Strategic Plan SFY Oklahoma Department of Human Services

Transcription

1 Strategic Plan SFY Oklahoma Department of Human Services

2 GROWING in a NEW DIRECTION SFY Strategy Map OBQ Strategic Plan Page 1 OUR MISSION We improve the quality of life of vulnerable Oklahomans by increasing people s ability to lead safer, healthier, more independent and productive lives. OUR VISION DHS provides help and offers hope to vulnerable Oklahomans through stronger practices, involved communities and a caring and engaged workforce. OUR VALUES Compassion Respect Safety Quality Innovation STRONGER Oklahomans STRONGER Workforce STRONGER Communities STRONGER Practices 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 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 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 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 and application of outcome-focused performance and evidence-based practices Figure 1. SFY Strategy Map

3 Mark A. Robison Director Office of Business Quality A Letter from the OBQ Director The Office of Business Quality (OBQ) provides critical support services within the Oklahoma Department of Human Services (DHS) in its mission to help individuals and families in need help themselves lead safer, healthier, more independent and productive lives. Among these critical services are the following: 1. Provide information technology (IT) oversight to the Office of Management and Enterprise Services (OMES) and other IT partners for DHS to ensure the agency s IT requirements are being met in order for DHS to provide quality services to our clients, vendors and staff at an economical cost. 2. Provide DHS IT project management oversight to ensure that the agency s IT infrastructure support, quality and continuous improvement projects are completed in a timely manner. 3. Provide business quality and improvement support to the director, officers and divisions through the use of business analysts, process engineers and project managers to further carry out the DHS mission by addressing agency business issues, process issues and quality challenges. 4. Lead DHS staff through business, quality and continuous improvement training such as Lean Six Sigma, business analysis and quality management. The OBQ Strategic Plan outlines how OBQ is going to support DHS in it s mission to make DHS more productive, efficient and effective through the use of best practices in the areas of quality, continuous improvement and project management methods. OBQ is committed to robust training and employee empowerment to maximize the capabilities of our staff and promote an environment that allows employees to rise to their true potential in providing excellent customer service to our clients and customers. OBQ looks forward to implementing cost-effective IT solutions and continuous improvement initiatives to make DHS an even more cost-efficient, customer-service-oriented organization. These efforts will help improve the everyday lives of DHS staff as well as the Oklahomans DHS serves. I am excited about what the future holds and how OBQ can support DHS as it helps individuals and families in need help themselves lead safer, healthier, more independent and productive lives. Page 2 OBQ Strategic Plan

4 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. OBQ Strategic Plan Page 3 Objective 1: We will partner with divisions that focus on the reduction of abuse, neglect and exploitation to improve productivity, effectiveness and efficiency, through the use of quality, continuous improvement and project management best practices beginning July Beginning July 2013, we will reach out to Child Support, Adult and Family Services, Child Welfare and Client Advocacy to help with process improvement projects and problem-solving solutions. Beginning July 2013, we will seek out projects and solutions that focus on reducing the incidence of abuse, neglect and exploitation in Oklahoma. The number of new process improvement projects and problem-solving solutions The number of completed process improvement projects and problem-solving solutions Increased number of partnerships between OBQ and other DHS divisions

5 OUTCOME 1: Oklahomans lead safer, healthier, more independent and productive lives. Goal 2: We will reduce participation barriers for Oklahomans who are eligible to receive DHS services. Objective 1: We will increase the agency s preparedness to award and begin implementation of the Oklahoma Benefits Program by June Beginning January 2013, we will establish the Oklahoma Benefits Decision Making Team. By February 2014, we will submit revised Oklahoma Benefits Software Package Request For Proposal (RFP) to federal partners for approval. Page 4 OBQ Strategic Plan By June 2014, we will gain approval of Oklahoma Benefits Software Package request for proposal (RFP) from federal partners. By August 2014, we will release Oklahoma Benefits Software Package Request For Proposal (RFP) for bid. By January 2015, we will award and implement the Oklahoma Benefits Software Package. Beginning January 2015, we will evaluate the expected benefits of the Oklahoma Benefits software solution to be implemented.* Beginning January 2015, we will develop the Oklahoma Benefits Integrator Request For Proposal (RFP). Beginning January 2015, we will begin implementation of the Oklahoma Benefits Software Package. Increased awareness of the implementation needs of the agency Increased preparedness of the agency The number of active tasks that are on time, late or at a critical stop * Where an evaluation plan will be developed, we anticipate additional Important Results to be added.

