FY2026 ANNUAL REPORT
Published By Newport News Human Services Main Office Rouse Tower 6060 Jefferson Avenue Newport News, VA 23605 757-926-6300 Four Oaks Day Services Center 7401 Warwick Boulevard Newport News, VA 23607 757-975-5201 nnva.gov Editors Leslie Baker • IsMonie Davis
Social Media
NNHumanServices
NNHumanServices
NNHumanServices
Newport News Human Services
CONTENTS How We Led
4
How We’re Guided
6
How We Invested
8
How We Served
10
How We Innovated
12
How We Improved
16
How We Supported SNAP Federal policy changes
18
How We Responded
20
How We Strengthened Community
22
How We Expanded Access
26
How We Collaborated
28
How We’re Looking Ahead
30
Director’s Letter
Our Values, Vision & Mission
Department Funding & Spending
Programs, Services & Impact
New Solutions & Pilot Programs
Facilities & Workplace Improvements
The 2025 Government Shutdown
Partnerships, Engagement & Outreach
Healthcare & Community Resources
Building Stronger Partnerships
Priorities & the Future of Human Services FY 2026 Annual Report | 3
MESSAGE FROM THE DIRECTOR
H
uman services is, at its heart, about people.
Every day, individuals and families come to us carrying different circumstances, different challenges, and different hopes for the future. While every story is unique, they all deserve the same response: a department that listens with compassion, acts with purpose, and remains committed to helping people build stronger, more stable lives. That commitment guides every decision we make. This annual report reflects a year of growth, innovation, and unwavering dedication to the people of Newport News. The accomplishments highlighted in these pages are important, but they are meaningful because of what they represent: lives strengthened, barriers removed, partnerships deepened, and new opportunities created. Behind every initiative is a simple but powerful belief: that public service is most effective when it is rooted in compassion, accountability, and a willingness to continually improve. This year asked a lot of our department, and of our community. Families faced new uncertainties. Longstanding needs remained, and new ones emerged. Through it all, our team chose, time and again, to lean in rather than step back. They went to where people were instead of waiting for people to find us. They asked hard questions about whether we were truly serving our community well, and they were willing to change when the answer was no. They showed up for residents who are too often overlooked and made sure they were seen. That spirit of service belongs to more than the dedicated employees of the Newport News Department of Human Services. It is shared by our community partners, nonprofit organizations, businesses, faith communities, volunteers, and City leaders who work alongside us every day. Together, we are creating a stronger network of support for our residents, proving that meaningful change is possible when a community comes together around a common purpose. Our work is not finished. It never truly is. There are people we have not yet reached and needs we have not yet met, and that reality will continue to push us forward. We will keep meeting people where they are, keep asking how we can do this work better, and keep building a department worthy of the trust our residents place in us. It is a privilege to serve the residents of Newport News. Thank you for your continued trust, your partnership, and your belief in the work we do together. I hope the stories in these pages reflect not only what we accomplished this year, but also the values that will continue to guide us in the years ahead.
Kimberly Thomas Director
4 | FY 2026 Annual Report
Photo Credit: Jerry Gammon
FY 2026 Annual Report | 5
Vision &Values OUR MISSION To contribute to the quality of life in Newport News by promoting empowerment and independence through human services and community partnerships.
OUR VISION A safe, healthy, and productive community that supports and values all individuals. The Department of Human Services strives to provide efficient, responsive, and excellent customer service through caring, commitment, and collaboration.
NON-DISCRIMINATION STATEMENT
The Newport News Department of Human Services (DHS) complies with applicable Federal civil rights laws and does not discriminate on the basis of race, color, national origin, age, disability, religion, or sex (including pregnancy, sexual orientation, and gender identity). DHS does not exclude people or treat them differently because of race, color, national origin, age, disability, religion, or sex (including pregnancy, sexual orientation, and gender identity).
6 | FY 2026 Annual Report
OUR VALUES care
We treat every individual with compassion, dignity, and respect, recognizing the unique needs and strengths of those we serve.
Commitment
We are dedicated to providing responsive, high-quality services that improve lives and strengthen our community.
Collaboration
We work alongside residents, community partners, nonprofits, and other City departments to create meaningful solutions and lasting impact.
Excellence
We strive for continuous improvement, innovation, and accountability in everything we do.
Empowerment
We help individuals and families build the skills, confidence, and resources needed to achieve long-term independence.
