Oklahoma Department of Human Services - okdhs.org Publication Library/S14049.pdf · employee...

Strategic Plan SFY 2014-2015Oklahoma Department of Human Services

Ed LakeDirector

Oklahoma Department

of Human Services

GROWING in a NEW DIRECTIONSFY 2014-2015 Strategy Map

OUR MISSIONWe improve the quality of life of vulnerable Oklahomans by increasing people’s ability to lead safer, healthier, more independent and productive lives.

OUR VISIONDHS provides help and offers hope to vulnerable Oklahomans through stronger practices, involved communities and a caring and engaged workforce.

OUR VALUESCompassion • Respect • Safety • Quality • Innovation

STRONGEROklahomans

Oklahomans lead safer, healthier, more independent and productive lives.We will:

• Reduce the incidence of abuse, neglect and exploitation in Oklahoma

• Reduce participation barriers for Oklahomans who are eligible to receive DHS services

• Improve the well-being of Oklahomans

STRONGERWorkforce

Our workforce is informed, supported and engaged.We will:

• Create and maintain a healthy work environment built on trust, respect and effective communication

• Increase our work-related skills and knowledge

• Provide opportunities to improve our physical, emotional and financial health

STRONGERCommunities

We are engaged with communities to meet the needs of vulnerable Oklahomans.We will:

• Improve communications with community partners and key stakeholders

• Build and strengthen community partnerships to provide clients greater access to resources

STRONGERPractices

We have a culture of continuous improvement.We will:

• Increase the number of systematic process improvement projects, across the department, designed to improve and promote excellent service delivery and client satisfaction

• Maintain a culture of accountability, including fiscal integrity, at all levels of the department

• Increase the understanding andapplication of outcome-focused performance and evidence-based practices

Figure 1. SFY 2014-2015 Strategy Map

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GROWING in a NEW DIRECTIONSFY 2014-2015 Strategy Map

A Letter from the Director

The Oklahoma Department of Human Services will work diligently

over the next two years to create innovative, agency-wide

approaches to serving Oklahomans in need. We created this

strategic plan, a road map if you will, to guide our efforts. DHS

will be “Growing in a New Direction” as we strive to create and

maintain stronger Oklahomans, a stronger workforce, stronger

communities and stronger practices.

I believe the dedicated, compassionate nature of our employees

provides us with a foundation upon which to remake this agency

into what we all want it to be. This plan creates a path for us as

we work to engage stakeholders and employees and improve

services to our clients.

We have to do things differently and perform better in order to

regain the trust and respect of our clients and the people who

care about the services we provide. This includes streamlining our

processes, measuring our performance, and truly engaging and

supporting our employees in these efforts.

We need to be clever about how we carry out our mission;

however, we cannot do this work alone. We need strong

partnerships and community involvement across the state. We

need an engaged, satisfied and supported workforce. We need

strong leadership within the agency and we need to continue

building trust with our community partners, contract providers,

clients and legislative leaders.

Our focus over the next two years will include: improving

outcomes for clients, refining customer service and

communication, partnering with key stakeholders to maximize

our resources and effectiveness, strengthening and supporting

our workforce, strengthening business processes, and

increasing public awareness and accountability.

Many changes have taken place within this agency over the past

12 months, and more changes are ahead of us. We will work

together in pursuing these goals and move forward in a new

direction as a team. Restructuring within the agency provides us

with unique opportunities and I believe this strategic plan allows

us to capitalize on those opportunities.

Months of work have gone into the development of this strategic

plan and feedback from stakeholders, partners, employees

and legislative leaders has been incorporated into the many

objectives. These are the things we need to start working on

right away if we are going to get where we need to go. It will be a

challenge, but I believe we can accomplish these goals together.

Ed LakeDirector

Oklahoma Department

of Human Services

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DHS REPORTING STRUCTURE

STRONGER Oklahom

ans

STRONGER Workforce

STR

ON

GER

Com

mun

ities

STRO

NGER Practices

STATEWIDE DIVISION LEVEL

STRATEGIC PLANSDEPARTMENT LEVEL STRATEGIC PLANS

Officers Steering Team Executive Team

Quarterly Meetings Monthly Meetings

Repo

rt

s from Division D

irectors

Reports from Department Lead

In order to ensure accomplishment of DHS Strategic Plan goals, we will create a Strategic Plan Steering Committee. Steering committee members will oversee completion of division-level objectives. Divisions will be responsible for completing action items and measuring results and will report progress to the steering committee. The existing executive team meetings will be used for reporting and feedback on the department-level strategic plan objectives.

