Strategic Plan SFY 2017-2018 - okdhs
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Strategic Plan
SFY 2017-2018
S16021 DHS Issued 7/2016
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 $16.65 for
48 copies. Copies have been deposited with the Publications Clearinghouse of the Oklahoma
Department of Libraries.OUTCOME 4: We have a culture of continuous DHS STRATEGY MAP
improvement.
SFY 2017-2018
OUR MISSION
Goal 2: We will continue to evaluate the impact our services and We improve the quality of life of vulnerable Oklahomans by increasing people’s
ability to lead safer, healthier, more independent and productive lives.
benefits have on vulnerable Oklahomans.
OUR VISION
DHS provides help and offers hope to vulnerable Oklahomans through stronger
Objective 2: By December 2017, we will enhance the reliability and practices, involved communities and a caring and engaged workforce.
availability of data used to describe CSS outcomes.
OUR VALUES
CSS Strategic Plan | Page 2
Page 13 | CSS Strategic Plan
Safety • Integrity • Professionalism • Compassion
Action Plan:
By July 2016, we will analyze existing reports.
By December 2016, we will make recommendations.
By March 2017, we will develop the requirement and design. STRONGER STRONGER STRONGER STRONGER
By August 2017, we will implement the new centralized report. Oklahomans Workforce Communities Practices
By December 2017, we will use the new data to convey our impact on vulnerable
Oklahomans through the CSS Annual Report. We help Our workforce We are engaged We have a culture
Oklahomans is informed, with communities of continuous
who are supported and to meet the needs improvement.
vulnerable engaged. of Oklahomans We will:
Important Results: lead safer, We will: who are
healthier, more • Continue to improve
vulnerable. the department’s
• The reduction in time to meet data requests independent • Promote safe,
healthy work We will: effectiveness,
and productive environments efficiency and
• The improved ability of staff to communicate CSS outcomes and better tell our story lives. • Build and accountability
• Improve the strengthen
We will: community • Continue to evaluate
• The increased percentage of staff who report that their position plays a meaningful part effectiveness of
our workforce partnerships the impact our
in the overall mission of DHS • Improve the services and benefits
well-being of the • Continue • Help Oklahomans have on Oklahomans
• The increased percentage of staff who report their supervisor makes data- people we serve to improve who are who are vulnerable
driven decisions • Improve access
employee vulnerable
engagement access
to our services
community
and benefits
resources
Figure 1. SFY 2017-2018 Strategy Maps Director OUTCOME 4: We have a culture of continuous
ce
Servi improvement.
ld Support
the Ch
i round
from at re volves a . It
er lture th ributes
A Lett ys had a cu
rong es t att
rdently
alwa nd st lso a
S e rv ic es has o f o u r best a etter, but we a ive
upport one eb Posit
Child S r o v e m ent. It is ify what can b
t p ro v ement. Goal 2: We will continue to evaluate the impact our services and
proces
s imp iden d for im
a t w e not only at are neede ou benefits have on vulnerable Oklahomans.
th nges th rand. Plan. Y
means e c h a o u r b a te g ic
mak ent is 8 Str lan
work to nd improvem 0 17-201 a tegic P
change
a
w ith y ou the
C S S
s
2
w ith
S S
the DH As we cultiva
t r te Objective 1: We will listen and respond to the needs of staff and
share align ears.
p le a sed to n m o r e visibly in p r e vious y w ill be of
the
ent.
customers by June 2018.
I am this p la rds th a n kn o w it provem
CSS Strategic Plan | Page 12
a t a e im
Page 3 | CSS Strategic Plan
d th ta n d r s , w o u s
will fin ty Serv
ice S o yea
nt to co
ntinu
Q u a li e r th e next tw m it m e r service
s,
and e o v c o m
and fo r ou
chang of our be
positive
t qua lit y b e cause
nd c u s to m er dem eater need to
a gr ays to
Action Plan:
highes g c a s eload a nges, we find a n d b etter w
n
u r e v e r-growin geting challe must find new s t ra te gic pla d By August 2016, we will implement approved ideas generated by staff as part of
With o our bu d his new t Services an
d w ith a lle n g es, we m a . T r
le our ch Oklah o uppo quality service initiatives.
paralle T o meet the people of o f Child S
g ic . a ls
strate for eld go nt.