FY 2026 Annual Report | 7
FUNDING OVERVIEW Department Funding
In fiscal year 2026, the Newport News Department of Human Services operated with a total modified budget of $47,009,220. This funding came from three sources: $40,839,447 from the state, $6,169,773 from the City of Newport News, and $1,807,755 from grants. Together, these resources made it possible to sustain the full range of programs and services that residents across our community rely on, from emergency assistance to longterm support for children, families, and older adults.
Department Spending
Over the course of the fiscal year, NNDHS spent approximately $46.6 million, representing 99% of allocated funds, to deliver programs and services and to safeguard the health, safety, and well-being of residents in need. This high rate of utilization reflects our commitment to putting every available dollar to work in service of our mission: promoting empowerment and independence through human services and community partnerships. Strong partnerships with state, federal, and local agencies remain central to how the department stretches its resources. Through these relationships, NNDHS generated approximately $30.3 million in outside revenue, bringing the net cost to the city down to approximately $16.2 million. In practical terms, for every $100 the city invested, the department returned about $65 in outside revenue, a reflection of how effectively local dollars are leveraged to expand the reach and impact of services for Newport News residents. 8 | FY 2026 Annual Report
$32,116,373 | Bureau Programs
$2,713,303 | CSA Administration
$2,205,838 | Homelessness Services
$8,385,036 | Operating and Administration
FY 2026 Annual Report | 9
ONE DEPARTMENT. MANY WAYS WE SERVE. The City of Newport News Department of Human Services is among the largest in the Commonwealth and is recognized as a Class 3 agency. We connect Newport News residents with services that build resilience and self-sufficiency. Every program, every bureau, and every staff member works toward a shared belief of contributing to the quality of life for our residents through caring, commitment, and collaboration. That mission comes to life through the work of the department’s seven bureaus, each contributing unique expertise while working toward a common goal:
Benefits Program Bureau The Benefits Program Bureau is the front line of income stability for Newport News families. Through direct payments, medical coverage, and program benefits, the bureau ensures residents can meet their basic needs: food, clothing, shelter, and medical care, even in crisis. Each benefit program operates under its own eligibility criteria and income thresholds, allowing staff to tailor support to the circumstances of the households we help.
Family Services Bureau The Family Services Bureau safeguards children and adults at risk of abuse, neglect, and exploitation, while helping families build the stability needed to remain together and thrive. Through case management, community referrals, counseling, and hands-on problemsolving, our team helps protect the most vulnerable among us.
Prevention & Self-Sufficiency Bureau The Prevention and Self-Sufficiency Services Bureau (PSB) takes a long view of family stability, investing in the conditions that prevent crises before they start. Its reach is wide, with voluntary services that include early childhood and youth development, intensive case management, parenting education, workforce training, housing stabilization, and home visiting, complemented by mentoring, youth leadership programs, tutoring, and civic engagement opportunities.
Homelessness and Community Initiatives Bureau Against the backdrop of a national affordable housing crisis, the Homelessness and Community Initiatives Bureau has become an essential point of stability for residents in Newport News facing housing insecurity. The Four Oaks Day Service Center, a cornerstone of care, connects individuals and families experiencing homelessness to a coordinated network of on-site and off-site resources. These may include workforce development, housing assistance, medical care, and case management, with the clear goal of guiding unhoused individuals back to stability and self-sufficiency.
Children’s Services Act The Children’s Services Act (CSA) brings together state agencies, local partners, families, and private providers around the single purpose of delivering coordinated services to youth navigating significant challenges. Every young person referred through CSA receives a comprehensive evaluation, resulting in an Individual Family Service Plan (IFSP) that defines 10 | FY 2026 Annual Report
clear, achievable goals for both the child and their family.
Administrative Services Bureau Behind every program stands an infrastructure that makes the work possible. The Administrative Services Bureau carries that responsibility across multiple disciplines. Internal Human Resources manages the full employee lifecycle: recruitment, onboarding, training, payroll, benefits, and performance. The Marketing and Communications team shapes how the public understands and engages with the department’s mission, building awareness through strategic campaign planning. Internal Information Technology sustains the systems, databases, and equipment that keep every program area running. And dedicated administrative teams manage the department’s fleet, records, mail, and inventory operations, streamlining the quiet logistics that keep the larger mission moving.
Fiscal Operations Bureau The Fiscal Operations Bureau manages accounting, financial reporting, cash flow, accounts payable, fixed assets, internal controls, and debt service with precision and accountability. Their work ensures that every dollar entrusted to the department is tracked, optimized, and directed toward the outcomes our community depends on. The work of human services cannot be accomplished by one program or one team alone. It is the collective expertise, collaboration, and dedication of every bureau that allows the department to respond to the evolving needs of our community. Together, we remain focused on delivering compassionate, innovative, and responsive services that empower residents and create lasting opportunities for success.
