the item, gaining a
significant profit. In Christy’s experience, this particular subset of payers will
likely make child support payments that are sporadic and inconsistent in
amount.
While interviewing case participants, Christy recommends asking probing
questions around how they have been getting by (paying their rent, etc.),
which allows her to extract information and determine their ability to pay.
However, not everyone is forthcoming about how they earn a living. This
elusiveness is made more difficult in an era where customers are exploring
alternative methods of employment and receiving payment, such as
through cash or bitcoin.
Christy is diligent in researching information on participants. She
determines their prior work history, earning history, and skillset. She also
asks anyone who may have insider knowledge of a case participant’s
earnings. She shared an example of a participant who refused to share
income information. However, through diligence and research she was able
to determine that the individual had at one time worked as a hairstylist.
From there she was able to locate where that individual worked as a
contractor, operating a booth and offering cosmetic services. She also
determined how the individual obtained a client list, the services rendered,
and the money earned based on fees established at a set rate. Compiling
this information allowed Christy to run guidelines and demonstrate an
ability to pay.
When asked about her success in enforcing orders established using this
“ability to pay” research, Christy added that building trust and effective
communication with the case participants are critical. She has found
success in being transparent about the child support process while
educating case participants every step of the way. She finds that most
people want to support their children; they simply want to pay an amount
that won’t negatively impact their ability to maintain a decent living. Christy
also prefers to communicate jointly with both parties as much as possible,
versus juggling individual dialogues with each parent.
When asked if she saw any barriers in the child support program that are
challenging for customers who earn undetectable income, Christy’s
response was, “Yes, many of the case participants in this situation have a

distrust for the program and don’t want to share information for fear of the
negative consequences that may come their way.” That’s why it’s important
to build trust through customer service. Christy provides every resource
available so that she can assist people in meeting their obligations and
avoiding delinquent payments.
Virginia DCSE has several programs to help participants, such as Family
Engagement Services (FES), which addresses the underlying issues that
impact the non-custodial parent’s ability to pay. In addition to FES, Virginia
has implemented Alternatives to Contempt (ATC), using the Procedural
Justice-Informed Alternatives to Contempt (PJAC) model of casework,
which consists of case assessment, outreach and engagement, enhanced
investigation, case conference, and case management and services.
Engagement involves both non-custodial and custodial parents. This
relationship between the caseworker and the parents is infused with
principles of procedural justice and is the common thread that runs through
all aspects of service delivery. vi
Washington
Andrea Henderson leads Washington state’s Special
Collections Unit (WA SCU). She explained that the rise
in gig economy work has caused her unit to strategize
on how to find out when someone is participating in
these activities. She says it has been difficult to
develop any kind of reporting or automated process from outside sources.
They tried to get OCSS to revive the old IRS 1099 report vii but was
informed it was no longer available. They are unaware of any other federal
resources.
“Of course, some staff have more experience about the topic than
others, and that experience may affect the success of
establishment or collection on a particular case.”
Like North Dakota, in most instances the caseworker becomes aware of
possible self-employment from the custodial parent or non-custodial parent
and researchers from there. Of course, some staff have more experience
about the topic than others, and that experience may affect the success of

establishment or collection on a particular case. Sometimes caseworkers
reach out for assistance from the Special Collections Unit.
“So far what we have found is two elements to explore,” Andrea explains.
“One, how to determine if someone is self-employed or involved in the socalled
gig economy. There are a lot of options to explore. The early ones
like Door Dash and Uber have been hit or miss. But there are other ways to
make money nowadays such as online commerce (Etsy, Amazon), social
media influencers (YouTUBE, Only Fans), and content creators or
freelancers on platforms like FIVERR. These all have to be explored to find
out the nuances of how they operate. Which then leads to the second
element, how these folks actually get paid. Alternatives to traditional
paychecks and bank accounts have . . . become huge, and most of these
people are paid that way. Venmo, Cash App, and PayPal are all ways
people can be paid and are not reported like a normal bank account.”
Andrea suggests it will likely take changes in federal or state regulation to
make those accounts reportable.
The Special Collections Unit has brainstormed some of the following ideas
to explore:
• Recently Washington Employment Security paid out back payments for
a program called MEUC (Mixed Earner Unemployment Compensation).
This program was for people that had both self-employed earnings and
regular employment earnings. The WA SCU received a list of applicants
and cross-referenced them with the child support system to identify
parents who met the program criteria. These parents could be involved
in the gig economy. The unit is analyzing the data.
• WA SCU is exploring existing reports from the Washington Department
of Revenue on businesses associated with a parent who owes support.
This is assuming the parent went through the effort of creating a
business and obtaining a license, as required of all contractors in the
state. They are also researching how to learn about any banking
associated with the business, such as how they paid their business and
occupation taxes.
• Recently, the Special Collections Unit created a workgroup to look at revamping
the Little Black Book (the division’s employer database) to gear

it more towards self-employment and gig economy resources. The unit
will be looking to establish best practices and contact resources for
these places so that when the agency becomes aware of a parent
involved with gig economy practices, they don’t have to do a lot of
research on how to best contact their income source. This may lead to
some sort of database of contacts for places like Venmo and Cash App
and help WA SCU establish policy and procedures around how and
when they can pursue collection.
WA SCU has worked some test cases. Their protocol has been to research
the parent’s business or online presence and the associated rules around
how and when they get paid. Depending on the results of that research,
they either issue a subpoena for account information to gauge collection
potential or issue an Order to Withhold and Deliver if they believe there are
assets worth pursuing.
“Obviously,” Andrea explains, “this is case specific and sometimes we need
to adjust our approach or try other enforcement actions.” She adds, “So far
this has been a slow process and I feel like we are still trying to catch up
with the changing times! It is a passion of mine, and my staff are very
driven to explore this more.”
Promising Practices and Next Steps
The child support program relies primarily on new hire
reporting and automated interfaces with various agencies to
identify amounts and sources of income. According to the
OCSS Intergovernmental Reference Guide, about 22
programs now include contractors in their new hire reporting
regulations to help address that challenge, with varying
thresholds for when to report. (Some states encourage voluntary reporting
of contractors although state law does not require it.) Even with that
assistance, child support case managers will need to rely on investigative
techniques and interviewing to discover income sources for many parents.