ll o u r mission d the jointly h e im p roveme in By June 2018, we will provide resources to implement quality service solutions.
fulfi
id e u s towar s s a n d posit
iv
e r in v est time e
will g u ucce mem b ll of th
e n cy for s p o r t team c e ssful, a e new By June 2018, we will equip staff with measurement tools to assess and
ou r a g
ry c h ilds up
la n to be s u c
lig n m ent. Th s
a communicate outcomes as needed, like creating a bank of survey questions and
s k in g that eve lan. For our p d w o rking in h a n in previou
I am a gic p h it an nd t
ndersta iness section
, disseminating survey results.
d in g o ur strate be familiar wit a n d u
rea ust read e bus r new
ta k e h o lders m ke it easier to io n o f the cor h e ir ro le in ou By June 2018, we will identify new ways to capture staff and customer feedback, such
s
should
ma inclus see t
format a lly , w ith the m p lo y ee can as suggestion boxes, a smartphone application and caseworker forums.
n ort e
Additio ild supp
years. e ry c h
e ev
we hop . d
ic plan e ntralize
strateg
t s to focus o
n :
s itio n to the n
e w c
r m o re of ou
r Important Results:
ighlig h ull tra n staff fo
Some h o m p le te the f p lo c a l office
c u s.
fforts to freeing activitie • The increased percentage of staff who report adequate opportunities for two-way
• Our e itiation Center, enforcement toward communication between leadership and front-line staff within CSS
Case In blishment and a n d moving
ram
core es
ta
tra in in g prog ff.
s in our CS
S
e q u ip our sta u have
after • The increased percentage of staff who report satisfaction with the quality of
ie n c ie et te r n s y o t communication between units within CSS
• Effic g y to ols to b h a n y questio c h ild suppor
lo it r
techno am w of ou
xcellen
ce.
le a d e rship te th e s uccess nt to e
our ral to itme
le a s e engage Y o u a re integ te y o u r comm
P n. precia
this pla atly ap
reading w e g re
m and
progra
on vices
m H u tchins port Ser
Ji Su p
r, Child
DirectoChild Support Services Core Business
In addition to the initiatives outlined within this strategic plan, Child Support Services
(CSS) delivers core functions to customers on a daily basis. Among its primary
functions, CSS locates parents; establishes paternity; establishes, modifies and enforces
child support and medical support orders; and collects past-due child support. We also
implement family-centered innovations that include:
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survivors pursue child support safely
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collaboration
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support payments
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economic stability
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on and encouraging them to be more involved in a positive way
CSS serves all 77 Oklahoma counties through a network of local and specialized offices.
To support our work, CSS has access to enforcement remedies and information,
including financial institution data matching, state and federal tax refund intercept,
passport denial, new hire reports, unemployment matching and offsets, lottery offsets,
mandatory matching on workers’ compensation and personal injury claims, credit
bureau referrals, and employment records from all states. CSS is also mandated to
process intergovernmental cases with other child support programs, including 10
sovereign tribal nations providing child support services in Oklahoma. More than
200,000 families look to CSS for the collection of regular, reliable child support.
CSS has a rich history of continuous process improvement and innovation. We look
GPSXBSEUPDPOUJOVJOHPVSJOWFTUNFOUTJO-FBO4JY4JHNB DPOTJTUFOUFYDFMMFODF BOE
collaborative coaching to further streamline processes, save time and money, and
increase flexibility in an increasingly challenging financial environment. Going forward,
one area of focus is on establishing and modifying child support orders and judgment
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Orders policy. This policy and its resulting procedural guide provides guidelines for
setting payments that reflect parents’ current circumstances and actual income in most
cases unless evidence supports otherwise. This practice encourages more noncustodial
parents to comply with child support orders, resulting in consistent and reliable support
collections for more children and families.
As exciting as these new initiatives are, we also recognize that the state revenue
failures of 2016 will play a significant, ongoing role in how we do business during this
planning cycle. Challenges include fewer staff, closing, consolidating or moving CSS
offices, reducing the non-mandated services provided to families, increased demand for
services and an outdated technology infrastructure. We know that succeeding for our
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identified in this strategic plan and we are committed to continue finding new and
better ways to fulfill our mission for the people of Oklahoma.OUTCOME 1: We help Oklahomans lead safer, OUTCOME 3: We are engaged with communities to
healthier, more independent and productive lives. meet the needs of Oklahomans.