FY 2026 Annual Report | 11
FROM PILOT TO PRACTICE: BUILDING STRONGER SYSTEMS TO ENHANCE SERVICE DELIVERY In fiscal year 2026, the department advanced a series of strategic pilot initiatives designed to strengthen service delivery, improve operational efficiency, and expand the department’s capacity to respond to community needs. Rather than standalone experiments, these pilots were intentionally developed as test-and-scale models—allowing the department to refine new approaches in real time and permanently integrate what proved effective. As a result, three initiatives—the Homeless Outreach and Positive Engagement (H.O.P.E.) unit, the Administrative Technician (AT) Pilot, and the IMPACT Program—evolved from pilot concepts into sustained operational components of the department’s service delivery system, reinforcing a more responsive, accountable, and resident-centered approach to human services.
Initiative I: Administrative Technician Pilot The Administrative Technician (AT) Pilot began in February 2026 and was designed to evaluate whether a dedicated administrative support tier could absorb operational responsibilities previously carried by Benefit Programs Specialists (BPS) and free BPS staff to focus on higher-complexity casework. Targeted responsibilities included renewal initiation, mailbox management, SVES retrieval and processing, CAMP scheduling, and appointment coordination. The pilot has demonstrated measurable operational effectiveness, and its core functions have been permanently integrated into standard daily operations. Ongoing actions completed: February 2026: 2,089 March 2026: 5,674 April 2026: 4,365 Intake actions completed: February 2026: 241 March 2026: 1,254 April 2026: 2309 Phone line integration, in which ATs manage and respond to customer inquiries on behalf of BPS staff, has been successfully implemented for two teams, with a third currently undergoing operational testing. Based on demonstrated value, this feature will be expanded across all ongoing and intake teams within an additional 45-day pilot extension. The pilot also uncovered a structural recommendation: adding a third Senior Supervisor role to strengthen organizational oversight, reduce supervisory span of control where necessary, and support targeted accountability efforts to reduce the bureau’s Supplemental Nutrition Assistance Program (SNAP) Payment Error Rate (PER). This recommendation is under active review.
12 | FY 2026 Annual Report
Initiative II: IMPACT The Integrated Monitoring, Planning, and Compliance Team (IMPACT) program, also launched in February 2026, was established to build an agency-wide quality assurance and monitoring arm; this capability had been a challenge for the department at scale. In just a few months, IMPACT has stood up monitoring processes, standardized review workflows, and begun delivering actionable data to support training, compliance, and forecasting efforts across all major program areas. The following foundational elements are now operational across the agency: Identification of case readers across all program areas Creation of monitoring SOPs and monitoring templates Identification of monitoring sample sizes Approval and review processes prior to feedback distribution to case workers Organization and tracking of state report data and audit findings Collection and analysis of agency-wide error trends to support training and forecasting efforts Additionally, IMPACT has: Completed over 350 case monitoring reviews across APS, CPS, Foster Care, Childcare, SNAP, TANF, Medicaid, and Prevention Completed 15 FOIA requests Managed 4 state audit reviews Authorized 300 TANF overpayment claims and 8 SNAP overpayment claims since implementation began By standardizing how reviews are conducted, how findings are communicated, and how error trends are tracked, IMPACT creates the necessary feedback loops for continuous improvement.
FY 2026 Annual Report | 13
Initiative III: HOPE Team The Homeless Outreach and Positive Engagement (H.O.P.E.) Team officially launched in June 2025 within our Homelessness and Community Initiatives Bureau and operates out of the Four Oaks Day Service Center. As a pilot program, this team was conceived as a frontline presence for the city’s unhoused population and for those at imminent risk of losing housing. The H.O.P.E. Team began with a targeted, immediateneeds outreach approach: visiting encampments, distributing water during record-breaking summer heat advisories, and connecting individuals to services at Four Oaks. As the sheer volume of disconnected individuals in Newport News became clear, the team’s scope evolved organically. Within months, the team had expanded its role to include in-field Coordinated Entry and full housing assessments, creating a direct, end-to-end “unhoused-to-permanent housing” pipeline that now functions as a core departmental service. In twelve months, the H.O.P.E. Team has made significant strides to improve the City’s unhoused landscape, including: 31 unique encampments discovered citywide 105 individuals & families receiving housing assessments 25 referrals made to other housing providers 8 families and individuals successfully diverted 11 people housed via Four Oaks’ Rapid Exit Program 54 individuals presented through SCAAN & are awaiting placement By establishing a consistent, respectful presence within encampments and informal communities, the team has created access points that formal systems have historically struggled to reach. The program’s ability to conduct in-field assessments has meaningfully reduced the time between initial contact and placement into the housing continuum, a key metric for both service efficiency and human dignity. These outcomes demonstrated the effectiveness and necessity of the model, leading to its transition from a temporary pilot structure to a sustained departmental function. Positions originally established as contract roles have now been included in the fiscal year 2027 budget for conversion to permanent City of Newport News positions, ensuring long-term stability and continuity of service delivery.