“By building a trusting relationship with case participants, states
like Virginia, Washington, and North Dakota have been able to learn
a parent’s sources of income with careful questioning.”
By building a trusting relationship with case participants, states like Virginia,
Washington, and North Dakota have been able to learn a parent’s sources
of income with careful questioning.
Some possible changes in regulation or statute that could help child
support professionals improve their ability to identify and attach these
sources might include:
• Broadening the definitions of financial institutions to include
applications such as PayPal and Venmo so that they are required to
participate in FIDM reporting.
• Universally requiring the reporting of contractors, including platform
companies such as DoorDash, Uber, and InstaCart.
• Making the IRS 1099 available again or finding a suitable substitute.
i
Sorensen, Elaine, “Noncustodial Parents and the Gig Economy.” U.S. Department of Health and Human
Services, Administration for Children and Families, Office of Child Support Services, May 2022,
www.acf.hhs.gov/sites/default/files/documents/ocse/noncustodial_parents_and_gig_economy.pdf
(Accessed 11 Oct. 2023).
ii
“Contingent and Alternative Employment Arrangements.” Bureau of Labor Statistics News Release, 7
June 2018, https://www.bls.gov/news.release/conemp.htm (Accessed 11 Oct. 2023).
iii
Most of the change occurring during the pandemic was a result of increased federal offsets and
unemployment insurance collections. Income withholding declined during the pandemic and remains low.
It is unclear if income withholding will rebound, as it did following the 2008 recession, or if it will remain
low into the foreseeable future.
iv
From the OCSS (formerly OCSE) 2019 and 2021 Preliminary Data Reports
v
Weisbaum, Herb. “How to Use Cash Back Portals to Make Money While You Shop.” NBC News, 20 Nov.
2019, https://www.nbcnews.com/better/lifestyle/cash-back-portals-what-you-need-know-about-gettingpaid-ncna1085841
(Accessed 11 Oct. 2023).
vi
For more on PJAC, see Office of Child Support Services’ PJAC Research Briefs and Reports,
https://www.acf.hhs.gov/css/outreach-material/pjac-research-briefs.
vii
The IRS 1099 is a discontinued annual report that was provided to child support agencies. The report
included income and address data on the self-employed.
Wally McClure has worked in child support for over 30 years and is now an independent consultant for
child support agencies. He is an active member of NCSEA and was the co-leader of the 2022-23 Research
Subcommittee.

Enhancing Safety for DV Survivors:
Perspectives from Oklahoma and Minnesota
by Annie Gullo and Anita Rydberg, Oklahoma Child Support
Services
Domestic violence is an epidemic in our country, our states, and our own
communities. According to the Centers for Disease Control and Prevention
(CDC), more than 40% of women experience domestic violence in their
lifetime. i Oklahoma ranks second in the nation in the number of women
killed by men. ii Domestic violence will only rise to the level that our
community allows, and it is everyone’s responsibility to stop the epidemic.
Financial stability is a major factor for someone trying to escape domestic
violence. Economic security can help build a life free from abuse. Child
support creates a pathway to financial stability for survivors of domestic
violence, breaking down a major barrier as a result. Ninety percent of
survivors report that they want to pursue child support if it is safe for them
to do so. Because of this, it is important to make child support services
available and safe, especially for survivors of domestic violence.
The U.S. Administration for Children and Families (ACF) recognizes the
role child support plays in ending domestic violence. In 2022, ACF awarded
the Safe Access for Victims’ Economic Security (SAVES) grant to twelve
states and one tribe. The SAVES grant is a five-year demonstration project
that supports child support agencies across the nation in their effort to
provide safe access to child support services. Thanks to this grant,

Oklahoma is building pathways to trauma-informed services that will
enhance families’ economic independence.
SAVES grant funding has allowed
Oklahoma Child Support Services
(CSS) to instill hope for customers and
personnel and has increased safety by
bringing awareness and understanding
of child support protections. After
receiving the SAVES grant, Oklahoma
CSS successfully created a specialized domestic violence team referred to
as Protection and Access Toward Hope-Centered Support (PATHS), which
focuses on program updates, policy changes, and enhanced training
opportunities for staff.
“There are several flashpoints for violence throughout a child
support case, including initiation of a case, genetic testing,
enforcement, and modification.”
In conjunction with awareness, Oklahoma is dedicated to displaying the
importance of culturally specific domestic violence training and tools for
employees through community engagement and intentional collaboration
with domestic violence service providers. Prior to the SAVES grant,
Oklahoma did not have enough staffing capacity to be embedded with
domestic violence services providers. Moving forward, a PATHS team
member will be at Oklahoma City’s Family Justice Center a minimum of
one day each week for face-to-face connection with survivors.
To foster collaborative efforts, Oklahoma PATHS facilitates a Domestic
Violence Council, which also serves as the advisory board to the grant.
This group is composed of individuals from different divisions within
Oklahoma Human Services, in addition to other critical stakeholders in the
community, including domestic violence experts and the Attorney General’s
Office. The Domestic Violence Council was formed before grant funding
was awarded, but the grant has strengthened relationships within the
council and provided more partner resources.

There are several flashpoints for violence throughout a child support case,
including initiation of a case, genetic testing, enforcement, and
modification. Because of this, it is critical to build safety nets throughout the
process to encourage survivors’ protection. One initiative that Oklahoma
had in place prior to the SAVES grant is virtual administrative court
hearings, which allow survivors to avoid contact with their abuser in person.
In addition, thanks to the grant, Oklahoma is able to support individual
safety plans surrounding court hearings.
“The PATHS team is building training around the use of the FVI and
has gathered a group of domestic violence liaisons located
throughout the state to support their local CSS office and personnel
in prioritizing safety for customers.”
Survivors of domestic violence may not always find it safe to engage with
law enforcement and the court system or to seek medical treatment for
abuse-related injuries. Consequently, survivors may lack formal
documentation such as police reports, medical records, victims’ protective
orders (VPOs), letters from service providers, or other supporting
paperwork to substantiate a good cause exemption claim. Oklahoma has
taken this into consideration and no longer requires supporting documents.
Now a sworn statement from survivors is accepted.
Before receiving the SAVES grant, Oklahoma CSS
observed a need for programming updates in its
computer system. The Family Violence Indicator (FVI)
alone, used in offices throughout the nation, is not
enough to protect survivors. As a result, Oklahoma is
educating customers on the use of the FVI and what can
be done in conjunction to build an individualized safety
plan. In addition to the existing FVI, a new indicator has been created to
notify staff that a case has high risk of domestic violence leading to lethality
and they need to stop before proceeding with any actions. Customers are
being provided with local domestic violence resources, counseling services,
and support for seeking VPOs. The PATHS team is building training around
the use of the FVI and has gathered a group of domestic violence liaisons
located throughout the state to support their local CSS office and personnel
in prioritizing safety for customers.