Figure 2. Strategy Plan Steering Committee & Implementation Structure

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OUTCOME 1: Oklahomans lead safer, healthier, more independent and productive lives.

Goal 1: We will reduce the incidence of abuse, neglect and exploitation in Oklahoma.

Objective 1: We will improve the effectiveness of DHS programs and partnerships that seek to reduce abuse, neglect and exploitation in Oklahoma by June 2015.

Action Plan:By January 2015, we will identify all department activities intended to prevent or reduce abuse, neglect and/or exploitation.

By March 2015, we will develop an evaluation plan and indicators for all current Department of Human Services prevention programs.*

Beginning June 2015, we will establish a baseline for incidence of abuse, neglect and exploitation against which future reductions will be measured.

Important Results:• The number of department activities, including descriptions, intended to prevent or reduce abuse, neglect and/or exploitation

• The number of new partnerships created

• The number of opportunities for improvement identified across the department and by division

* Where an evaluation plan will be developed, we anticipate additional Important Results to be added.

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Goal 2: We will reduce participation barriers for Oklahomans who are eligible to receive DHS services.

Objective 1: We will increase clients’ ability to understand department policies and procedures by June 2015.

Action Plan:By July 2014, we will create a plan for systematically reviewing and simplifying policies as appropriate.

By November 2014, we will implement a pilot project to revise selected policies using Plain Language guidelines.

By November 2014, we will develop an evaluation plan and indicators to evaluate the effectiveness of Plain Language use within the department.*

By June 2015, we will conclude the pilot and develop next steps of this action plan based on findings of evaluation and lessons learned.

Important Results:• The percentage of policies revised using Plain Language guidelines

• The percentage of survey respondents indicating understanding of new policies written with Plain Language guidelines

• The number and percentage of agency policies improved using Plain Language guidelines


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Goal 2: We will reduce participation barriers for Oklahomans who are eligible to receive DHS services.

Objective 2: Starting January 2014, we will increase our understanding of why some Oklahomans, although eligible, do not receive services from DHS.

Action Plan:By December 2014, we will coordinate with partner organizations and agencies to conduct a gap analysis for all core department program participation rates in order to better identify where gaps and where barriers to participation exist.

By February 2015, we will increase our understanding of underserved populations using demographic and outcome data and improve definitions in order to better meet the needs of potential clients.

Beginning May 2015, we will conduct a pilot project to address identified barriers within DHS programs.

By June 2015, we will develop an evaluation plan and indicators which will be used to determine if identified gaps and barriers were addressed.*

Important Results:• The number of identified opportunities for improvement

• The number and percentage of participants in the program before and after the pilot project


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Goal 3: We will improve the well-being of Oklahomans.

Objective 1: We will improve the effectiveness of Department of Human Services programs and services that strive to reduce poverty and improve the well-being of Oklahomans by June 2015.

Action Plan:Beginning November 2014, we will identify all department activities that reduce poverty and improve the health and/or well-being of Oklahomans.

By April 2015, we will develop an evaluation plan and indicators for all current DHS poverty programs and programs that improve health and/or well-being.*

By June 2015, we will establish a baseline measurement of poverty against which future reductions will be measured.

Important Results:• The number of identified department activities, and descriptions of those activities, that reduce poverty and improve the health and/or well-being of Oklahomans

• The number of opportunities for improvement identified to reduce poverty and/or improve well-being


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OUTCOME 2: Our workforce is informed, supported and engaged.

Goal 1: We will create and maintain a healthy work environment built on trust, respect and effective communication.

Objective 1: We will increase employee retention by 5 percent over the next two years.

Action Plan:Beginning June 2014, we will conduct regular measurement with exiting employees to better understand why DHS employees are voluntarily separating from the department and reduce those separations from employment.