6 OUTCOME 1: Oklahomans lead safer, healthier, more independent and productive lives. Goal 2: We will reduce participation barriers for Oklahomans who are eligible to receive DHS services. OBQ Strategic Plan Page 5 Objective 2: We will ensure all information technology (IT) projects, enhancements and upgrades meet accessibility and standards by December Beginning March 2014, we will partner with the Web Governance Board to act as a liaison between the Web Governance Board and Information Technology projects, enhancements and upgrades. By December 2014, we will ensure all information technology projects, enhancements and upgrades are reviewed by the Web Content Unit to ensure accessibility is met prior to being released into production. The number of projects reviewed for accessibility. The number of projects approved for production. The number of projects conditionally approved for production

7 OUTCOME 1: Oklahomans lead safer, healthier, more independent and productive lives. Goal 2: We will reduce participation barriers for Oklahomans who are eligible to receive DHS services. Objective 3: By April 2015, we will develop a DHS emergency response plan to ensure information technology needs are met during emergencies, and that the funds for costs, resources and effort made by the agency are recouped from respective partners. Beginning January 2015, we will develop processes for working with Office of Management and Enterprise Services-Information Services Division (OMES- ISD) and other information technology partners to capture equipment and effort spent on emergency responses. Page 6 OBQ Strategic Plan By April 2015, we will implement developed process with OMES-ISD and other information technology partners to capture equipment and effort spent on emergency responses. The number of emergency responses The number of man-hours spent on emergency response Financial impact of emergency response Dollars expected to be recouped

8 OUTCOME 1: Oklahomans lead safer, healthier, more independent and productive lives. Goal 3: We will improve the well-being of Oklahomans. OBQ Strategic Plan Page 7 Objective 1: We will partner with divisions that focus on improved well-being for clients to improve productivity, effectiveness and efficiency, through the use of quality, continuous improvement and project management best practices beginning July Beginning July 2013, we will reach out to Child Support, Adult and Family Services, Child Welfare and Client Advocacy to help with process improvement projects and problem-solving solutions. Beginning July 2013, we will seek out projects and solutions that focus on improving the well-being of Oklahomans. The number of new process improvement projects and problem-solving solutions The number of completed process improvement projects and problem-solving solutions Increased number of partnerships between OBQ and other DHS divisions

9 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 regularly meet with staff, including individual meetings, in order to ensure that staff are positioned for success, have the information they need, and provide opportunities to build relationships beginning July Beginning July 2013, we will conduct monthly staff luncheons for the division. Beginning July 2013, we will conduct regular meetings with individual staff no less than bi-weekly to touch base on projects and solutions, and to address issues needed to position staff for success. Page 8 OBQ Strategic Plan Beginning July 2013, we will conduct at least one monthly staff meeting with all Office of Business Quality staff to update the division on goals and objectives as well as to accept feedback for continuous improvement of the Office of Business Quality. Beginning July 2013, we will continue to recognize birthdays, anniversaries and staff accomplishments/achievements at regular staff meetings and/or division functions. The number of monthly staff luncheons The number of staff who participate in the monthly staff luncheons The number of staff meetings The number of Office of Business Quality continuous-improvement suggestions The number of Office of Business Quality adjustments as a result of staff continuous-improvement suggestions The number of staff recognitions made quarterly

10 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. OBQ Strategic Plan Page 9 Objective 2: We will standardize , phone and correspondence documents throughout the Office of Business Quality in order to improve consistency and branding by October By May 2014, we will standardize signature lines and font. By August 2014, we will standardize correspondence documents and format. By October 2014, we will standardize voic greetings for Office of Business Quality staff. The number of staff compliant with the signature line The number of Office of Business Quality documents addressed The number of staff compliant with using Office of Business Quality standardized documents Number of staff compliant with voic greetings

11 OUTCOME 2: Our workforce is informed, supported and engaged. Goal 2: We will increase our work-related skills and knowledge. Objective 1: We will improve the overall knowledge and skill level within the Office of Business Quality by implementing cross training of positions as well as project and solution knowledge by January 2014 in order to ensure adequate knowledge in critical positions is present in more than one individual within the division. By July 2013, we will identify positions where only one person has critical knowledge to perform necessary job functions and determine how to support those positions with redundancy. Page 10 OBQ Strategic Plan By October 2013, we will identify projects/solutions that only have one Office of Business Quality staff familiar with the project/solution and assign a backup who can fill in or take over a project with minimal effort. Beginning January 2014, we will ensure all projects/solutions are assigned a primary and secondary leader to ensure redundancy and flexibility. The secondary leader may be of a different skill set to both enhance the project and provide cross-training. The number of positions where only one person has critical knowledge to perform necessary job functions The number of cross-trained individuals at the Office of Business Quality The number of projects/solutions staffed with a primary and secondary leader The number of projects/solutions not staffed with secondary leader

