strategic plan sfy 2014-2015 financial services - … publication library/s14042.pdfsfy 2014-2015...

Strategic Plan SFY 2014-2015Oklahoma 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 Finance and Administration Director

The Oklahoma Department of Human Services (DHS)

under Director Lake’s leadership has embarked on a

two-year journey to remake the way that our agency

provides services to Oklahomans in need. At the heart

of this effort is the agency strategic plan “Growing in

a New Direction,” which outlines the agency’s steps to

improvement. The Finance Strategic Plan aligns with the

larger agency strategic plan and serves as the blueprint

for Finance’s self-improvement efforts during the next

two years.

Special recognition in developing the Finance

Strategic Plan goes to those members who served

on the Finance Strategic Plan Committee. Serving

as chair of the committee was Tara Williams,

manager of Business Transformation Office (BTO).

Departmental representatives were Del Baldwin of

Budget, Jerry Carter of Operations, Cindy Cwynar

and Robbie Fleming of Cost Accounting and Revenue

Enhancement (CARE), Vickie McDonald of Electronic

Payment Systems (EPS), Wanda Jackson and Chelsea

Miller of Claims, Annalee Scharbor of BTO, and Vicky

Snider of Payroll.

My belief is that the Finance Strategic Plan provides

the opportunity for the division to make significant

improvement in how it functions, interacts with groups

inside and outside the division, and determines whether

we are meeting the division’s expectations outlined in

the plan. The novelist Nicholas Sparks probably best

expresses my ambitious hope for the division plan when

he speaks about change, saying, “Change not only is

inevitable, but usually brings its own rewards.”

By diligently implementing the Finance Strategic Plan,

we embrace the change within DHS, recreate our

division and ultimately make our agency better.David Ligon

Director

Finance and

Administration

Page 2 | FS Strategic Plan

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 work to reduce abuse, neglect and exploitation in Oklahoma by maximizing available fiscal resources, providing relevant financial and performance information, and equip the agency with the necessary financial data to make informed decisions beginning July 2013.

Action Plan:Beginning July 2013, we will improve the effectiveness of impact statements used to assess the financial and performance information of pending legislation upon the agency to align with the intent of leadership.

Beginning July 2013, we will improve decision-making by improving the relevancy of impact statements for the current DHS administration in a proactive manner.

Beginning July 2013, we will maximize available fiscal resources to align with leadership decisions that enable our clients to lead safer, healthier, more independent and productive lives and ensure that limited resources are dedicated to meeting desired outcomes.

Important Results:• Agency leaders report impact statements are very useful in making effective policy, management and program decisions

• Agency leaders report they are able to make informed financial decisions to maximize outcome success

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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 client understanding of debit card procedures and processes beginning February 2014.

Action Plan:Beginning February 2014, we will develop simple step-by-step instructions regarding Supplemental Nutrition Assistance Program (SNAP), Child Care and MasterCard debit cards to promote client knowledge on usage and access to benefits.

May 2014, we will increase opportunities to partner with Adult and Family Services (AFS) to maximize service levels to clients through the Low Income Home Energy Assistance Program (LIHEAP).

Beginning June 2013, we will prepare a list of Frequently Asked Questions and the associated answers for distribution.

June 2014, we will notify workers when the electronic payment cards are not pinned and benefits are being expunged.

Important Results:• The number of step-by-step instructions for SNAP and debit card access distributed

• The percentage of increased service usage of new clients that received AFS and SNAP/debit card services

• The number of notices issued to clients that have moved to electronic payments

• The number of FAQ sheets distributed

• Clients report increased awareness and understanding of how to access benefits using their debit card

• The decreased number of calls in reference to cards that are not pinned and expunged benefits



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

Objective 1: We will increase our knowledge regarding individuals and families who live in poverty by June 2015.

Action Plan:Beginning October 2013, we will enroll Finance employees in the Bridges Out of Poverty Training.

Beginning February 2014, we will update and increase awareness of “Life’s Events” via the Finance website.

Beginning April 2014, we will advertise the various ways that Financial Services is a resource to assist DHS employees and clients.

Important Results:• The number of participants that have completed Bridges Out of Poverty Training

• Team members report an increased awareness of the characteristics of clients we serve

• The number of hits to the “Life’s Events” section of the Finance website

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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 Financial Services employee retention by 5 percent over the next two years beginning November 2014.

Action Plan:Beginning July 2013, we will actively engage employees across all units to maximize opportunities for employee growth, development, recognition and participation.

Beginning July 2013, we will enhance the face-to-face new employee orientation and evaluation plan that measures the effectiveness of the program across the division.*

By November 2014, we will conduct a pilot project to assess mandatory training requirements for all division employees.

By August 2015, we will use knowledge management to identify, capture, structure, value, leverage and share our intellectual assets and cross-train employees.