Beginning June 2014, we will enhance the department-wide, coordinated employee engagement initiative, including annual measurement of employee engagement.

Beginning August 2014, we will determine key metrics related to employee engagement and satisfaction to be reviewed as part of the performance management process for supervisors and managers and ensure that supervisors know how and when to use performance reviews to assist employees.

Beginning October 2014, we will develop and implement a face-to-face new employee orientation and evaluation plan for measuring the effectiveness of the new employee orientation program.*

By December 2014, we will evaluate environmental factors contributing to turnover (e.g. economic conditions, skill shortages, geographic location of work availability, etc.).

By March 2015, we will determine transferable skills and career development paths for major job families.

By March 2015, we will develop a plan for the department to anticipate and incorporate pay for performance requirements.


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Important Results:• The employee retention rate per quarter

• The percentage of employees who report that they are satisfied with their jobs

• The percentage of employees who report being treated with respect at work

• The percentage of employees who report that personal development is encouraged by supervisors

• The percentage of employees who report being very engaged at work

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Objective 2: By June 2015, we will improve the quality and capacity of the DHS leadership team.

Action Plan:By October 2014, we will conduct needs assessment for management staff training needs.

By December 2014, we will develop and deliver training to employees to increase their use of communication technology and tools to improve internal communications in order to share information and best practices.

Beginning December 2014, we will develop an evaluation plan and indicators to measure the effectiveness of training.*

Beginning January 2015, we will develop and begin implementation of department-wide leadership training for select managers annually, focused on trust-building, respect and communications, that includes role-playing, guidelines and models.

Important Results:• The number and percentage of managers who receive leadership training

• The number and percentage of managers who report gaining understanding and knowledge as a result of leadership training


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Objective 3: We will improve, by division, our internal, two-way communication by June 2015.

Action Plan:Beginning January 2014, division directors will communicate with all division employees regarding department-specific information at least once a month.

Beginning March 2014, department leadership will provide at least one opportunity per quarter for front-line employees to provide feedback regarding either department-level or division-level activities.

By September 2014, the Office of Communications will provide standards and models for individual division communications efforts.

By November 2014, we will develop an evaluation plan and indicators to measure the effectiveness of communication efforts.*

By December 2014, we will identify barriers to effective communication and best practices for employee communication.

Important Results:• The percentage of employees who report adequate and quality two-way communication

• The number and percentage of division directors who communicate at least monthly with all division employees

• The number and percentage of employees who report reading and understanding agency communication


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Goal 2: We will increase our work-related skills and knowledge.

Objective 1: We will increase our core skills and better match training delivered to training needed and improve training effectiveness by June 2015.

Action Plan:Beginning October 2014, we will develop a mentoring program for employees and identify and train mentors throughout the department.

By October 2014, we will develop an evaluation plan and indicators to measure the effectiveness of the mentoring program.*

By October 2014, we will develop a training evaluation and measurement plan template to measure training effectiveness.*

Beginning November 2014, we will conduct a pilot project for evaluation of training effectiveness.

Beginning January 2015, we will create and/or maintain a list of internal and external training opportunities and resources designed to build employee competencies. These efforts will expand to include at least 20 additional job roles every year until all core DHS job roles include the relevant information.

By May 2015, at the training effectiveness pilot project’s conclusion, we will develop an action plan based on findings and lessons learned.


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Important Results:• The percentage of employees who report that personal development is encouraged by supervisors

• The number of mentors established

• The number and percentage of staff who participate in the mentoring program

• The number and percentage of DHS training programs who adopt best- practices in measuring training effectiveness

• The percentage of employees who report increased knowledge post-training

• The percentage of employees and/or supervisors who report employee behavioral changes after participating in a training event

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Goal 3: We will provide opportunities to improve our physical, emotional and financial health.

Objective 1: We will improve the quality, capacity and safety of Department of Human Services offices statewide by June 2015.

Action Plan:By July 2014, we will conduct an assessment of office space needs for the department.

By August 2014, we will develop a priority or ranking system based on greatest need for improvements and expansion to adjust office space.