12 OUTCOME 2: Our workforce is informed, supported and engaged. Goal 2: We will increase our work-related skills and knowledge. OBQ Strategic Plan Page 11 Objective 2: We will create a yearly training plan to ensure needs of the Office of Business Quality and DHS are met in the areas of Lean Six Sigma, quality management, project management and effective business skills by January Beginning July 2013, we will offer Lean Six Sigma training to other divisions on request (White Belt and Yellow Belt). By January 2014, we will develop a training plan based on a needs assessment that outlines all the Office of Business Quality training needed for the year. Beginning January 2014, we will identify training with additional training space and offer it to other division personnel. Beginning June 2014, we will offer quality management training to the Office of Business Quality for piloting to determine quality and continuousimprovement effectiveness. Beginning July 2014, we will develop training for other DHS divisions based on requests for quality, continuous improvement, or other business needs. Beginning January 2015, we will offer a Green Belt Lean Six Sigma training class to include other divisions at DHS. Beginning January 2015, we will offer quality management training to other DHS divisions if the pilot determines it is effective to improve quality and continuous improvement. The number of training events The number of Lean Six Sigma training events The number of participants in the Lean Six Sigma Green Belt class The number of quality management training events

13 OUTCOME 2: Our workforce is informed, supported and engaged. Goal 2: We will increase our work-related skills and knowledge. Objective 2: We will maximize the training impact and efficiency provided to the Office of Management and Enterprise Services-Information Services Division (OMES-ISD) by DHS to ensure DHS funded training benefits the agency beginning July Beginning July 2013, we will allocate training costs to the Office of Management and Enterprise Services-Information Services Division (OMES-ISD) for use in their training program based on the DHS Office of Business Quality training budget and request training needs on a quarterly basis. Page 12 OBQ Strategic Plan Beginning July 2013, we will approve all DHS paid training for OMES-ISD staff based on budget availability and relativeness to DHS. The number of training events requested/approved The dollar amount of training approved

14 OUTCOME 2: Our workforce is informed, supported and engaged. Goal 3: We will provide opportunities to improve our physical, emotional and financial health. OBQ Strategic Plan Page 13 Objective 1: We will develop or attend employee enrichment events and encourage staff to attend events conducted by partners beginning July Beginning June 2013, we will implement a monthly Walking Lunch event, weather permitting. Beginning July 2013, we will forward all notices of employee enrichment events to staff. Beginning July 2013, managers will encourage staff when appropriate to attend enrichment events. By October 2013, we will develop Employee Recognition Committee (ERC) Bylaws to establish the ERC s purpose and objectives. By October 2013, the ERC will begin meeting to determine employee recognition activities. The number of events forwarded to staff The number of ERC events conducted The number of Walking Lunch events The number and percentage of staff participating in the Walking Lunch events

15 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 participate in conferences that allow the Office of Business Quality to showcase quality and continuous-improvement methods used by DHS beginning July Beginning January 2013, we will identify key conferences that will allow the Office of Business Quality to showcase quality and continuous-improvement methods used by the Office of Business Quality and DHS. Page 14 OBQ Strategic Plan The number of conferences/events the Office of Business Quality presents as a speaker/leader

16 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. OBQ Strategic Plan Page 15 Objective 2: We will inform and educate DHS executive team members and community partners regarding critical issues related to information technology, continuous improvement and/or business intelligence by July Beginning July 2014, we will identify key topics of interest for DHS that will promote a better understanding of critical issues related to information technology (IT), continuous improvement and/or business intelligence. Beginning July 2014, we will distribute a minimum of a monthly information paper to DHS executive team members and community partners. The number of informational papers generated Increased knowledge of the DHS executive team and community partners regarding critical issues related to information technology, continuous improvement, and/or business intelligence

17 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 3: We will update and maintain the Office of Business Quality Web page with current information about Office of Business Quality activities and information to assist in improving processes within DHS and community partner organizations beginning January By September 2014, we will identify key information to be posted on the Office of Business Quality website. By November 2014, we will identify processes to keep the key information on the Office of Business Quality website updated. Page 16 OBQ Strategic Plan The number of Office of Business Quality website updates Increased usefulness of the OBQ website

