The DHHS Strategic Plan establishes a master framework to guide staff in how they will work together as a department and set priorities over the next three years (2015 - 2017) to make the department a stronger organization to fulfill its mission of enhancing the quality of life for individuals who need support living healthy, independent and safe lives within our community. The Strategic Plan focuses largely on internal practices that will allow DHHS to strengthen operations and business practices, set priorities, focus resources, and align staff and stakeholders toward common goals that will increase efficiency, effectiveness, accountability, quality, communications, and synergy. It also asks “how” and outlines what staff plan to do to reach the next stage of performance excellence. The Strategic Plan includes 5 goal areas which are listed below.
Goal 1: Workforce Investment & Engagement
1A: DHHS will be a desirable employer that will attract, recruit, and retain a talented, committed, and culturally diverse workforce at all levels of the organization.
- Develop and deploy a DHHS onboarding system for new employees
- Develop action plans to address areas of improvement identified through the employee engagement survey
1B: DHHS employees will have consistent and equitable opportunities for professional development, input, recognition, and advancement.
- Provide regular opportunities for employees to volunteer to participate as division representatives in cross-departmental planning groups (e.g. strategic planning, Lean)
- Create the Do The Right Thing committee and launch the Do The Right Thing values campaign for employee
1C: The DHHS workforce will be responsive to meet the business needs now and in the future.
- Work with academic departments to recruit and help prepare students for working in public sector human services
1D: DHHS will cultivate a workplace culture of accountability and performance management.
- Develop and deploy a performance evaluation system, including a leadership evaluation component.
Goal 2: Community & Partner Engagement
2A: DHHS will be accessible, responsive, and transparent to its partners and the larger community.
- Create and begin to implement a strategic communications plan across divisions
- Develop and maintain a comprehensive resource directory, database, or on-line resource encompassing all DHHS programs and services
2B: DHHS will engage with partners and the larger community to build meaningful community involvement in decision making and planning.
Goal 3: Optimal Operations & Administrative Efficiencies
3A: Work processes and practices within DHHS will be streamlined, standardized, relevant, risk-mitigating, and clearly documented and communicated to staff.
- Develop standardized employee policies for department
3B: DHHS will respond to a changing environment by adopting available technologies to achieve operational efficiencies.
- Survey employees to determine knowledge of and comfort level with available technology (e.g. computer software and system upgrades, teleconferencing) and develop and provide training programs based on results (on hold)
3C: DHHS facilities will be fully physically accessible, welcoming, and safe for all employees and visitors.
- Research and adopt best practices and options for flexible schedules, telecommuting, creative work spaces, etc.
- Create a DHHS Green Committee to cultivate a department-wide culture that will support a commitment to sustainable energy conservation, waste reduction, and recycling
Goal 4: Financial Health & Sustainability
4A: DHHS will exercise an efficient and responsible approach to financial management that plans for future sustainability.
4B: DHHS will maximize and retain revenues through new and existing funding sources / financial structures.
- Assess clients and develop reporting to ensure proper treatment programming and utilization of funding sources including health care coverage and entitlements
Goal 5: High Quality & Accountable Service Delivery
5A: The service delivery approach of DHHS providers and programs will reflect DHHS values and be person-centered, recovery-oriented, trauma-informed, integrated, and culturally intelligent.
- Create a system for training contracted agencies/providers to support delivery of services that are culturally intelligent, recovery oriented, trauma informed, and aligned with DHHS values.
5B: DHHS will foster a satisfying and continuously improving client experience.
- Identify common areas of cross-over of individuals/families served by divisions and develop protocols for transitioning, coordinating, and/or integrating services across divisions as appropriate
- Develop protocols and/or methods for ensuring that individuals are presented with relevant information to make informed choices in selecting services and provider agencies
5C: DHHS will provide services that keep apace of current research-informed best practices/evidence-based practices and will engage in evaluation of services to determine effectiveness.
- Adopt the Baldrige Criteria for Performance Excellence as an organizational management framework
5D: DHHS will manage performance of all services, whether provided directly or through partners, through ongoing, standardized, and proactive quality assurance/quality improvement (QA/QI) practices and performance measurement.
- Develop and implement performance-based contracts
- Develop and implement standard exit interviews with all employees (1A)
- Make divisions more aware of the resources available to them for creating outreach materials, media training, etc. (2A)
- Make acknowledgement of DHHS funding a requirement in contractor promotional materials (e.g. include in RFP requirements/scoring, contract templates) (2A)
- Create and distribute a survey to divisions to assess customer satisfaction with DHHS internal partners (e.g. contracts, fiscal, human resources) (3A)
- Centralize performance measures (3B)
- Develop appropriate monthly accounts receivable reporting packages (4A)
- Solicit and consider ideas from staff regarding the budget in advance of budget cycle (4B)