Prior to the SAVES grant, Oklahoma had a dedicated but limited team
striving to enhance safety measures for survivors of domestic violence.
These efforts were faced with limited funding, which hampered progress.
With the SAVES grant’s arrival, new funding resources have enabled
Oklahoma to hire additional staff members exclusively dedicated to
domestic violence initiatives. The existing team members and new staff
now comprise the Uber Triage Team. In addition, a volunteer liaison team
was developed and consists of over 30 professionals positioned throughout
the state. Their collective focus is on the continual review and
enhancement of practices, training, and policy related to domestic violence.
The grant has brought about a transformative shift, enabling Oklahoma to
pursue projects that were often unattainable, and it has championed a spirit
of collaboration, actively involving survivors in these crucial initiatives.
Previously, Oklahoma had several lived experience experts (survivors of
domestic violence) on the team, as well as the Domestic Violence Council,
to help guide the process in a way only survivors can do. Since receiving
the grant and hiring new personnel, more survivors have been added to the
team of child support professionals. Oklahoma envisions adding lived
experience experts from outside CSS to act as consultants and
collaborative partners while continuing to create a system safe for
survivors.
Collaborating with Minnesota
Minnesota, which was also awarded the SAVES grant, has
begun the process of recruiting survivors from outside the
agency. Here is what Minnesota had to say when interviewed
by Oklahoma about their survivor involvement:
OK: What does victim/survivor involvement and participation
look like for your state or tribe in the context of this grant?
MN: Originally, we had planned our structure to include four
survivors as lived experience expert members on our council
and subcommittees. Thanks to an overwhelming amount of
interest, we are thankful to bring on six survivors as members in
our first year. We will be working with our advisory council
members and partners to build a plan for survivor engagement
throughout the cycle of this grant and have plans to convene
focus groups at the onset of our work. Survivor representation

will be a core element of a SAVES equity plan developed by the
advisory council, and we have started to support this work by
learning about DV 101 and survivor-centered facilitation and
processes in support.
OK: Can you tell us about your victim/survivor recruitment
process if you have one?
MN: We decided early on to compensate survivors at the same
hourly pay rate as the members representing nonprofits on our
advisory council, and we worked internally to set up
subcontracting for their compensation to ensure survivor safety
and privacy. With the input of our training and technical
assistance partners, we opted to create a recruitment flyer that
victims/survivors could respond to with interest in lieu of a
written application process. In tandem with our DV and legal
partners, we then screened for the basic qualifications and
developed a phone interview protocol to ensure safety and
representation. Within two weeks of our flyer being distributed
in our partnership networks, we had 26 interviews scheduled
with interested and eligible survivors. Over the course of two
phone interviews, we learned about their experiences
accessing or choosing not to access child support because of
safety concerns, and we are honored that so many chose to
share their stories with us. We also discussed the SAVES
grant, compensation, safety/care planning, and time/scheduling
for informed commitments from our survivors.
OK: What have you learned so far from incorporating those
with lived experience in this work?
MN: We found there is a great desire to “make changes so someone
else doesn’t have to go through what I went through,” to
paraphrase our survivors. We also wrapped up our interviews
with over a dozen survivors willing to participate in focus groups
or other engagement opportunities, illustrating both the need for
and willingness to provide lived experience in our policy and
practice design and evaluation. We also heard initial concerns
about how the survivor experience would be valued and
supported in a space of industry professionals and are working
to build relationships and trust at the onset in response. We are
learning that having a survivor-centered process means

Looking Forward
structuring and convening our work in ways we may not be
used to and often at a slower pace.
In light of the growth and progress in the first year of grant
funding, Oklahoma’s vision expands into the future with even
more ambitious goals. Notable endeavors include hosting a
Domestic Violence Symposium for all Oklahoma Human Services divisions
along with providing connection and resources for caseworkers and
leadership. As previously emphasized, it is important to include survivors
and compensate them fairly. Oklahoma will focus on determining how to
best include survivors in these changes.
Looking ahead, one of the most significant rewards will come at the
conclusion of the five-year grant funding. This project will leave Oklahoma
equipped with a deeper understanding of how to ensure the safety of
survivors with ongoing cases. Together, with our collective power, we will
help combat the issue of domestic violence and foster healing and
empowerment to those who need it.

i
“Fast Facts: Preventing Intimate Partner Violence.” Centers for Disease Control and
Prevention, 11 Oct. 2022,
https://www.cdc.gov/violenceprevention/intimatepartnerviolence/fastfact.html. Accessed 10 Oct.
2023.
ii
“When Men Murder Women.” Violence Policy Center, Sept. 2022, vpc.org/when-men-murderwomen/.
Accessed 10 Oct. 2023.
Annie Gullo is the Lead Domestic Violence Caseworker for Oklahoma Child Support Services and began
her journey in child support at the beginning of 2023. Prior to working with child support, Annie was in Child
Welfare for close to seven years and felt the calling to focus specifically on domestic violence efforts in her
state. Since joining CSS, she has spoken at conferences, strengthened partnerships with local agencies,
and provided trauma-informed care to survivors of domestic violence, among other accomplishments.
Anita Rydberg currently works for Oklahoma Child Support Services. She serves as the SAVES Grant
Manager, overseeing a grant to assist survivors of domestic violence in safely accessing child support
services. She has worked in the domestic violence field for over 17 years and is dedicated to providing
pathways to hope and healing for survivors in our community. Anita is a Certified Domestic and Sexual
Violence Response Professional and serves on the Oklahoma County Domestic Violence Post-Adjudication
Review Board.

OCSS Digital Marketing Grants Summary:
Simple and Direct Communication is Key
by Emily Gregg, Child Support Policy, Compliance, and Case
Resolution Director, Tennessee Child Support Services Division,
Department of Human Services
The federal Office of Child Support Services (OCSS)
awarded funds to 14 child support agencies in 2018 to
test digital marketing approaches to reach parents
who could benefit from IV-D services. Grants were
awarded to twelve state and two tribal child support
agencies in California, Colorado, Indiana, Michigan,
Minnesota, Oklahoma (Cherokee Nation), Texas,
Virginia, Washington, Wisconsin (Lac Courte Oreilles
Band of Lake Superior Indians), and Wyoming. i
The digital marketing projects took place at various times, depending on
the agency, between September 2018 and September 2021. ii They
provided insightful lessons on whom to target for marketing, what tools to
use, and takeaways from the agencies involved.
Digital Marketing Grant Population and Enrollment Focus
Digital marketing grantees found that they were more likely to reach people
who could genuinely benefit from and were interested in IV-D services if
they targeted particular audiences for their digital marketing campaigns. At
least five of the grantees focused on specific populations within their state,
county, or tribe when designing their digital marketing campaigns.