Important Results:• The number of Employee Recognition Committee nominations taken from each unit and highlighted in the newsletter

• The number and percentage of Employee Spotlights in the newsletter that represent the diverse work efforts within the division

• Team members report the newsletter is informative and recognizes employee accomplishments

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


• The percentage of division New Employee Onboarding surveys sent and received

• The number of new employees that receive and evaluate new employee orientation

• Team members report knowledge management plans are valuable for assessing work functions and associated processes

• The number and percentage of units who report cross-training of staff

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Objective 2: We will increase the number of Financial Services managers who have had comprehensive leadership training by May 2015.

Action Plan:Beginning July 2013, we will conduct needs assessment for management staff training needs.

Beginning July 2013, Finance managers will attend leadership training focused on building trust, respect and effective communication that includes role-playing, guidelines and models.

Beginning May 2014, we will increase the opportunities to network with leaders in other public agencies and the private sector to determine best practices for leadership development.

July 2014, we will develop a leadership competency model.

March 2015, we will develop a plan to assess the performance of our leadership team and conduct a pilot program to measure the plan’s effectiveness.

April 2015, we will develop an evaluation plan and indicators to measure the effectiveness of training.*

Important Results:• The number and percentage of managers that report positive outcomes as a result of leadership training

• Team feedback and action plans from the 360 degree assessment pilot implementation

• Leaders report that a competency model has helped with leadership training and succession planning





Objective 3: We will improve our internal two-way communication beginning July 2013.

Action Plan:By July 2013, we will develop a comprehensive internal communication and development plan.

Beginning July 2013, we will utilize technology to improve communication with staff.

Beginning October 2013, a division newsletter will be released at least once per quarter.

Beginning December 2013, division leaders will provide at least one opportunity per quarter for front-line employees to provide workplace feedback.

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

• The number and percentage of managers who communicate at least monthly with all unit employees

• The effectiveness of 360 degree assessment

• Team members report an increased use of technology for communication

• Team members report an improved perception of Finance communication efforts

• Team members report that their input in the workplace is valued

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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 needs by December 2015.

Action Plan:Beginning July 2013, we will obtain feedback from employees on training needs.

Beginning July 2013, we will develop a plan for Excel training.

Beginning December 2013, we will participate in a cross-divisional work group to identify internal and external training opportunities and resources designed to build employee core and leadership competencies.

Beginning March 2014, we will evaluate and improve the quality and delivery of our Random Moment Time Study (RMTS) and Cost Allocation Time Study (CATS) training that is required per federal reporting requirements.*

Beginning July 2015, we will develop a plan to foster succession planning across the division.

Beginning December 2015, we will develop an evaluation plan and indicators to measure the effectiveness of succession planning across the division.*

Important Results:• The increased identification and understanding of training needs across the division

• Improved understanding of the use of Excel to meet business needs

• The number and percentage of decreased errors in RMTS and CATS mandatory reporting

• The number and percentage of increased participation in RMTS & CATS mandatory reporting



• The number of succession plans developed

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

• Participants of the succession planning program are able to report increased confidence and understanding of their personal career growth opportunities and leadership preparation


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

Objective 2: We will improve our understanding of training effectiveness and ensure the consistent use of best practices for training across all Finance areas of responsibility beginning June 2014.

Action Plan:Beginning July 2013, we will recognize and articulate behavioral expectations associated with each training course.

By June 2014, we will identify a pilot project for evaluation of training effectiveness.*

By January 2015, we will conclude the pilot and creation of an action plan based on findings of evaluation and lessons learned.*

Important Results:• Improved customer outcomes related to specific training objectives

• The number and percentage of training participants feedback surveys that align with model best practices

• Training participants report that they found training to be educational and valuable – reaction level

• Training participants report increased knowledge post-training as compared to pre- training measures – learning level

• Training participants display functional or behavioral changes in the workplace post- training – behavioral level

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

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

• The percentage of employees who report behavioral changes after participating in a training event

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



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

Objective 1: We will, where necessary, improve the quality, capacity and safety of Financial state office workspace beginning July 2013.

Action Plan:Beginning July 2013, we will conduct a quality review of the division’s safety plan, including emergency preparedness.

Beginning July 2013, we will develop a plan to facilitate Occupational Safety and Health Administration (OSHA) required training to employees.

Beginning July 2013, we will develop a plan to facilitate OSHA-required training to employees.

Beginning September 2013, we will update safety plans, including emergency preparedness plans, as needed based on quality review.

Important Results:• The number and percentage of updated safety plans where needed

• Team members who attend OSHA training report an increased awareness of workplace safety issues

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

Objective 2: We will strive to improve our employees’ physical, emotional and financial wellness by June 2015.

Action Plan:Beginning July 2013, we will encourage participation in the DHS Wellness Program and Employee Assistance Program (EAP).

Beginning March 2014, we will identify and train a wellness coordinator.

Beginning March 2014, we will participate in data collection to examine what trainings, workshops, services or programs employees would utilize aimed at improving physical, emotional and financial health.*

Beginning May 2014, we will develop a plan to promote healthier snacks through the Employee Recognition program.