18 OUTCOME 3: We are engaged with communities to meet the needs of vulnerable Oklahomans. Goal 2: We will build and strengthen community partnerships to provide clients greater access to resources. OBQ Strategic Plan Page 17 Objective 1: We will assist community partners with continuousimprovement efforts targeted to streamline partner processes, cost-saving projects and efficient management of informational technology (IT), training and operational resources beginning July Beginning July 2013, we will partner with the Office of Community and Faith Engagement to better understand the needs of community partners. Beginning July 2013, we will use Office of Business Quality skills to help community partners become more efficient in order to provide clients greater access to resources. The number of community partner projects/solutions Improved understanding of community partner needs Increased efficiency of partner relationships

19 OUTCOME 3: We are engaged with communities to meet the needs of vulnerable Oklahomans. Goal 2: We will build and strengthen community partnerships to provide clients greater access to resources. Objective 2: We will identify key Office of Business Quality partnerships and intentional efforts will be made to strengthen those community partnerships beginning January Beginning November 2013, we will identify key Office of Business Quality partnerships. Beginning February 2014, we will determine intentional efforts targeted at strengthening Office of Business Quality partnerships. Page 18 OBQ Strategic Plan Beginning May 2014, we will execute the intentional efforts identified to strengthen Office of Business Quality partnerships. By December 2014, we will determine an evaluation tool in order to determine the status of key Office of Business Quality partnerships.* The number of key community partnerships identified The number intentional efforts executed on key community partnerships Increased strength of community partnerships * Where an evaluation plan will be created, we anticipate additional Important Results to be added.

20 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. OBQ Strategic Plan Page 19 Objective 1: We will continually promote process improvement projects that are designed to improve efficiency, promote excellent service delivery and maintain client satisfaction between DHS, the Office of Business Quality and DHS partners beginning July Beginning July 2013, we will reach out to department and division leaders for process-improvement projects/solutions that focus on service delivery and client satisfaction. Beginning October 2014, we will reach out to the department and division leaders to assist with finding solutions for major pain points within their organization that impact service delivery and client satisfaction. The number of process-improvement projects The number of process-improvement projects directly related to service delivery or client satisfaction Increased partnerships between OBQ and other DHS divisions

21 OUTCOME 4: We have a culture of continuous improvement. Goal 2: We will maintain a culture of accountability, including fiscal integrity, at all levels of the organization. Objective 1: We will maintain fiscal integrity and ensure the best use of funds through Information Technology Governance Board processes, project reviews and project management tool accountability of DHS projects and enhancements by the Office of Management and Enterprise Services-Information Services Division (OMES-ISD) by July Beginning July 2013, we will continue with information technology (IT) Governance Board processes and leverage the role of the board for information technology (IT) related decisions. Page 20 OBQ Strategic Plan By August 2013, we will formalize the project lifecycle process that includes Office of Management and Enterprise Services-Information Services Division (OMES-ISD) input and information technology Governance Board approvals. By July 2014, we will develop a project-tracking tool in order to validate project timelines and expenses. Beginning July 2014, we will improve project accountability to ensure projects are on time and on budget. Beginning January 2015, we will improve resource allocation by OMES-ISD with respect to projects, enhancements, maintenance and ad hoc activities. The number of active information technology projects The number of completed information technology projects The number of information technology projects on time and late The number of information technology projects on budget and over-budget The amount of time spent by the Office of Management and Enterprise Services- Information Services Division (OMES-ISD) on projects, enhancements, maintenance and ad hoc activities

22 OUTCOME 4: We have a culture of continuous improvement. Goal 2: We will maintain a culture of accountability, including fiscal integrity, at all levels of the organization. OBQ Strategic Plan Page 21 Objective 2: Beginning April 2015, we will conduct audits of critical information technology (IT) and business processes to respective standards to ensure best practices and processes are used by the Office of Management and Enterprise Services-Information Services Division (OMES-ISD) in order to improve the quality of information technology (IT) service. Beginning June 2014, we will become proficient with Quality Management Systems. By January 2015, we will determine critical information technology business process and the respective standards that the Office of Management and Enterprise Services-Information Services Division (OMES-ISD) should be measured against. By April 2015, we will develop an audit methodology/timeline for evaluation of Office of Management and Enterprise Services-Information Services Division (OMES-ISD) critical information technology business processes. Beginning April 2015, we will begin conducting audits of Office of Management and Enterprise Services-Information Services Division (OMES-ISD) critical information technology business processes. The number of staff proficient with the ISO 9001 Quality Management System The number of critical information technology business processes identified The number of critical information technology business processes audited The number of critical information technology business processes not meeting standard The number of critical information technology business processes improved to meet standard