California selected three counties to participate in the grant program
based on the low percentages of “never assisted” cases in their caseload
compared with the “single parent” population of those counties as reported
in the U.S. Census Bureau’s 2016 American Community Survey.
Michigan targeted low-income, unmarried women from 18 to 44 years of
age with children. Michigan specifically targeted six counties within the
state to help increase applications for services.
Sacramento County, California focused on CalFresh or Medi-Cal
recipients for a narrowed email campaign to seek new customers.
Virginia focused on localities where the IV-D caseload was out of
alignment with unmarried births by cross-referencing census data with their
IV-D caseload. This approach led to a targeted digital marketing campaign
in 21 counties and 19 cities.
Washington State took a unique approach and partnered with school
districts (100 elementary schools in 29 zip codes).
Strategies States Took to Engage Potential Customers
Grantees chose a variety of marketing strategies to engage potential
enrollees in their services. The most common strategies included
redesigning the agency’s website, paying for social media advertisements,
using email campaigns, and establishing a brand or message for the
agency.

Redesigning Agency’s Website. The California Child Support Services
website went from hundreds of pages with heavy text to a simplified 45
pages of content. Colorado redesigned its website by “improving the site’s
readability, functionality, and overall user experience.” This website
redesign prompted a 75% increase in application downloads. iii Both the
Cherokee Nation and Lac Courte Oreilles developed new websites for their
child support programs with new URLs. Wyoming launched a new,
improved website with enhanced search engine optimization.
Creating New Electronic Applications. Minnesota created an electronic form
for people to sign up for services online instead of the 16-page, paperbased
application people had to fill out and mail or deliver to county child
support agencies in the past. In the first two years since launching the
electronic form, the average number of monthly non-public assistance
applications increased by 20%.
Implementing two-way, real-time digital communication. In 2019, Texas
piloted two-way, real-time digital communication through an online chat
feature on five child support application web pages. It used feedback from
a survey built into the chat to make quick application changes and tested
and refined the technology to implement larger redesigns to fit the needs of
its customers. In 2020, Texas rolled out the chat feature statewide.
Making Content Mobile Device Friendly. Agencies took steps to ensure all
web content was mobile-friendly. Washington discovered 77% of visitors to
their enrollment page were using a mobile device.
Paid Social Media Campaigns. Minnesota used Facebook and Instagram
ads to guide potential customers to its website. These ads resulted in a
40% increase in traffic to the website. iv
Email Campaigns. Washington State sent flyers through a commercial
digital management platform that school districts use to send emails to
students’ parents. The Department of Child Support Services in
“Numerous grantees developed simple, direct messaging or
branding, free of parenting advice or judgment.”

Sacramento County, California, partnered with the Sacramento County
Department of Human Assistance (DHA) to send emails to parents
currently receiving CalFresh (SNAP) or Med-Cal (Medicaid).
Messaging and Branding. Numerous grantees developed simple, direct
messaging or branding, free of parenting advice or judgment. Some, like
Michigan, tried a variety of different messaging strategies throughout the
project timeline to see which message resonated best with customers.
Indiana also tried several taglines and discovered that taglines were the
most effective part of its digital marketing campaign. “Money cannot buy
love, but it can provide comfort” resonated best with its audience. v
Washington State found that asking a probing question elicited more
engagement than general statements about children. vi Orange County,
California, found messaging that spoke to tangible, seasonal needs (such
as school supplies) was successful. They also found that acknowledging
parents’ perspective (e.g., “you’re not alone”) seemed to be the most
effective at gaining interest and driving engagement. vii
Paid Search and Mobile Advertisements. Paid Google search
advertisements and mobile advertisements also showed promising results
in drawing potential customers to agency websites. Michigan found that
users who came to their dedicated landing page and proceeded to their
application portal all came through Google paid search advertisements. viii
Virginia’s results mirror Michigan’s in terms of the success of paid Google
search advertisements being an effective tool. Mobile ads proved to be the
largest and most cost-effective source of ad impressions for Michigan’s
digital campaign.
In 2019-20, as part of the federal Digital Media Marketing Grant, California
Child Support Services developed ads to target males/fathers and the
Spanish-speaking population. Conclusions from the first phase of grant
activities indicated both audiences had a measurable interest in child
support services. The team saw positive engagement from the malefocused
and Spanish ads but did not see an increase in new case
openings among these subpopulations.

In August 2022, California Child Support Services coordinated a
statewide, paid advertising campaign to promote a new Simplified
Enrollment process. That campaign delivered an 87% increase in
completed enrollments while ads ran during the month of August, and
enrollments immediately fell again in September once the paid advertising
stopped. Between the two efforts, the conclusion remains that paid digital
advertising works to capture specific audiences such as males/fathers
and Spanish-speakers, but unless the topic is a positive change in the
program that benefits the user, the “clicker” will not convert to a customer.
For more information, click here, or contact Nicole Darracq, Assistant
Director for Communications and Public Affairs, California Department of
Child Support Services at Nicole.Darracq@dcss.ca.gov.
Conclusions and Practical Tips for Attracting Customers to the IV-D
Program
“Overall, the grantees suggested agencies be intentional in
choosing their target population and use advertising platforms that
allow more precise, focused audience marketing.”
The overall results of the digital marketing grants suggest that child support
agencies can attract potential customers by identifying them, reaching out
to them, and making it easy for them to apply. Website content should be
simple and direct. If there is a way to open a digital communication path,
such as two-way texting, live chat, and contact forms, that solution should
be explored. Indiana suggested using words like “enroll” and “enrollment
form” instead of “application” or “apply,” as this language better reflects
that people enroll and cannot be denied services. ix Overall, the grantees
suggested agencies be intentional in choosing their target population and
use advertising platforms that allow more precise, focused audience
marketing.