Important Results:• Team members report an increased awareness of services provided through the DHS wellness program and the EAP program

• The number of wellness coordinators trained

• The number of opportunities and resources identified annually to assist employees with improved health

• Team members report the inclusion of healthy snack options as a positive change



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

Goal 1: We will increase the frequency and quality of communication with grant partners and key external stakeholders beginning January 2014.

Objective 1: We will improve the quality of communication with key stakeholders both inside and outside the Department of Human Services beginning January 2014.

Action Plan:Beginning January 2014, we will create a plan to increase the involvement of key stakeholders in delivering key financial information to make strategic decisions.

By January 2014, we will partner with other departments in grants management to ensure information is communicated, as necessary.

By October 2015, we will host a grants management workshop for grant and program managers that oversee federal grants.

Important Results:• Grant managers report an increased knowledge of the grants management process

• Grant managers report the financial information presented in the workshops is effective when making strategic decisions

• The number of grants management workshops partnerships

• The number of grants management workshops we host for the agency

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

Goal 1: We will increase the frequency and quality of communication with grant partners and key external stakeholders beginning January 2014.

Objective 2: We will increase the development of new community partnerships and increase the strength of existing partnerships beginning July 2013.

Action Plan:Beginning July 2013, we will encourage volunteer time and/or financial contributions.

Beginning July 2013, we will encourage partners and vendors to take advantage of electronic payment options whenever possible.

Beginning October 2013, we will partner with businesses in the community to ask for their cooperation to reduce the abuse of funds from recipients.

Beginning May 2015, we will survey stakeholders to identify opportunities for improvement.*

Important Results:• The number and percentage of volunteer activities

• The number and percentage of partners and vendors that transmit payments electronically (compliance with HB1086)

• The number of letters to locations to request their assistance in detecting and deterring abuse of government funds

• The percentage of internal and external stakeholders who report they have a strong partnership with Finance

• The percentage of internal and external stakeholders who report they have a positive perception of Finance

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



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 continuously improve Finance business processes to maximize the quality and effectiveness of service delivery by July 2015.

Action Plan:Beginning July 2013, we will identify potential process improvement projects for prioritization, perform a cost benefit/analysis and move projects to completion.

Beginning July 2013, we will partner with other divisions on process improvement projects.

Beginning July 2013, we will develop and maintain an organizational culture of continuous quality improvement.

Beginning November 2013, we will develop an evaluation plan methodology and/or template to assess the effectiveness of process improvement projects.*

By December 2013, we will conduct a needs assessment to oncorporate the voice of our customer relative to timekeeper’s training.

Important Results:• The number and percentage of Finance staff trained on each level of process improvement methodology

• The number of process improvement projects completed and validated with an appropriate evaluation

• The number of best practices implemented

• The number and percentage of timekeepers surveyed


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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 increase our awareness of customer service needs and expectations and enhance Finance customer service by June 2015.

Action Plan:By January 2015, we will adopt the departments customer service standards to promote excellent customer service throughout the division.

By June 2015, we will develop an evaluation plan and indicators for measuring the division’s customer service initiative and projects.*

Important Results:• Staff report an improvement in customer service perception

• The percentage of clients who report that the division staff are friendly

• The percentage of clients who report that the division staff are responsive

• The percentage of clients who report overall customer service satisfaction




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 and prioritization of funding throughout the department continuously throughout the planning cycle.

Action Plan:Beginning October 2013, we will comply with newly implemented federal and state rules and regulations for receiving government assistance.

Beginning October 2013, we will create a plan to prevent the abuse of state-issued debit and MasterCards.

Beginning October 2013, we will partner with Adult and Family Services (AFS) to maximize fiscal integrity and accountability with mutual clients.

By January 2014, we will develop an evaluation plan to measure the effectiveness of prevention activities.*

By January 2014, we will mail letters to locations to request assistance with the detection and deterrence of abuse of government funds.

Important Results:• The number of letters to locations to request they assist us in detecting and preventing abuse of government funds

• The number of signs posted which are designed to deter the abuse of funds

• The decreased number and percentage of notification letters sent to those that use funds inappropriately


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

Objective 2: We will work with contract providers and vendors to deliver outcome-based performance, measurable deliverables and reporting requirements by January 2015.

Action Plan:By January 2015, we will improve the efficiency of the Electronic Payment Systems contract to include outcome-focused performance for optimal service to our clients.

Important Results:• Improved contractor performance for service delivery to our clients

• The increase in client satisfaction with the Electronic Payment System process



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 Finance and ensure that goals and objectives are aligned with the department-level strategic plan beginning April 2014.

Action Plan:Beginning April 2014, we will create new, key measures to describe the division and measure outcomes for financial services where needed.*

Beginning April 2014, we will create an outcome-focused work environment at all levels of Finance.

Important Results:• The number of new outcomes developed and used

• Staff report an understanding of how work performed impacts client outcomes

• Staff report an understanding of how their work relates to the mission of the agency


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S14042 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 $236.02 for 135 copies. Copies have been deposited with the Publications Clearinghouse of the Oklahoma Department of Libraries.

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