Goal 1: We will improve the well-being of the people we serve. Goal 1: We will help Oklahomans who are vulnerable access
community resources.
Objective 1: To improve consistency in opening cases and stabilize
resources in the district offices, we will have a fully implemented and Objective 1: Beginning July 2016, we will expand service availability to
evaluated centralized Case Initiation Center by July 2017. customers who are vulnerable by developing more robust 24-hour access
Page 5 | CSS Strategic Plan
CSS Strategic Plan | Page 10
to Child Support Services information.
Action Plan: Action Plan:
By December 2016, we will hire and train Case Initiation Center (CIC) staff By July 2016, we will analyze the current Interactive Voice Response system.
that will be processing new CSS cases.
By August 2016, we will design a new Interactive Voice Response system.
By July 2017, we will have the CSS Case Initiation Center processing all new
CSS case referrals and applications statewide. By September 2016, we will implement a new, redesigned Interactive Voice
Response system.
By July 2017, we will measure and compare the number and percentage of new
child support cases opened within regulatory timeframes before implementation of the By October 2016, we will train C.A.R.E. staff about the new Interactive Voice
Case Initiation Center and after full implementation. Response interface.
By October 2016, we will inform staff of the new Interactive Voice Response options.
Important Results:
By December 2017, we will evaluate the effectiveness of the new Interactive Voice
• The number and percentage of child support offices transitioned to the Case Response system.
Initiation Center processing
• The reduction in number of errors in opened cases when new cases are passed
forward to the CSS offices Important Results:
• The decrease in time that customers wait for case initiation • The increased percentage of customers who use the Interactive Voice Response during
non-business hours
• The increased customer access to expanded Interactive Voice Response
information, such as upcoming hearings, office locations, and a simplified delivery of
that information
• The improved customer satisfaction in accessing information during non-business hoursOUTCOME 2: Our workforce is informed, supported OUTCOME 1: We help Oklahomans lead safer,
and engaged. healthier, more independent and productive lives.
Goal 2: We will continue to improve employee engagement. Goal 2: We will improve access to our services and benefits.
Objective 1: We will empower staff and equip managers with tools to Objective 1: By December 2017, we will offer an interactive, self-
improve employee engagement. service website for employers to decrease postage, reduce paper
exchanges and improve processing time.
CSS Strategic Plan | Page 6
Page 9 | CSS Strategic Plan
Action Plan: Action Plan:
By August 2016, we will implement approved ideas generated by staff as part of
quality service initiatives. By July 2016, we will hold focus groups with staff and employers.
By June 2018, we will provide resources to implement quality service solutions. By September 2017, we will design and develop the website.
By June 2018, we will develop tools and resources for local leadership to improve By December 2017, we will launch the interactive self-service website.
employee engagement, such as peer-to-peer sharing, a mentoring program, and additional
leading the way training.
By December 2017, we will promote the use of the self-service website
to employers.
By June 2018, we will promote the use of tools and resources that have been created By June 2018, we will deploy a post-implementation survey of employers to
to support supervisors and managers in implementing quality service standards, like an
determine ease of use and efficiency from the employer perspective.
employee feedback sheet, collaborative coaching and an interactive assessment tool.
Important Results: Important Results:
• The number and percentage of staff ideas submitted, approved and implemented • The reduced paper exchanges and postage costs with employers by 25 percent
• The increased percentage of staff who report being satisfied with their job • The increased number and type of different employers using the website
• The increased percentage of staff who report being satisfied with the quality of • The increased data entry efficiencies of employers and Employee Service Center
communication between the units in division staff by 25 percent
• The increased percentage of staff who report that their work contributions have been • The increase in the number of employers who report ease of use in reporting
recognized by others within the past week information to Child Support Services
• The increased percentage of staff who report that their personal development is
encouraged by their supervisorOUTCOME 2: Our workforce is informed, supported OUTCOME 2: Our workforce is informed, supported
and engaged. and engaged.
Goal 1: We will improve the effectiveness of our workforce. Goal 1: We will improve the effectiveness of our workforce.