i
https://www.acf.hhs.gov/css/grants/current-grants/digitalmarketing. There is a contact listed for each grant
project there.
ii
Minnesota’s project ended September 2023.
iii
Colorado Office of Child Support Enforcement Digital Marketing Grant, Final Brief,
https://www.acf.hhs.gov/sites/default/files/documents/ocse/DM_final_brief_co.pdf
iv
Erickson, Bruce and Austin Holik. “Minnesota’s Digital Ads and Two-Way Texting Pilot.” Child Support
Report, Administration for Children and Families, Office of Child Support Services, August 2021, Volume
42, No. 8, https://www.acf.hhs.gov/css/newsletter/ocsenewsletter/august-2021-child-supportreport#:~:text=Minnesota's%20Digital%20Ads%20and%20Two%2DWay%20Texting%20Pilot,-
Bruce%20Erickson%2C%20Policy&text=The%20Minnesota%20Child%20Support%20Division%20receiv
ed%20a%20digital%20marketing%20grant,public%20awareness%20of%20the%20program. (Accessed
18 Oct. 2023).
v
Indiana Child Support Digital Marketing Demonstration Project, Final Summary,
https://www.in.gov/dcs/child-support/files/DM_IN_Final_Brief.pdf
vi
Washington State Child Support Digital Marketing Demonstration Project, Final Brief,
https://www.acf.hhs.gov/sites/default/files/documents/ocse/DM_WA_Final_Brief.pdf
vii
Orange County Child Support Digital Marketing to Improve Awareness to Underserved Populations, Final
Brief https://www.acf.hhs.gov/sites/default/files/documents/ocse/DM_CA_OC_Final_Brief.pdf
viii
Michigan Child Support Digital Marketing Demonstration Project, Final Summary
https://www.acf.hhs.gov/sites/default/files/documents/ocse/DM_final_brief_mi.pdf
ix
Indiana Child Support Digital Marketing Demonstration Project, Final Summary
https://www.in.gov/dcs/child-support/files/DM_IN_Final_Brief.pdf
Emily Gregg is the Child Support Policy, Compliance, and Case Resolution Director for the Tennessee
Child Support Services Division at the Department of Human Services (DHS). She has worked at DHS for
eighteen years with the past thirteen in child support. Emily oversees the Child Support Policy Unit and
Statewide Customer Service team. Policy Unit duties include updating, creating, and approving policy and
procedures while working with the child support division’s Assistant General Counsel for possible changes
to child support laws. Mrs. Gregg is also the Tennessee contact for IRS audits, and the Paternity Program
falls within her unit. In addition to policy and compliance work, Mrs. Gregg ensures calls to the State Office
Child Support Customer Service Team are answered timely and effectively. Emily has a Master of Public
Administration (MPA) from Tennessee State University. When not working, she enjoys spending time with
her husband and two sons.

Transformation and Innovation in Child Support:
From Coast to Coast
by Christopher Breen and Monica Perkins
Over the last three years, significant changes have come to the child
support program nationally. Office closures eliminated in-person customer
service at many child support regional offices and courts. Child support
colleagues across the country brainstormed and pivoted to provide core
services to their constituents in a rapidly changing environment. Colleagues
collaborated internally and conducted external best practice reviews.
Research, development, and implementation of creative workflows and
technical solutions ultimately addressed unique operational needs. Some
changes were temporary, intended to bridge the gap until child support
offices could fully re-open to the public. However, some changes have
proven so successful and helpful to both agency and customer that they
have endured. This article highlights programs implemented by the
Massachusetts Department of Revenue’s Child Support Enforcement
Division (CSE) and California’s Contra Costa County Department of Child
Support Services (DCSS). Both
agencies introduced significant
changes to their online
customer service operations
and have permanently
incorporated them into their
respective operations.

The Massachusetts Department of Revenue introduced an innovative
customer service solution known as the Virtual Counter in March 2021. At
its inception, local child support offices were closed to customers.
Massachusetts developed the Virtual Counter as an online platform to
address the priority needs of its customers on obligated cases.
“Customers no longer need to drive to a regional office for an
appointment or take public transportation, at cost, to a regional
office.”
The Virtual Counter solution pairs customers with caseworkers online
without the need for an appointment. Customers enter a waiting room using
a designated URL, telephone number, or QR code. All points of connectivity
tie to a single Zoom meeting ID. Customers enter an online waiting room
and are admitted for confirmation of the customer’s identity and a
determination of the reason for the customer’s visit. Supervisors execute
these tasks while also working through technical issues with customers. On
occasion, customers are redirected to other online resources. For the most
part, however, a supervisor moves the customer to a breakout room to
discuss the issue with a caseworker. Caseworkers are equipped with
Adobe Sign to exchange important agreements with customers and can
take credit and debit card payments from customers. Both audio and video
calls are received and handled throughout the course of business.
Interactions are not recorded. The Virtual Counter is open from 8:30 a.m.-
4:30 p.m. daily.
Many customers engage with Massachusetts using the Virtual Counter
from home, work, or another convenient location using their personal
electronic devices. Customers no longer need to drive to a regional office
for an appointment or take public transportation, at cost, to a regional
office. Assistance is still available if a customer visits a Massachusetts
regional office, with each office retrofitted to accommodate multiple kiosks
for more complicated inquiries, and the kiosks connect directly to the Virtual
Counter. The ability to reach a worker instantly–from onsite or offsite–to
resolve an issue has proven popular with customers.

In addition to working directly with custodial parents, noncustodial parents,
and attorneys, Massachusetts utilizes the Virtual Counter to engage with
IV-D colleagues. Many options are available to caseworkers when
navigating reciprocal, intergovernmental work. Several are critical to quickly
and effectively resolve customer concerns and share information. Out of
the IV-D colleagues who have utilized the Virtual Counter, however, most
enjoy the opportunity to engage with peers in Massachusetts face-to-face.
It is a different form of connection and a more personal form of networking
which reaps benefits for both parties in the short- and long-term. It also has
the potential to act as a companion approach to services offered by the
federal Office of Child Support Services (OCSS).
Massachusetts supervisors and caseworkers have done tremendous work
during FY23, assisting 26,539 customers while collecting over $3.7 million
in child support payments for families.
The Virtual Counter has proven to be an innovative, effective, and enduring
solution to engage with customers using technology while simultaneously
prioritizing accessibility and convenience for customers and staff. The
development, implementation, and operationalization of the Virtual Counter
has been, and continues to be, an instrumental part of business operations
for Massachusetts. Colleagues and customers can reach the Virtual
Counter at the following URL: https://www.mass.gov/info-details/childsupport-virtual-counter.
On the opposite coast, Contra Costa County’s DCSS witnessed
unprecedented innovation and participation from a cross-section of agency
staff in realizing the goals defined in its strategic plan. Contra Costa County
DCSS has 136 employees. The current caseload size is 24,401, serving
25,518 minor dependents and 43,789 parents/caretakers while collecting
$74.3 million in collections and $70.8 million to families in FFY21-22. To
continue providing excellent customer service to the families in its large
caseload, Contra Costa implemented several technical initiatives that
stemmed from the COVID-19 pandemic. These initiatives resulted in a new
array of options to interact with and support child support customers.