14 | FY 2026 Annual Report
FY 2026 Annual Report | 15
INVESTING IN A BETTER CUSTOMER EXPERIENCE Every day, dozens of residents visit the department seeking support during some of life’s most challenging moments. Whether applying for benefits, meeting with a social worker, or accessing community resources, the experience begins long before a conversation with staff. From the parking lot to the reception desk, every interaction helps shape a resident’s first impression of the department. Recognizing the importance of those first moments, we have made a continued investment in creating a welcoming, accessible, and customerfocused environment that reflects our commitment to providing compassionate, highquality service. Over the past two fiscal years, a series of facility improvements at Rouse Tower have modernized the building and made it easier for residents to access services. These enhancements not only improve the visitor experience but also create a more functional and efficient workspace for employees who serve the community each day. During fiscal year 2025, improvement efforts focused on the facility’s exterior, office, and common areas throughout the building. Parking lot enhancements improved traffic flow, increased pedestrian safety, and created a more organized arrival experience for residents, visitors, and employees alike. Inside the building, new flooring and fresh paint were installed on multiple floors, brightening shared spaces and creating a cleaner, more welcoming atmosphere. Building on those improvements, fiscal year 2026 marked the completion of a comprehensive renovation of the department’s main reception area. The redesign was guided by two primary goals: creating a more welcoming first impression and improving accessibility for every resident who visits the department.
A Space That Reflects Our Values The newly renovated reception area offers a bright, modern appearance that immediately creates a more inviting environment. New laminate flooring, fresh paint, updated finishes, and improved lighting work together to create a space that feels open, clean, and welcoming. Reception counters were redesigned to provide greater privacy for conversations between residents and staff. Because many visitors are discussing personal or sensitive matters, the updated layout helps foster a greater sense of dignity and confidentiality while allowing staff to better assist individuals with their needs. The renovation also expanded opportunities for residents to connect with valuable information and services. New program signage prominently displayed throughout the reception area highlights the wide range of assistance available through Human Services, making it easier for visitors to identify programs that may benefit them. Modern literature
16 | FY 2026 Annual Report
displays provide convenient access to brochures, applications, and educational materials about department services, as well as information from other City of Newport News departments and numerous community partner organizations. Together, these resources help residents discover programs and services they may not have known were available. To further improve communication, the department repurposed the waiting area’s mounted televisions into digital information screens. Rather than displaying static or unrelated content, the screens now provide continuously updated information on programs, community resources, City initiatives, public service announcements, seasonal reminders, upcoming events, and emergency notifications. This flexible communication tool allows the department to quickly share timely information while residents wait to be served, helping visitors stay informed and connected to available resources.
Accessible by Design Accessibility remained at the forefront throughout the renovation process. Every design decision was made with the goal of creating a space that is welcoming and usable for individuals of all ages, abilities, and backgrounds. New seating was selected to comfortably accommodate individuals of varying sizes, while the redesigned floor plan provides wider, unobstructed pathways that make it easier for residents using wheelchairs, walkers, strollers, or other mobility devices to navigate the reception area independently. The improved layout also enhances traffic flow during busy periods, creating a more comfortable experience for everyone entering the building. One of the most significant improvements was replacing the previous tablet-based check-in system with a new 43-inch angled touchscreen kiosk. While functional, the former system presented challenges for some visitors due to its small screen size and limited accessibility. The new kiosk was intentionally selected to provide a more inclusive experience, featuring a wheelchair-accessible design, improved visibility for individuals with vision impairments, and an intuitive interface that simplifies the check-in process. These enhancements allow residents to check in more easily and independently, reducing barriers to accessing services. These investments also strengthen the department’s ability to deliver services efficiently. Employees benefit from a more functional workspace that supports daily operations, improves communication with residents, and enhances the overall flow of services. As the needs of the community continue to evolve, the department remains committed to making thoughtful improvements that ensure every visitor experiences a space that is inclusive, welcoming, and designed with people first.