Objective 1: Beginning July 2016, we will enhance online training Objective 2: We will improve data-driven decision-making by
resources and create a behavior based evaluation program to measure the promoting the use of the CSS WebFOCUS dashboard and other case
effectiveness of training. management or reporting tools beginning July 2016.
CSS Strategic Plan | Page 8
Page 7 | CSS Strategic Plan
Action Plan: Action Plan:
By December 2016, we will create automated pre- and post-tests for By December 2017, we will create tools for staff to interact with the CSS
training participants. WebFOCUS dashboard to access data and prioritize their work.
By December 2016, we will enter existing training materials into the QUEST format Beginning January 2018, we will educate staff on use of tools.
as resources are available.
By June 2018, we will measure staff understanding and use of tools.
By March 2017, we will create a date-triggered event after classes to inform
supervisors, allowing them to assess the changed behavior of the participant.
By March 2017, we will create tools that provide supervisors with learning resources
related to the objectives identified in the training session. Important Results:
By March 2017, we will train staff on how to use QUEST for local training • The increase in the frequency the CSS WebFOCUS dashboard is used and types of
and questions. reports accessed
By June 2018, we will implement a behavior-based evaluation that will measure the • The increase in the number and percentage of learners that have changed behaviors
changed behavior of the learning participant in addition to the delivery of the training. based on training about this dashboard
• The increase in the number of learners that have used the dashboard for decision-
making in case management and process improvement
Important Results:
• The increased percentage of staff and managers who report that their immediate
• The number and percentage of learners that show increased knowledge post-training supervisors make data-driven decisions
• The increased awareness by supervisors and learners of training objectives
• The number and percentage of learning objectives met per course that demonstrate
increased post-training knowledge
• The number and percentage of learners that have changed behaviors based on
training classesOUTCOME 2: Our workforce is informed, supported OUTCOME 2: Our workforce is informed, supported
and engaged. and engaged.
Goal 1: We will improve the effectiveness of our workforce. Goal 1: We will improve the effectiveness of our workforce.
Objective 1: Beginning July 2016, we will enhance online training Objective 2: We will improve data-driven decision-making by
resources and create a behavior based evaluation program to measure the promoting the use of the CSS WebFOCUS dashboard and other case
effectiveness of training. management or reporting tools beginning July 2016.
CSS Strategic Plan | Page 8
Page 7 | CSS Strategic Plan
Action Plan: Action Plan:
By December 2016, we will create automated pre- and post-tests for By December 2017, we will create tools for staff to interact with the CSS
training participants. WebFOCUS dashboard to access data and prioritize their work.
By December 2016, we will enter existing training materials into the QUEST format Beginning January 2018, we will educate staff on use of tools.
as resources are available.
By June 2018, we will measure staff understanding and use of tools.
By March 2017, we will create a date-triggered event after classes to inform
supervisors, allowing them to assess the changed behavior of the participant.
By March 2017, we will create tools that provide supervisors with learning resources
related to the objectives identified in the training session. Important Results:
By March 2017, we will train staff on how to use QUEST for local training • The increase in the frequency the CSS WebFOCUS dashboard is used and types of
and questions. reports accessed
By June 2018, we will implement a behavior-based evaluation that will measure the • The increase in the number and percentage of learners that have changed behaviors
changed behavior of the learning participant in addition to the delivery of the training. based on training about this dashboard
• The increase in the number of learners that have used the dashboard for decision-
making in case management and process improvement
Important Results:
• The increased percentage of staff and managers who report that their immediate
• The number and percentage of learners that show increased knowledge post-training supervisors make data-driven decisions
• The increased awareness by supervisors and learners of training objectives
• The number and percentage of learning objectives met per course that demonstrate
increased post-training knowledge
• The number and percentage of learners that have changed behaviors based on
training classesOUTCOME 2: Our workforce is informed, supported OUTCOME 1: We help Oklahomans lead safer,
and engaged. healthier, more independent and productive lives.
Goal 2: We will continue to improve employee engagement. Goal 2: We will improve access to our services and benefits.
Objective 1: We will empower staff and equip managers with tools to Objective 1: By December 2017, we will offer an interactive, self-
improve employee engagement. service website for employers to decrease postage, reduce paper
exchanges and improve processing time.
CSS Strategic Plan | Page 6
Page 9 | CSS Strategic Plan
Action Plan: Action Plan:
By August 2016, we will implement approved ideas generated by staff as part of
quality service initiatives. By July 2016, we will hold focus groups with staff and employers.