The development and implementation of Virtual
Lobby and Virtual Chat provided an alternative to
in-person customer meetings. Virtual Chat allows
customers to meet with an assigned caseworker
via Zoom from wherever they are, including the
lobby of a local child support office. Three
customized stations are set up in the lobby to
allow customers to access their assigned
caseworker, even when the caseworker is
working remotely. Video Chat requires a protocol for privacy and
professionalism. Training and protocols were developed for all staff,
creating a virtual receptionist role. A QR code was created for ease of
access to the virtual lobby, and outreach was done to promote the new
service, including an email campaign to all customers. The benefits to the
customer are reduced wait times, immediate accessibility to a caseworker,
and flexibility based on the customer’s schedule. Post-pandemic,
customers continue to leverage the flexibility of Virtual Chat. Contra Costa
County DCSS currently assists an average of 104 Virtual Chat customers
monthly, representing 22% of total customer interviews.
The development and rollout of a chatbot known as VIC, Virtual Information
Center, was created to increase customer access to child support
information. It has been instrumental in providing information and education
to the public and customers 24/7. This chatbot was built from scratch by
staff and currently answers over 150 frequently asked questions for case
participants, employers, and title companies. VIC includes links to
resources, the DCSS Virtual Lobby, and a customer service survey, and will
continuously be enhanced to improve customer service. The chatbot
receives an average of 73 visits per month.
“The COVID-19 pandemic has impacted everyone, and more
families than ever may benefit from easy access to child support
services.”
The opportunity to improve service to title company customers came
through the standardization and promotion of an Electronic Title Company
Demand Portal. This portal streamlines child support collections from the

sale of real property while reducing the need to handle physical documents
in a pandemic environment. The portal allows title companies to register
online and submit a secure, digital request for a demand to resolve a real
property lien. It also sends status updates to the title company when the
request is received, processed, and completed. A copy of the demand
document from the Child Support Enforcement (CSE) System is uploaded
directly to the portal so that the title company can view the completed
demand as soon as it is ready. The required hard copy is still being sent via
US Mail, and casework continues to be completed and documented in the
system of record. This has improved the service provided to title company
customers and significantly reduced the amount of time that workers take
to obtain missing, incomplete, or illegible information. It also reduced
workers’ time responding to phone calls and e-mail inquiries from escrow
officers for status updates, and eliminated the need to use a fax for this
process. This process is currently being tested for implementation at the
statewide level.
When the pandemic started, the local Superior Court
suspended all hearings, and closed in response to
health and safety concerns. To serve customers and
address critical legal needs, Contra Costa County
DCSS worked with the Superior Court to utilize virtual
technology to conduct hearings via Zoom. A QR code
was created for ease of access to the virtual
courtroom. Additionally, a text messaging and e-mail campaign called Early
Customer Contact Expansion (ECCE) was designed to expand efforts to
make early contact with participants so they are educated and involved in
the court process. Contra Costa DCSS also collaborated with the local
courts and implemented a new stipulation process incorporating DocuSign,
allowing for all stipulations to occur electronically. The goals were to make
the court accessible and increase appearance rates for all participants.
Post-ECCE implementation, customer contact rates increased by 30%.
Additionally, 70% of the customers surveyed said they felt more involved in
the court process. Participant attendance at hearings increased from
38.60% pre-pandemic compared to 61.42% post-pandemic.

The COVID-19 pandemic has impacted
everyone, and more families than ever may
benefit from easy access to child support
services. Post-pandemic, CA State DCSS
began to develop a new mobile-friendly
Simplified Enrollment Application (SEP) to
reach potential customers and to streamline
applications for services. Contra Costa County
DCSS volunteered to be part of the pilot group
to test and give input on the new application.
Contra Costa offered detailed feedback to
increase and refine functionality, resulting in enhancements for all users
statewide. SEP takes as little as ten minutes to complete, and currently,
more than 40% of new Contra Costa applications for services come from
SEP. Contra Costa has experienced an 18% increase in new non-aid case
openings thanks to SEP’s ease of use for new customers.
Both Massachusetts and Contra Costa County DCSS have incorporated
these virtual programs into their long-term strategic plans. With innovative
programs like the Virtual Counter, VIC, and the Virtual Chat, both agencies
are well-positioned to assist customers in a rapidly changing virtual world.
Should you have questions about the programs highlighted in this article,
please contact Christopher Breen at breenc@dor.state.ma.us or Monica
Perkins at monica.perkins@dcss.cccounty.us.
Christopher Breen is in his 31 st year of child support enforcement work, his 20 th in a managerial capacity.
Chris currently serves on two NCSEA committees and is an NCSEA U Class of 2023 graduate. He is the
Deputy Director for the Northern Region of the Massachusetts Department of Revenue’s Child Support
Enforcement Division. He possesses a B.A. from Providence College with a focus on English and an M.A.
from the University of Massachusetts. Chris previously completed an MBA certificate program at Suffolk
University and plans to pursue his MBA.
Monica Perkins has been working in the Child Support Program for 34 years. Currently, she serves as a
Program Manager for the Contra Costa County Department of Child Support Services in California. Using
effective change, project, and business process management, she has successfully led the development
and implementation of many initiatives, leading to innovation and improved program outcomes. She
possesses a bachelor’s degree from California State University, East Bay, in Liberal Studies. She is also a
member of the NCSEA U Class of 2023.

Cost of Domestic Violence Impacts the
Economy
by Dr. Sherill Carrington, DSW, MS, Chief Executive Officer,
Jamie Kimble Foundation for Courage
In 2020, domestic violence cost the State of South Carolina more than
$358.4 million in physical and mental health care, court costs,
policing and prisons, lost productivity at work, and more. Each
reported domestic violence incident costs the state an average of
$4,350.
Domestic violence can happen to anyone regardless of gender, age,
ethnicity, or socioeconomic status. It can occur in any business or
organization, from the CEO to the newest employee. Often, a company is
ill-prepared to deal with it: 65% percent of businesses lack HR policies to
support employees victimized by domestic violence.
In addition to the horrific human cost of domestic
violence, there is an associated economic cost. Some
of these costs relate to the health care of the victim.
Other costs impact the surrounding community. The
Jamie Kimble Foundation for Courage (JKFFC) has
sponsored studies of the economic costs of domestic
violence in North Carolina and South Carolina.
The study in North Carolina was conducted by Dr.
Craig A. Depken II, who teaches economics at UNC
Charlotte. Measuring the precise economic impact of domestic violence for

the State of North Carolina in 2018 entailed estimating total costs in eight
categories: loss of life; physical health care; mental health care; lost work
productivity; policing costs; incarceration costs; volunteer hours and
centers; and programs and shelters. In each category, the researchers
estimated the dollar costs using state and county-level data from North
Carolina, and estimates (for example, loss of workdays per domestic
violence incident) from peer-reviewed academic literature. The report from
the study can be found here: North Carolina in 2018–The Economic Impact
of Domestic Violence.
"One in four women and one in seven men will experience severe
physical violence by an intimate partner in their lifetime."
This article focuses on the 2021 study in South
Carolina by Dr. Joseph Von Nessen, a research
economist at the University of South Carolina.
Domestic violence represents a significant and ongoing
challenge for South Carolina. According to the Centers
for Disease Control and Prevention, one in four women
and one in seven men will experience severe physical
violence by an intimate partner in their lifetime. Those
numbers are significantly higher in South Carolina.
South Carolina currently ranks 7th among all states for
the percentage of females who experience intimate
partner violence at some point during their lifetimes. i
South Carolina ranks eleventh in the nation in the rate
of women murdered by men, with a rate of 1.68 per
100,000, according to the most recent edition of the
annual Violence Policy Center (VPC) study When Men
Murder Women.
While females are more often victims of domestic
violence, domestic violence victims are not exclusively female.
Approximately 42 percent of females and 29 percent of males in South
Carolina are estimated to experience intimate partner violence in their