By August 2014, we will develop updated Evaluation of Workplace Safety and Health Plans and conduct a quality review of every DHS office’s safety plan, including emergency preparedness. Plans will be updated as necessary.

By September 2014, we will identify the costs associated with each office identified as needing improvement.

Beginning September 2014, based on the assessment of office space needs, we will conduct incremental improvements for office spaces in high priority locations.

Important Results:• The number of offices that need improved space and/or quality work space improvements and estimated costs associated

• The number and percentage of offices that have reviewed safety plans

• The number and percentage of offices with updated safety plans

• The percentage of offices in compliance with policy and procedures regarding safety in the workplace

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OUTCOME 3: We are engaged with communities to meet the needs of vulnerable Oklahomans.

Goal 1: We will improve communications with community partners and key stakeholders.

Objective 1: We will improve the quality of communication with community partners, contract providers and key external stakeholders by March 2015.

Action Plan:By October 2014, we will build an information-rich community engagement website.

By January 2015, we will provide department-wide standards for communication with key partners to ensure consistent messages and expectations.

By March 2015, where applicable, DHS divisions will develop and/or adopt community partner and stakeholder communications plans.

By March 2015, we will develop an evaluation plan and indicators to measure the effectiveness of communication strategies.*

Important Results:• The percentage of external stakeholders who report they have a positive overall perception of DHS

• The percentage of external stakeholders who report they have a strong partnership with DHS

• The percentage of external stakeholders who report their feedback is valued


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Goal 2: We will build and strengthen a network of community partnerships that ensures greater access to resources.

Objective 1: We will increase the development of new community partnerships and increase the strength of existing partnerships by June 2015.

Action Plan:By May 2014, we will develop contract language requiring all DHS contractors to use the DHS logo on their websites and print materials. This will assist the community in knowing who DHS partners are and what community programs are funded through DHS.

By October 2014, we will develop a toolkit and training modules to assist local community involvement including engaging existing and new community partners.

By June 2015, we will form or support a voluntary group of DHS staff and county partners to network, raise awareness and share information.

By June 2015, we will increase employee and community volunteer time and/or financial and in-kind contributions and improve the monitoring of all donated items and activities.

By June 2015, we will develop evaluation plans and indicators to determine progress and effectiveness of training, group development and volunteer management. *

Important Results:• The improved perception of partnership strength

• The improved perception for potential partnership growth

• The percentage of county directors who report improved ability and confidence in engaging community partners

• The hour and dollar amount of volunteer contributions and donations by employees and the community

• The number of counties with supportive networking groups


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Goal 2: We will build and strengthen a network of community partnerships that ensures greater access to resources.

Objective 2: By June 2014, we will increase opportunities for clients to improve their skills and access employment opportunities.

Action Plan:Beginning August 2014, we will identify and promote employment initiatives to help customers increase self-sufficiency.

By August 2014, we will link the DHS website to identified, Web-based job search tools and skills including job readiness, literacy, etc.

By August 2014, we will promote the use of an existing and updated database of partners for client referrals regarding skill development resources.

Beginning October 2014, we will publish and/or update skill development opportunities quarterly.

By June 2015, we will develop an evaluation plan with indicators to determine the effectiveness of activities.*

Important Results:• The number of Web-based job search tools and skills including job readiness, literacy, etc. linked to the DHS website

• The number of clients accessing Web-based job search and skill development tools

• The number of DHS clients who secure employment


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OUTCOME 4: We have a culture of continuous improvement.

Goal 1: We will increase the number of systematic process improvement projects, across the department, designed to improve and promote excellent service delivery and client satisfaction.

Objective 1: We will continually improve our internal and external business processes to maximize the quality and effectiveness of our services by July 2015.

Action Plan:Beginning July 2014, we will identify continuous quality improvement standards for core business processes and, where appropriate, initiate process improvement projects in offices across the state.

Beginning July 2014, we will expand process improvement programs and training to include all identified staff attending at least introductory process improvement training.

Beginning January 2015, we will refine and coordinate department-wide plans for business process improvement to develop and maintain an organizational culture of continuous quality improvement.

By June 2015, we will develop and implement training for identified staff members to better learn the basic rules of contracting, how to evaluate contracted services and establish innovative contracting practices.