By June 2018, we will provide resources to implement quality service solutions. By September 2017, we will design and develop the website.
By June 2018, we will develop tools and resources for local leadership to improve By December 2017, we will launch the interactive self-service website.
employee engagement, such as peer-to-peer sharing, a mentoring program, and additional
leading the way training.
By December 2017, we will promote the use of the self-service website
to employers.
By June 2018, we will promote the use of tools and resources that have been created By June 2018, we will deploy a post-implementation survey of employers to
to support supervisors and managers in implementing quality service standards, like an
determine ease of use and efficiency from the employer perspective.
employee feedback sheet, collaborative coaching and an interactive assessment tool.
Important Results: Important Results:
• The number and percentage of staff ideas submitted, approved and implemented • The reduced paper exchanges and postage costs with employers by 25 percent
• The increased percentage of staff who report being satisfied with their job • The increased number and type of different employers using the website
• The increased percentage of staff who report being satisfied with the quality of • The increased data entry efficiencies of employers and Employee Service Center
communication between the units in division staff by 25 percent
• The increased percentage of staff who report that their work contributions have been • The increase in the number of employers who report ease of use in reporting
recognized by others within the past week information to Child Support Services
• The increased percentage of staff who report that their personal development is
encouraged by their supervisorOUTCOME 1: We help Oklahomans lead safer, OUTCOME 3: We are engaged with communities to
healthier, more independent and productive lives. meet the needs of Oklahomans.
Goal 1: We will improve the well-being of the people we serve. Goal 1: We will help Oklahomans who are vulnerable access
community resources.
Objective 1: To improve consistency in opening cases and stabilize
resources in the district offices, we will have a fully implemented and Objective 1: Beginning July 2016, we will expand service availability to
evaluated centralized Case Initiation Center by July 2017. customers who are vulnerable by developing more robust 24-hour access
Page 5 | CSS Strategic Plan
CSS Strategic Plan | Page 10
to Child Support Services information.
Action Plan: Action Plan:
By December 2016, we will hire and train Case Initiation Center (CIC) staff By July 2016, we will analyze the current Interactive Voice Response system.
that will be processing new CSS cases.
By August 2016, we will design a new Interactive Voice Response system.
By July 2017, we will have the CSS Case Initiation Center processing all new
CSS case referrals and applications statewide. By September 2016, we will implement a new, redesigned Interactive Voice
Response system.
By July 2017, we will measure and compare the number and percentage of new
child support cases opened within regulatory timeframes before implementation of the By October 2016, we will train C.A.R.E. staff about the new Interactive Voice
Case Initiation Center and after full implementation. Response interface.
By October 2016, we will inform staff of the new Interactive Voice Response options.
Important Results:
By December 2017, we will evaluate the effectiveness of the new Interactive Voice
• The number and percentage of child support offices transitioned to the Case Response system.
Initiation Center processing
• The reduction in number of errors in opened cases when new cases are passed
forward to the CSS offices Important Results:
• The decrease in time that customers wait for case initiation • The increased percentage of customers who use the Interactive Voice Response during
non-business hours
• The increased customer access to expanded Interactive Voice Response
information, such as upcoming hearings, office locations, and a simplified delivery of
that information
• The improved customer satisfaction in accessing information during non-business hoursChild Support Services Core Business
In addition to the initiatives outlined within this strategic plan, Child Support Services
OUTCOME 4: We have a culture of continuous (CSS) delivers core functions to customers on a daily basis. Among its primary
improvement. functions, CSS locates parents; establishes paternity; establishes, modifies and enforces
child support and medical support orders; and collects past-due child support. We also
implement family-centered innovations that include:
Goal 1: We will continue to improve the department’s effectiveness, • Raising awareness of parental responsibilities
• Raising awareness of the financial consequences of teen parenthood
efficiency and accountability.