lifetime at least once. It is also estimated that there are over 82,000 victims
of domestic violence in South Carolina each year.
This incidence of domestic violence also poses significant economic costs
for South Carolina–for the individual victims, their families, and the
surrounding communities. Before the study, there had been limited
research documenting the full range of these costs at the state level. As
such, the purpose of this study was to specifically quantify the economic
impact of domestic violence in South Carolina. This included documenting
both the explicit and the hidden costs of domestic violence. Hidden costs
refer to the harms imposed on the general well-being of domestic violence
victims that arise from their inability to return to their normal lives, either
temporarily or permanently. These hidden costs of domestic violence are
generally documented least often.
"Knowing the cost of domestic violence in our communities
provides a robust evidence-based argument for prioritizing
domestic violence."
Measuring the precise economic impact of domestic violence for the State
of South Carolina in 2020 entailed estimating total costs in eight categories:
loss of life; physical health care; mental health care; lost work productivity;
policing costs; incarceration costs; volunteer hours; and domestic violence
programs and shelters. In each category, the researchers estimated the
dollar costs using state and county-level data from South Carolina, and
estimates (for example, loss of workdays per domestic violence incident)
from peer-reviewed academic literature. Although this methodology was
similar to that employed in the North Carolina study, it captured two
additional elements not documented in previous research. First, this study
incorporated all of the secondary economic impacts (or economic multiplier
effects) associated with the losses in spending activity accompanying labor
income losses. Second, this study used total police expenditures to
incorporate all policing costs associated with domestic violence–including
both direct emergency responses and all ongoing initiatives associated with
prevention and support.
The key findings of this study are as follows:

• The total annual number of domestic violence victims in South
Carolina is estimated to be 82,379. This study, in turn, estimates the
total annual economic losses associated with this level of domestic
violence to be $358,374,858. The costs included in this estimate are
loss of life and worker productivity, physical and mental health care,
loss of property, police and court costs, incarceration costs, and the
costs associated with the dollars spent on various domestic violence
programs, shelters, and centers along with associated volunteer
hours.
• The largest measured economic losses are those resulting from lost
worker productivity ($96.6 million, 27.0%), physical health care
($72.0 million, 20.1%), and loss of life ($56.1 million, 15.6%).
Economic impacts associated with lost worker productivity and loss of
life are measured through a loss of labor income to victims due to a
temporary or permanent inability to work. As such, these estimates
represent a conservative measure of the hidden costs of domestic
violence because they partially capture the extent to which domestic
violence victims are forced to temporarily or permanently adjust their
lifestyles.
Category
Annual Impact Percent of Total
Loss of Life $ 56,068,519 15.6%
Lost Work Productivity $ 96,639,370 27.0%
Physical Health Care $ 71,999,617 20.1%
Mental Health Care $ 33,281,287 9.3%
Loss of Property $ 4,118,558 1.2%
Policing Costs $ 15,108,557 4.2%
Court Costs $ 23,829,319 6.6%
Incarceration $ 37,950,861 10.6%
Programs, Shelters, Centers $ 12,555,000 3.5%
Volunteer Opportunity Costs $ 6,823,768 1.9%
Total Impact $358,374,858 100%
• The largest economic impacts of domestic violence in South Carolina
occur in the major metropolitan regions of the state–including

Charleston, Columbia, and the Upstate. This is primarily because
these regions have the highest populations in the state.
Knowing the cost of domestic violence in our communities provides a
robust evidence-based argument for prioritizing domestic violence.
Continuous research on the impact of domestic violence on communities
and society as a whole disproves the myth that this behavior is a “private
matter.” On the contrary, it's a very public matter that impacts everyone.
Hopefully, these findings inspire states to continue funding programs to
address this crisis. More educational and prevention programs are needed
in schools, workplaces, houses of worship, and other institutions. The
warning signs of domestic violence and abuse must be shared so others
know what to look for. And plans must be put in place to help victims when
domestic violence strikes.
The Jamie Kimble Foundation for Courage focuses on prevention,
education, awareness, and research. That is why we sponsored the
South Carolina study, along with much-appreciated grant support
from the Robert S. Handler Fund of the American Endowment
Foundation, the Springsteen Foundation, and Domtar Corporation–to
help business, government, and other institutions understand the
impact of domestic violence, and to inspire them to do more to stop it.
Thanks go to Dr. Joseph C. Von Nessen for conducting the study.
Read the study here to learn more: South Carolina in 2020–The
Economic Impact of Domestic Violence.

i
National Coalition Against Domestic Violence (2019).
With over 30+ years of nonprofit experience and experience as a Marriage and Family Therapist, Dr.
Sherill Carrington is known for transforming repetitive behaviors that negatively impact children and
families through a social cognitive approach that sustains prevention efforts, achieves community impact
and manages solutions.
Sherill has led the foundation’s growth in programming by 50%, new fundraising efforts by 30%, and
community partnerships by 80%.
Sherill works with community initiatives such as Action United Collaborative and the Decolonization of
Program Curriculum at the University of Southern California.
Sherill holds a master’s degree in Marriage and Family Therapy from Southern Nazarene University and a
Doctorate in Social Work from the University of Southern California.

Leadership Symposium 2023 Recap:
Golden Opportunities in Leadership
by Phyllis Nance and Ellen Rutledge, NCSEA 2023 Leadership
Symposium Co-Chairs
This year’s Leadership Symposium theme was “Golden Opportunities in
Leadership.” The four-day conference, held in beautiful Anaheim,
California, did just that—provided attendees with many opportunities to
develop and hone their leadership skills through networking, plenaries,
workshops, and learning labs. The 750 in-person attendees enjoyed
ongoing networking, five plenaries, four learning labs, 28 workshops, and
meeting two celebrities.
Networking
A benefit of conference attendance is networking. Conferences
are a great place to put names with faces and spend time getting
to know colleagues from around the country. The Leadership
Symposium kicked off with activities designed to make conference
networking easy and fun. Held right down the road from Disneyland, it was
no surprise that two A-list movie stars appeared at the conference. On
Sunday afternoon, Belle and the Beast, from Disney’s Beauty and the
Beast, invited attendees to be NCSEA’s guests throughout the conference.
They hosted a getting-to-know-you scavenger hunt, posed for pictures, led
the 2023 Idea Exchange, and presided over the opening reception.
Throughout the week, attendees had many opportunities to network,
including receptions and time in the exhibit hall with vendors.