23 OUTCOME 4: We have a culture of continuous improvement. Goal 2: We will maintain a culture of accountability, including fiscal integrity, at all levels of the organization. Objective 3: We will track performance of the Office of Management and Enterprise Services-Information Services Division (OMES-ISD) services to ensure technology services and costs are acceptable and maintained for DHS beginning January By October 2014, we will identify key measures to be provided by the Office of Management and Enterprise Services-Information Services Division (OMES-ISD) to DHS on a regular basis. Page 22 OBQ Strategic Plan By October 2014, we will identify key reports to be provided by OMES-ISD to DHS on a regular basis. Beginning January 2015, we will initiate a monthly meeting to review OMES-ISD services, costs and incidents. Key measures that indicate the level of services, costs and incidents Improved understanding of the performance of OMES-ISD

24 OUTCOME 4: We have a culture of continuous improvement. Goal 3: We will increase the understanding and application of outcome-focused performance and evidence-based practices. OBQ Strategic Plan Page 23 Objective 1: We will utilize continuous-improvement methods, practices and tools that highlight outcome-focused performance and evidence-based practices throughout DHS on all Office of Business Quality projects/solutions beginning October By October 2013, we will create a basic presentation for initiation of Office of Business Quality projects/solutions that describe the methodology and tools used by the Office of Business Quality. By October 2013, we will create a standard PowerPoint template that contains the basic information required on any project/solution. This will provide a standard project/ solution presentation format. Beginning October 2013, we will begin utilizing the standard PowerPoint template for all Office of Business Quality solutions/projects. The number of projects/solutions utilizing outcome-focused performance and evidence-based practice tools Improved performance awareness Improved consistency of OBQ presentations and projects

25 OUTCOME 4: We have a culture of continuous improvement. Goal 3: We will increase the understanding and application of outcome-focused performance and evidence-based practices. Objective 2: We will develop local, divisional, and agency-wide training where appropriate to teach the continuous-improvement methods, practices and tools that highlight outcome-focused performance and evidence-based practices beginning July Beginning July 2013, we will continue to offer Lean Six Sigma training to other divisions on request (White Belt and Yellow Belt). By March 2014, we will offer a Green Belt Lean Six Sigma training class to include other divisions at DHS. Page 24 OBQ Strategic Plan Beginning January 2015, we will offer ISO 9001 training to other DHS divisions if the pilot determines it is effective to improve quality and continuous improvement. The number of training events The number of Lean Six Sigma training events The number of participants in the Lean Six Sigma Green Belt class The number of ISO 9001 training events

26 OUTCOME 4: We have a culture of continuous improvement. Goal 3: We will increase the understanding and application of outcome-focused performance and evidence-based practices. OBQ Strategic Plan Page 25 Objective 3: We will intentionally seek to utilize individuals who have completed appropriate trainings on continuous-improvement methods, practices and tools for Office of Business Quality projects to promote the use of continuous-improvement methods, practices and tools that highlight outcome-focused performance and evidencebased practices within the department beginning January By January 2014, we will identify those individuals who have completed DHS Lean Six Sigma, ISO 9001 or other quality/continuous-improvement training. By July 2014, we will create a process at project/solution team formation to review individuals who have shown an interest in becoming involved with continuous-improvement projects and assign them to an appropriate team. Beginning October 2014, we will pilot the process to work out the details and ensure there is no business disruption for the additional continuous-improvement team member(s) who were not considered part of the original project/solution team. Beginning January 2015, we will finalize the process and begin intentionally seeking individuals who have shown an interest in becoming involved with continuousimprovement projects and assign them to an appropriate team for all projects. The number staff who had completed DHS Lean Six Sigma, ISO 9001, or other quality/ continuous-improvement training The number of individuals who have shown an interest in becoming involved with continuous-improvement projects The number of projects that have included individuals who have shown an interest in becoming involved with continuous-improvement projects

27 S14057 DHS Issued 7/2014 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 $ for 145 copies. Copies have been deposited with the Publications Clearinghouse of the Oklahoma Department of Libraries.

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