FY 2026 Annual Report | 17
SUPPORTING RESIDENTS THROUGH EVOLVING SNAP POLICY REQUIREMENTS Federal policy changes introduced new complexities to the Supplemental Nutrition Assistance Program (SNAP), requiring the department to rapidly adjust program operations and guidance to ensure residents could continue to access benefits and, where possible, maintain eligibility. The federal government shutdown, which paused nationwide issuance of November SNAP benefits, added another layer of uncertainty for households already navigating changing program requirements. While the disruption affected all SNAP recipients, additional attention was required to clarify how separate policy updates—particularly those impacting Able-Bodied Adults Without Dependents (ABAWD)—would apply once normal operations resumed. ABAWD-related requirements represent a significant shift in program eligibility and participation standards, expanding work, volunteer, and training obligations, adjusting age thresholds, and modifying certain exemptions that previously applied to groups such as veterans, individuals experiencing homelessness, and young adults transitioning out of foster care. For many residents, these changes directly affect continued access to benefits and require a more individualized understanding of eligibility and next steps. In response, the Benefit Programs Bureau focused on ensuring that eligibility determinations, case management practices, and client interactions aligned with updated federal requirements. Staff worked to identify impacted populations, apply updated policy guidance consistently, and ensure that clients received appropriate consideration under the revised rules. Impacted clients are also given the option of volunteering with the SNAP Education & Training (SNAPE&T) Program, which helps people who receive SNAP benefits build job skills, get training, and find work. As these changes unfolded, the department also strengthened coordination among eligibility workers, supervisors, and program specialists to ensure the consistent application of policy and reduce the risk of disruptions to benefits for eligible households. This operational alignment was essential to maintaining program integrity while supporting residents through a period of significant policy transition. These federal shifts underscore the evolving nature of public benefits administration. While policy is determined at the federal level, the department’s role is to ensure accurate implementation, protect program integrity, and support residents in maintaining access to critical resources whenever they are eligible.
18 | FY 2026 Annual Report
HUMAN SERVICES’ RESPONSE TO THE 2025 FEDERAL SHUTDOWN The Impact on Newport News When the federal government entered the longest shutdown in U.S. history on October 1, 2025, uncertainty quickly spread across communities nationwide. In Newport News, the impact was especially significant. As home to a large population of federal employees, military personnel, contractors, and families connected to federal operations, many residents faced immediate questions about their income, employment, and access to critical benefits. As the situation unfolded, the department moved quickly to support affected residents. Staff processed benefit applications from individuals and families experiencing financial hardship due to interrupted paychecks and connected residents with available community resources. The situation became even more urgent when federal funding disruptions threatened the Supplemental Nutrition Assistance Program (SNAP), creating uncertainty around November benefit issuances. For thousands of Newport News households that rely on SNAP to help put food on the table, the possibility of delayed or interrupted benefits created significant concern. While the department could not influence federal funding decisions, it could ensure residents had access to accurate, timely, and reliable information. Providing clarity during a rapidly evolving situation became one of the department’s highest priorities.
A Commitment to Clear Communication and Community Support The department’s response centered on transparency, responsiveness, and service. Recognizing that residents would turn to Human Services for guidance, staff worked diligently to gather the most current information from federal and state partners and share updates as quickly as possible. To support this effort, the department launched a dedicated webpage that served as a central hub for shutdownrelated information. The page was updated regularly as new guidance became available and included frequently asked questions, benefit updates, eligibility details, and community resources. Each update was timestamped to ensure residents could clearly identify the most current information. To further expand outreach, the department also sent targeted email communications to its distribution lists to ensure partners and stakeholders were informed of evolving federal shutdown and SNAP-related impacts. The email—distributed to 1,016 contacts—included timely factual updates as well as a video message recorded by the Mayor and City Manager
20 | FY 2026 Annual Report
outlining how the City of Newport News was supporting residents during this period. With a 45.7% open rate, the message helped extend awareness across a broad network of community partners and encouraged recipients to share information within their own networks to help prevent misinformation and ensure residents had access to accurate updates. Social media channels were also used to rapidly distribute updates, respond to questions, and direct residents to available assistance. When the Governor of Virginia declared a state of emergency and authorized emergency food assistance for eligible households, the department responded swiftly to ensure residents could access this critical support. Benefit Programs Specialists worked tirelessly, often past regular operating hours, to process applications and renewals by the required deadlines, ensuring all eligible households received the emergency allotment. In addition to these efforts, Human Services expanded its on-theground response by reimagining its upcoming inaugural Human Services Day Resource Fair to fit the communities needs. The new focus became bringing a network of community partners to one location, enabling individuals and families impacted by the shutdown to access multiple services in a single, coordinated setting. Throughout the shutdown, the department remained focused on serving as a trusted source of information and support. In a time marked by uncertainty, clear and consistent communication—paired with direct community engagement—became one of the most impactful services Human Services could provide. By ensuring residents had access to timely updates and in-person resources, the department helped individuals and families navigate a challenging period with greater confidence and stability.