Plenaries
Plenaries brought forward lots of opportunities to improve both
the child support program as a whole and individual leadership
skills. Attendees were:
• reminded to look for employee’s potential and to coach through
challenges and obstacles;
• encouraged to implement a DEI initiative in their offices;
• challenged to imagine what the child support program will look like in
the future;
• asked to consider how gender roles have changed over the years
and how those changes have impacted fathers;
• taught about challenges facing the program and opportunities to rise
to meet them; and
• informed about how our customers perceive the program and what
that means for the program going forward.
Workshops
Workshops provided attendees with several opportunities for
learning and development. Workshops addressed workplace
topics such as quiet quitting, employee burnout, and engaging with
employees. A set of workshops was centered around leadership with
subjects such as moving from colleague to leader, developing the next
generation of leadership, and barriers to success for leaders. Workshops
also provided opportunities to learn about program improvement, like
building a strategic roadmap and applying human-centered design to
human services.
Learning Labs
Learning labs have quickly become some of the most popular
opportunities at the Leadership Symposium. They take the
learning one step further—the labs are an opportunity to apply a
concept and gain information ready to use back at the office. This year’s
learning lab themes included self-taught leadership, empathy overload,
engaging with veterans, and trauma-informed care.

End Credits
It takes a lot of people to put on a production this big. We would like to
thank those who presented at our workshops and in our learning labs. We
could not have handled all the logistics without the California volunteers.
There isn’t a thank you big enough for the support we receive from our
corporate partners and the Symposium’s sponsors. They helped make this
dream come true.
The 2023 Leadership Symposium was led by an amazing crew who
planned and produced the conference. Our sincere thanks to the team for
their efforts to make this the best event possible:
Jay Bland Tiffany Cosey Irene Curran
Ashley Dexter Natalie Dillon Robbie Endris
Corri Flores Brandi Gallebo Marie Waite
John Hurst Lilly James Bonnie Judkins
Daniel King Barbara Lacina Timothy Lightener
Janie McDaniel Ethan McKinney Terri Greer
Jamie Murray Sharon Pizzuti Julie Prado
Jackie Scharping Laura Roth Trish Skophammer
Kathy Sokolik Anne Stadther Jonell Sullivan
Jeff Thompson Rob Velcoff Jamie Zaffino
Lesley Bell Laura Galindo Mike Cianfichi
Lyndsy Irwin Diane Potts Kara Hester
Christy Coleman Verrhonda Bullock Chelsey Copas
See you next year in Detroit!
Phyllis Nance has 38 years of public service, including 30 years in the child support program. She is
currently the Director of the Alameda County Department of Child Support Services. She arrived in
Alameda County in 2016 with 24 years of experience in the Kern County Department of Child Support
Services, eight of which she served as the Director. Phyllis has extensive knowledge of the child support
program and broad leadership experience, having served in multiple leadership roles.
As a Director Consulting Expert at CGI Technologies, Ellen Rutledge applies her years of experience as a
child support attorney and in child support operations to help clients envision new possibilities.

Is NCSEA U For You?
Chartered in 2013, NCSEA U provides a unique premier
educational and professional development opportunity.
NCSEA U is structured for learning leaders in the child
support community, and it complements NCSEA’s other
educational initiatives and strategies. The program is
taught by nationally recognized child support leaders,
offering a variety of informative and strategic topics.
Offered at NCSEA's Leadership Symposium and Policy
Forum, classes are structured with an emphasis on group
discussions that combine theoretical concepts with real-time work environment
scenarios.
While NCSEA U at Leadership Symposium focuses on leadership principles within the
child support program, NCSEA U at Policy Forum offers participants training in policy,
advocacy, and outreach. Whether for yourself or your staff, NCSEA U offers a
transformative learning experience and is a catalyst for networking opportunities.
Salima Khakoo, Class of 2023
State
Salima
of Minnesota
Khakoo, Class of 2023
Help Desk Supervisor
State of Minnesota
Help Desk Supervisor
NCSEA U @ Leadership Symposium focuses on the emerging and learning
leader. How do you define the characteristics of a good leader? A good leader
relies on and fosters an environment of open communication to continuously improve
themselves and the program. A good leader can be at any level of an organization
where there is an opportunity to use modeling, positive communication, and hard work
to do our jobs better. DEI is a critical component to ensure perspectives other than
the ones in the room are welcomed and taken seriously.
Since attending NCSEA U, what opportunities (personal and professional) have
you experienced? I have attended an all day session on use of technology to
improve our impact on participants, and I have used the lead up skills to support my
manager.
What would you like others to know about NCSEA U?
It is a time set aside to reflect on our leadership potential, receive skills and
knowledge, as well as strengthen our DEI muscle.

Trista Dick, Class of 2023
North Dakota Child Support
Lead Legal Assistant
Why would you recommend NCSEA U to others?
Experience and Connections. There is a lot of information to take in, but the
experience of learning from amazing leaders, and hearing others share their stories
will have a lasting impact on me.
Do you have a favorite quote that you refer to periodically?
“There are three ways to ultimate success: The first way is to be kind. The second
way is to be kind. The third way is to be kind.” —Mister Rogers
Do you have a favorite author in the leadership space and/or would you
recommend a specific leadership book? Why?
The Answer is a Question: The Missing Superpower that Changes Everything and
Will Transform Your Impact as a Manager and Leader by Laura Ashley-Timms and
Dominic Ashley-Timms. It brings forward the change from managing to coaching,
and empowering your team to be self-sufficient.
Melanie Roberts, Class of of 2023
Washington State Division of of Child Support
Child Support Program Administrator
How would you describe the characteristics of a good leader?
As I learned at the Leadership Symposium, a good leader is a good coach. As
leaders, we need to be skilled in coaching our staff to finding solutions, rather than
merely telling them what to do. Coaching is a life skill and starts with belief in your
people.
Since attending NCSEA U, what opportunities (personal and professional) have
you experienced? I am now working with a mentor in determining the trajectory of
my career. I have considered several positions I aspire to apply for if/when they
become available.
How has your perception of being a leader in the child support program
evolved since attending NCSEA U?
I have more confidence in my leadership abilities and really SEE myself as a leader,
even though I am not upper management. I have the ability to lead by example for our
field staff.
To learn more about NCSEA U, visit
https://www.ncsea.org/ncsea-u/