• Leading collaborative efforts to reduce the risk of family violence and help violence
survivors pursue child support safely
Objective 1: We will ensure CSS business needs are incorporated into • Helping parents secure health care coverage through private and public
the OK Benefits system throughout its development. collaboration
CSS Strategic Plan | Page 4
Page 11 | CSS Strategic Plan
• Promoting the impact of healthy parent relationships on child well-being and child
support payments
Action Plan: • Connecting parents to resources that can help them achieve and maintain
economic stability
• Focusing on ways to improve child support outcomes by engaging with fathers early
Beginning July 2016, we will dedicate CSS staff to assess if the product promised on and encouraging them to be more involved in a positive way
by the vendor was delivered.
Beginning July 2016, we will dedicate CSS staff to do a gap analysis for the CSS serves all 77 Oklahoma counties through a network of local and specialized offices.
product delivered. To support our work, CSS has access to enforcement remedies and information,
including financial institution data matching, state and federal tax refund intercept,
passport denial, new hire reports, unemployment matching and offsets, lottery offsets,
Important Results:
mandatory matching on workers’ compensation and personal injury claims, credit
bureau referrals, and employment records from all states. CSS is also mandated to
process intergovernmental cases with other child support programs, including 10
• The number and percentage of CSS business requirements included in OK sovereign tribal nations providing child support services in Oklahoma. More than
Benefits system
200,000 families look to CSS for the collection of regular, reliable child support.
CSS has a rich history of continuous process improvement and innovation. We look
forward to continuing our investments in Lean Six Sigma, consistent excellence, and
collaborative coaching to further streamline processes, save time and money, and
increase flexibility in an increasingly challenging financial environment. Going forward,
one area of focus is on establishing and modifying child support orders and judgment
payments to reflect the best practices identified in our September 2015 Right-Sizing
Orders policy. This policy and its resulting procedural guide provides guidelines for
setting payments that reflect parents’ current circumstances and actual income in most
cases unless evidence supports otherwise. This practice encourages more noncustodial
parents to comply with child support orders, resulting in consistent and reliable support
collections for more children and families.
As exciting as these new initiatives are, we also recognize that the state revenue
failures of 2016 will play a significant, ongoing role in how we do business during this
planning cycle. Challenges include fewer staff, closing, consolidating or moving CSS
offices, reducing the non-mandated services provided to families, increased demand for
services and an outdated technology infrastructure. We know that succeeding for our
customers will require innovations and efficiencies that go well beyond the initiatives
identified in this strategic plan and we are committed to continue finding new and
better ways to fulfill our mission for the people of Oklahoma.ce s Director OUTCOME 4: We have a culture of continuous
Servi improvement.
pport
round
d Su
olves a
il
the Ch at re v . It
lture th
m
ributes
er fro
A Lett a cu s t att
ys had rong e
alwa rdently nd st lso a
S e rv ic es has o f o u r best a etter, but we a ive
upport one eb Posit
Child S r o v e m ent. It is ify what can b p ro v ement. Goal 2: We will continue to evaluate the impact our services and
s imp iden t d for im
proces t w e not only at are neede benefits have on vulnerable Oklahomans.
th a ou
means e c h a nges th o u r b rand. te g ic Plan. Y
mak ent is 8 Str a lan
work to nd improvem S S 2 0 17-201 S t r a tegic P
a C S te
change w ith y ou the s w ith the DH As we cultiva Objective 1: We will listen and respond to the needs of staff and
share align ears.
p le a sed to n m o r e visibly in p r e vious y w ill be of
the
ent.
customers by June 2018.
I am this p la rds th a n kn o w it provem
CSS Strategic Plan | Page 12
a t a e im
Page 3 | CSS Strategic Plan
d th ta n d r s , w o u s
will fin ty Serv
ice S o yea
nt to co
ntinu
Q u a li e r th e next tw m it m e r service
s,
and e o v c o m
and fo r ou
chang of our er dem eater need to
be
positive lit y b e cause u s to m Action Plan:
t qua nd c a gr ays to
highes g c a s eload a nges, we find a n d b etter w
n
u r e v e r-growin geting challe must find new s t ra te gic pla d
With o our bu d his new t Services an
By August 2016, we will implement approved ideas generated by staff as part of
d w ith a lle n g es, we m a . T r
le our ch Oklah o uppo quality service initiatives.
paralle T o meet the people of o f Child S
g ic . a ls
strate for eld go nt.
ll o u r mission d the jointly h e im p roveme in By June 2018, we will provide resources to implement quality service solutions.