The Reach of Our Response The community’s need for reliable information was reflected in the reach and engagement of the department’s communications. Shutdown-related content generated more than 331,000 Facebook impressions and 31,000 engagements, while the dedicated information page received 3,568 views and 1,431 direct link clicks from social media over a two-month period. The department’s impact extended beyond Newport News. Residents from neighboring localities also reached out by phone, email, and social media for guidance and updates, reinforcing Human Services’ role as a trusted source of information during a period of uncertainty. As circumstances changed daily, Newport News Human Services remained committed to providing clear, timely, and trustworthy information. By keeping residents informed and connected to resources, the department helped individuals and families make informed decisions and access available support throughout the shutdown.
FY 2026 Annual Report | 21
STRENGTHENING COMMUNITY THROUGH ENGAGEMENT Throughout the fiscal year, we made a deliberate investment in creating opportunities for residents to feel genuinely seen, heard, and supported. While Human Services is often associated with programs and benefits, our work extends beyond service delivery. Building a stronger community requires trust, visibility, and meaningful engagement with the people we serve. Throughout the year, department staff participated in at least 30 community events, resource fairs, presentations, and outreach activities across Newport News. These efforts allowed us to connect residents with critical resources, strengthen relationships with community partners, and increase awareness of the programs and services available to support individuals and families. Each interaction—whether at a neighborhood event, community meeting, or resource fair—provided an opportunity to listen, learn, and better understand the evolving needs of our community. Among these efforts, two signature events stood out for their impact. A Disability Pride Month celebration created space for honest conversations about accessibility and inclusion, while the Human Services Day Resource Fun Fair became an unexpected source of support and stability during a period of federal uncertainty. Together, these events demonstrated the power of bringing people together, fostering connections, and ensuring residents know they are not navigating challenges alone.
This Is What Disability Looks Like On July 16, 2025, we hosted “This Is What Disability Looks Like,” a free, open-door event at the Sentara Community Care Center on Chestnut Avenue. Held in recognition of the 35th anniversary of the Americans with Disabilities Act and Disability Pride Month, the event was designed to create space for honest dialogue about accessibility, inclusion, and the lived experiences of individuals with disabilities in Newport News. Approximately 75 residents, advocates, service providers, and community partners attended throughout the day, demonstrating a strong community interest in advancing conversations around accessibility and inclusion. Attendees heard from local organizations, including Hampton-Newport News Community Services Board and VersAbility Resources, as well as representatives from the City of Newport News Codes and Compliance Department, Human Resources Department, and Fire Department. Together, these organizations shared information about programs, services, workplace inclusion, emergency preparedness, and efforts underway to improve accessibility throughout the community. In addition to educational presentations, resource tables connected residents with services and support programs. The event created opportunities for direct engagement between community members, service providers,
22 | FY 2026 Annual Report
advocates, and city representatives. What made the event especially meaningful was the candid conversation that emerged. Participants discussed barriers that continue to affect individuals with disabilities, including challenges related to physical infrastructure, service accessibility, communication, transportation, and navigating daily life. The discussion highlighted both areas of progress and opportunities for continued improvement. The free and open format removed barriers to participation and encouraged residents from all backgrounds to join the conversation. More importantly, it reinforced a simple but powerful message: individuals with disabilities are an essential part of our community, and their experiences, perspectives, and voices deserve to be heard. The dialogue initiated during this event helped advance awareness, strengthen connections, and reaffirm our collective commitment to making Newport News a more accessible and inclusive city for all.