By June 2015, we will develop high-level process-improvement curriculum for training department employees who perform jobs where such training is needed.

Important Results:• The number of core business processes that are standardized across a division or the department, as applicable

• The number and percentage of department staff trained on each level of process improvement methodology

• The number of process improvement projects initiated statewide

• The number of process improvement projects completed statewide

• The percentage of identified staff members who have received training regarding the basic rules of contracting, contract monitoring, and evaluating contract deliverables

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Goal 1: We will increase the number of systematic process improvement projects, across the department, designed to improve and promote excellent service delivery and client satisfaction.

Objective 2: We will enhance our Quality Service initiative, increase our awareness of customer service needs and expectations, and implement Quality Standards, by January 2015.

Action Plan:By August 2014, we will determine Quality Standards, identify behavioral expectations and develop an implementation plan for the department.

By October 2014, we will conduct a pilot project for Quality Standards.

Beginning February 2015, we will evaluate the effectiveness of the Quality Standards for the department, including measurement for both internal and external customer service.*

By March 2015, we will implement customer service standards to define good customer service, both internally and externally, within each division.

By June 2015, we will develop and implement customer service training for staff to provide DHS staff with understanding, tools and skills necessary to provide quality customer service.

Beginning June 2015, we will align core business processes with Quality Standards to provide clients the same level of customer service regardless of where they live in the state.

Important Results:• The percentage of clients who report being satisfied overall with their customer service experience at baseline

• The percentage of employees who report an improvement in overall internal customer service at baseline

• The percentage of clients and employees who report being treated with courtesy and respect

• The percentage of clients and employees who describe the department as a friendly place


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Goal 2: We will maintain a culture of accountability, including fiscal integrity, at all levels of the department.

Objective 2: We will improve organizational accountability and accountability among all department staff and leadership by September 2014.

Action Plan:By June 2014, we will refine and coordinate a comprehensive and systematic department-wide plan for budgeting and oversight that promotes an organizational culture of fiscal responsibility, including increased administrative efficiencies, reduced program duplication and improved service delivery.

By September 2014, we will develop basic fiscal training for department employees who manage programs and projects with budget impact.

By January 2015, we will provide enhanced training for supervisors to fully utilize the performance management system to hold employees accountable.

By January 2015, we will develop a department-wide budget plan that identifies immediate needs and available resources, and takes into account long-term needs, incorporates evidence-based practices, and ensures the department’s capital assets are preserved.

By June 2015, we will develop information for staff explaining the connection between business activities and funding and/or cost benefits.

Important Results:• The percentage of supervisors who use the performance management system for accountability

• The percentage of identified divisions that annually submit changes to their programs resulting in either greater efficiency or cost savings compared to previous budgets

• The percentage of DHS employees who manage programs and projects with a budget impact who have completed basic fiscal training

• The percentage of identified divisions that forecast the financial resources expected to operate their programs

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Goal 3: We will increase the understanding and application of outcome-focused performance and evidence-based practices at all levels of the department.

Objective 1: We will increase the performance awareness of all divisions and ensure that goals and objectives of divisions are aligned with the department-level strategic plan beginning May 2014.

Action Plan:By May 2014, we will develop an Evaluation Professionals Workgroup to enable evaluators to share best practices, increase accountability, improve data sharing, and maximize the quality of outcome evaluations.

By May 2014, we will create at least one performance measure per division, as applicable, that relates program costs to an expected or actual outcome.

By August 2014, we will assemble a cross-divisional workgroup to help develop an outcome measurement system for the department.

Beginning October 2014, all identified management and leadership will attend outcome-based performance training.

Important Results:• The number and percentage of identified management and leadership attending outcome-based performance trainings

• The percentage of divisions with at least one performance measure that relates program costs to an expected or actual outcome

• The percentage of staff who report that their division and department leaders make data-driven decisions

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S14049 DHS Issued 6/2014 This publication is authorized by Oklahoma Department of Human Services Director Ed Lake and printed by DHS in accordance with state and federal regulations at a cost of $326.40 for 245 copies. Copies have been deposited with the Publications Clearinghouse of the Oklahoma Department of Libraries.

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