fulfi
id e u s towar s s a n d posit
iv
e r in v est time e
will g u ucce mem b ll of th
e n cy for s p o r t team c e ssful, a e new By June 2018, we will equip staff with measurement tools to assess and
ou r a g
ry c h ilds up
la n to be s u c
lig n m ent. Th s
a communicate outcomes as needed, like creating a bank of survey questions and
s k in g that eve lan. For our p d w o rking in h a n in previou
I am a gic p h it an nd t
ndersta iness section
, disseminating survey results.
d in g o ur strate be familiar wit a n d u
rea ust read e bus r new
ta k e h o lders m ke it easier to io n o f the cor h e ir ro le in ou By June 2018, we will identify new ways to capture staff and customer feedback, such
s
should
ma inclus see t
format a lly , w ith the m p lo y ee can as suggestion boxes, a smartphone application and caseworker forums.
n ort e
Additio ild supp
years. e ry c h
e ev
we hop . d
ic plan e ntralize
strateg n :
to the n
e w c r
h t s to focus o s itio n fo r m o re of ou Important Results:
ighlig ull tra n staff
Some h o m p le te the f p lo c a l office
c u s.
fforts to freeing activitie • The increased percentage of staff who report adequate opportunities for two-way
• Our e itiation Center, enforcement toward communication between leadership and front-line staff within CSS
Case In blishment and a n d moving
ram
core es
ta
tra in in g prog ff.
s in our CS
S
e q u ip our sta u have
after • The increased percentage of staff who report satisfaction with the quality of
ie n c ie et te r n s y o t communication between units within CSS
• Effic g y to ols to b h a n y questio c h ild suppor
lo it r
techno am w of ou
xcellen
ce.
le a d e rship te th e s uccess nt to e
our ral to itme
le a s e engage Y o u a re integ te y o u r comm
P n. precia
this pla atly ap
reading w e g re
m and
progra
on vices
m H u tchins
Su pport Ser
r, Child
Ji
DirectoOUTCOME 4: We have a culture of continuous DHS STRATEGY MAP
improvement.
SFY 2017-2018
OUR MISSION
Goal 2: We will continue to evaluate the impact our services and We improve the quality of life of vulnerable Oklahomans by increasing people’s
ability to lead safer, healthier, more independent and productive lives.
benefits have on vulnerable Oklahomans.
OUR VISION
DHS provides help and offers hope to vulnerable Oklahomans through stronger
Objective 2: By December 2017, we will enhance the reliability and practices, involved communities and a caring and engaged workforce.
availability of data used to describe CSS outcomes.
OUR VALUES
CSS Strategic Plan | Page 2
Page 13 | CSS Strategic Plan
Safety • Integrity • Professionalism • Compassion
Action Plan:
By July 2016, we will analyze existing reports.
By December 2016, we will make recommendations.
By March 2017, we will develop the requirement and design. STRONGER STRONGER STRONGER STRONGER
By August 2017, we will implement the new centralized report. Oklahomans Workforce Communities Practices
By December 2017, we will use the new data to convey our impact on vulnerable
Oklahomans through the CSS Annual Report. We help Our workforce We are engaged We have a culture
Oklahomans is informed, with communities of continuous
who are supported and to meet the needs improvement.
Important Results:
vulnerable engaged. of Oklahomans We will:
lead safer, We will: who are
healthier, more • Continue to improve
vulnerable. the department’s
• The reduction in time to meet data requests independent • Promote safe,
healthy work We will: effectiveness,
and productive environments efficiency and
• The improved ability of staff to communicate CSS outcomes and better tell our story lives. • Build and accountability
• Improve the strengthen
We will: community • Continue to evaluate
• The increased percentage of staff who report that their position plays a meaningful part effectiveness of
our workforce partnerships the impact our
in the overall mission of DHS • Improve the services and benefits
well-being of the • Continue • Help Oklahomans have on Oklahomans
• The increased percentage of staff who report their supervisor makes data- people we serve to improve who are who are vulnerable
driven decisions • Improve access
employee vulnerable
engagement access
to our services
community
and benefits
resources
Figure 1. SFY 2017-2018 Strategy MapStrategic Plan
SFY 2017-2018
S16021 DHS Issued 7/2016
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 $16.65 for
48 copies. Copies have been deposited with the Publications Clearinghouse of the Oklahoma
Department of Libraries.You can also read