Human Services Day Resource Fun Fair Human Services Day was held on November 1, 2025, and became one of the department’s most impactful community engagement events of the year. Originally envisioned as a celebration of the services, partnerships, and people that strengthen our community, the event took on a deeper meaning as circumstances changed. By the time residents arrived at the Rouse Tower parking lot, the federal government had been shut down for nearly four weeks. Across Newport News, households were facing financial uncertainty. Federal employees and contractors were awaiting paychecks, families were concerned about food security, and many residents were seeking reliable information about available assistance. In the midst of that uncertainty, Human Services Day provided something residents needed: access to resources, opportunities for connection, and a sense of community. More than 300 residents attended the event, which was designed as a one-stop destination for information and support. Participants connected with programs and resources related to housing, employment, health care, financial stability, family services, and community assistance. Dozens of community organizations and service providers joined the event, helping residents navigate available resources and learn about services that could support their immediate and long-term needs. The atmosphere was intentionally welcoming and family-friendly. Free food, music, games, children’s activities, and giveaways transformed the event into more than a traditional resource fair. It became a gathering place where residents could learn, connect, and enjoy time together despite the uncertainty many were experiencing. One of the most significant partnerships of the day was with the Virginia Peninsula Foodbank. Through this collaboration, fresh food was distributed to 150 families, providing
FY 2026 Annual Report | 23
immediate assistance to households affected by food access concerns stemming from federal benefit disruptions and broader economic uncertainty. The distribution represented more than food—it represented reassurance that support was available when it was needed most. What we witnessed on Human Services Day reflected the strength and resilience of our community. Residents showed up seeking information and support. Community partners arrived ready to help. Staff volunteered their time and energy to ensure every attendee felt welcome and connected to resources. Together, they created an event defined by compassion, collaboration, and hope.
A Foundation for the Future As we look ahead to fiscal year 2027 and beyond, community engagement will remain a cornerstone of our service delivery strategy. Events like these help bridge gaps between residents and resources, strengthen relationships with community partners, and build the trust that makes effective public service possible. The connections formed through outreach and engagement create a foundation for future collaboration and ensure that when challenges arise, residents know where to turn for support.
24 | FY 2026 Annual Report
These events would not have been possible without the support and collaboration of the following community partners, whose commitment to serving Newport News residents helped bring these initiatives to life.
Newport News Human Services Advisory Board Newport News Waterworks Uncharted Adaptive Fitness Newport News Opportunity Center (Formerly Brooks Crossing) Family Forward Services Newport News Public Libraries Dominion Energy VersAbility Embrace Home Housing NNFD Community Assistance Response(CARe) Team Community Paramedicine Team Care Alot Services Insight Enterprises Peninsula Center for Independent Living
Hampton-Newport News CSB Benevolent Family Services Newport News Public Schools InnovAge PACE Peninsula Aetna Good Gives Good Virginia Peninsula Food Bank Link of Hampton Roads Newport News Codes and Compliance A.B.I.D.E. Newport News Newport News 311 Parent Educational Advocacy Training Center (PEATC) Newport News Human Resources Virginia Works Newport News Juvenile Services Bon Secours Care-A-Van
FY 2026 Annual Report | 25
INCREASING ACCESS TO COMMUNITY HEALTH AND BEHAVIORAL HEALTH SERVICES The Housing and Community Initiatives Bureau strengthened the continuum of care available at the Four Oaks Day Service Center through a strategic partnership with the Newport News Fire Department’s Community Assistance Response and Engagement (CAREs) team, which is now permanently stationed within the Center’s Outreach and Training Wing. CAREs provides specialized mental health assessment, crisis intervention, and stabilization services for individuals experiencing behavioral health challenges. Operating seven days a week on a rotating schedule, the team helps de-escalate crises, connect individuals to appropriate treatment and support services, and reduce barriers to accessing care. The team’s impact extends beyond the Four Oaks campus. In collaboration with the Homeless Outreach and Positive Engagement (H.O.P.E.) Team, CAREs personnel conduct regular outreach to encampments throughout the community, bringing critical mental health services directly to unsheltered individuals and connecting them with housing, healthcare, and supportive resources. Complementing these efforts, the department also partnered with the Newport News Fire Department to expand access to community-based healthcare through the Mobile Integrated Health initiative. Utilizing the Community Health Bus stationed at Four Oaks, the partnership provides on-site medical screenings, health education, behavioral health support, and connections to critical community resources. This collaborative approach helps remove barriers to care while promoting healthier outcomes for vulnerable residents. Together, these partnerships demonstrate a shared commitment to prevention, early intervention, and integrated service delivery. By addressing physical and behavioral health needs before they escalate into emergencies, the department and its partners are improving individual outcomes, reducing reliance on emergency response systems, and strengthening the overall health, safety, and well-being of the Newport News community.
26 | FY 2026 Annual Report
FY 2026 Annual Report | 27
SPREADING AWARENESS THROUGH COMMUNITY PARTNERSHIPS We strengthened our approach to community engagement by making it easier for organizations, businesses, and community groups to connect with the department’s expertise, educational resources, and outreach services. To increase public awareness of these opportunities, the department launched a dedicated Community Partnerships and Engagement webpage that highlights the wide range of educational presentations, training, demonstrations, and collaborative opportunities available to community partners. Organizations can request department participation at community events, presentations on human services programs and topics, poverty simulations, safe sleep education and demonstrations, resource fairs, and other outreach initiatives designed to educate and empower residents. Recognizing that navigating a large organization can sometimes be challenging, the department also introduced a centralized interest form that streamlines requests for partnerships, presentations, event participation, and collaborative initiatives. Since its launch in December 2025, the interest form has received over a dozen submissions from community partners and organizations seeking collaboration with the department. This enhanced process helps ensure community organizations can easily connect with the appropriate staff and resources while creating new opportunities for meaningful engagement. The impact of these improvements was quickly realized. In March 2026, the Newport News Animal Welfare Division and Virginia Alliance for Animal Shelters utilized the new request process to invite department staff to present at its regional workshop for animal shelter personnel and animal control officers. As mandated reporters, participants sought additional guidance on recognizing the signs of child abuse and neglect and understanding their legal responsibilities for reporting suspected maltreatment. The presentation equipped attendees with valuable knowledge to better identify concerns and help protect vulnerable children and families within their communities. In addition to expanding partnership opportunities, the department strengthened its approach to community outreach by placing a greater emphasis on meaningful engagement and measurable impact. Rather than focusing solely on distributing informational materials, staff are encouraged to
28 | FY 2026 Annual Report
provide hands-on demonstrations, conduct assessments, facilitate educational activities, and connect residents directly to needed resources and services whenever possible. During the fiscal year, the department participated in more than 30 community events, including those hosted by both the agency and partner organizations throughout Newport News. This intentional shift reflects the department’s commitment to outcomes over output.
FY 2026 Annual Report | 29
LAYING THE FOUNDATION FOR THE FUTURE OF HUMAN SERVICES The work captured in this annual report reflects more than a collection of programs and initiatives; it reflects how Human Services has been a department in motion, deepening our commitment to the residents of Newport News at every entry point. Over the course of 2025 and 2026, we’ve intentionally expanded our reach in meaningful ways. Pilot programs such as the H.O.P.E. Team, the Administrative Technician Pilot, and the IMPACT Team introduced new models for delivering services, testing what’s possible, and laying the groundwork for the incredible work we’ll do next. The Community Health Bus partnership with NNFD CAREs brings healthcare directly to residents who need it most, while ensuring that mental health crises receive immediate support from trained professionals seven days a week. Our department also turned its attention inward: we renovated our main reception area to create a space that felt more welcoming and dignified from the moment a resident walks through the door. First impressions matter, and our investment exemplifies what we believe: that every person who comes to us deserves to feel seen and respected. Public education was a defining theme for fiscal year 2026. Through more than 30 community events, Human Services showed up: in neighborhoods, at resource fairs, and through direct outreach, to raise awareness of available services and strengthen the department’s presence across the city. When federal SNAP policy shifted suddenly in October, and the threat of a November benefit pause created anxiety for thousands of households, the department responded with clarity and urgency to cut through the confusion and ensure residents had the information they needed to plan and prepare. None of this work happens in isolation. It happens through partnerships and collaboration (trust we’ve built over time) and through staff who understand that human services is not a transaction but a relationship. As we look ahead, community engagement will remain a cornerstone of our strategy, not an afterthought. We are committed to deepening our partnerships with City departments, expanding awareness of our programmatic offerings, and continuing to earn the confidence of the community we serve. And as a closing note of pride: the department’s A Chance to Shine program, which provides employment training and workforce development to patrons of our Four Oaks Day Service Center, has been recognized with a Community Health and Safety Award from the International City/County Management Association (ICMA). This national honor recognizes local government programs that demonstrate innovation, excellence, and measurable impact in community health, safety, and quality of life. It is an incredible testament to the dedication of our staff and the resilience of the residents who show up, do the work, and keep moving forward.
30 | FY 2026 Annual Report
FY 2026 Annual Report | 31