HomeMy WebLinkAbout20173938.tiffPRIVILEGED AND CONFIDENTIAL
MEMORANDUM
DATE: October 26, 2017
TO: Board of County Commissioners — Pass -Around
FR: Judy A. Griego, Director, Human Services
RE: Weld County Department of Human Services'
Request to Approve the 2017 — 2020 Strategic Plan
Please review and indicate if you would like a work session prior to placing this item on the
Board's agenda.
Request Board Approval of the Department's 2017 — 2020 Strategic Plan. On February 17,
2016, the Board of County Commissioners approved an Agreement for Professional Services
with Lolina, Inc., to develop a Strategic Plan for the Department. Since that time, the
Department has worked with Lolina, Inc. to revise the mission and vision statements, and to
develop strategic goals and objectives that are included in the Plan. Efforts to develop the Plan
included multiple employee focus groups, a leadership retreat and the development of Action
Teams to draft recommendations for implementing the Plan's goals and objectives.
Commissioner Kirkmeyer provided input on the revised mission and vision statements and
strategic goals and objectives, and recommendations were reviewed with the Board.
Recommendations resulting from that review and discussion were incorporated into the final
Strategic Plan for 2017-2020, attached here.
Once Board approval is received, the Plan will be distributed to employees and community
partners.
I do not recommend a Work Session. I recommend approval of the 2017 — 2020 Strategic Plan.
Sean P. Conway
Julie A. Cozad, Chair
Mike Freeman
Barbara Kirkmeyer
Steve Moreno, Pro-Tem
Approve Schedule
Recommendation Work Session
lM�
,frl
Other/Comments:
Lo1:M
Pass -Around Memorandum; October 26, 2017 (Not in CMS)
6WIA444.02;esa
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Page 1
2017-3938
eld County Department o
Ta • I - of Contents
Message from the Director.
Executive Summary
Mission & vision
Who are we?
S...'
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History & Context
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GOAL 1: Human Capital
COAL 2: client Services
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GOAL 3: Partnerships .20••s000204ld92500022 12
Action & Accountability 13
Appendix A: organizational Chart o.. 14
Appendix B: S.W.O.T.
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Appendix C: Focus
Appendix D: Plan At-a-Glanceaa ®99040, 17
Message from the igrector
I am proud to release the Weld County Department of Human Services (WCDHS) 2017-2020
Strategic Plan; Using the Weld County Guiding Principles as the focal point, this plan was
cle v'el°
loed in co
laboration with the Board of County Commissioners, key Weld County
Department representatives, Community Partners and Human Services staff. This year -long
process included gathering feedback, via surveys and focus groups, to ensure all perspectives of
oier human service delivery were captured. The comprehensive feedback received. nas cumulated
into the innovative strategies outlined in the 2016-2019 Strategic Plan.
Weld County, is the third largest
county in Colorado at nearly 4,000
square miles with a fairly' healthy
economy and diverse economic base.
While being considered one of the big
ten counties in Colorado for human
services programs, Weld has several
rura communities that resemble e
characteristics of small human
services counties. The population in
the bigger cities, combined with the
rural communities, makes consistent
human service delivery challenging in
Weld County.
This comprehensive Strategic Plan outlines innovative strategies to overcome these challenges
and provide consistent, high quality delivery of service to all county locations. The goals and
strategies are the result of a careful planning process. Four action teams, representing every staff
level and every Division, will be focusing on strategies from three main areas: Human Capital
Management, Client Centered Delivery and Partnerships & Collaboration.
WCDHS boasts new vision and Mission Statements that complement the strategies listed above.
Focusing on the safety,, health and well-being of the individuals and families we serve, they speak
to the customer-focusec and customer -driven coordination that will help increase efficiency and
reduce duplication of efforts. Our united vision and mission strengthens our engagement with
C
omers and community partners and provides focus in our daily work activities
The spirit of collaboration permeates through Weld County due to tremendous support from our
community partners and county departments. Strengthening the coordination within divisions,
as well as with other Weld County departments and community agencies will ensure all resources
are used efficiently and effectively for the best outcomes. Assisting in community planning
activities and engagement will continue to bolster our relationships with our partners and help
us achieve our mission and vision.
Our biggest asset in this organization is our staff. We are committed to creating an environment
that allows employees to be engaged in their work by developing communication strategies to
share information at all levels a Promoting professional development opportunities for all
employees will help build leadership capacity within WCDHS and strengthen our workforce.
We must also be sure our efforts are reaching their desired results. Each strategy and goal will
have measurable outcomes, which will be carefully tracked to determine if we are making an
impact. Performance and accountability are integral to the success of this Strategic Plan and it
will take the efforts of all our staff to ensure our mission and vision are recognized throughout
Weld County.
This is an exciting opportunity for our Department! Please join us sin creating a safe, healthy
community for all families in Weld County.
JO, y A. G ri go
t
Director, Weld County Department of Human Services
Summary
Wed County Department of Human Services (WCDHS) is the agency responsible for the provision
of human services in Weld County offering aid and a wide range of services to the residents of
Weld County., While WCDHS has long been held in high regard for their fiscal responsibility and
responsiveness to the needs of the community, the WCDHS Leadership Team desired to refresh
their strategic approach to improve not only their already high standard of service delivery to the
community, but also their contribution to community and investment in their dedicated
employees.
The WCDHS Strategic Plan (2017-2020) is the result of a year of work to transform the
Department's strategic approach in WCDHS workforce,, client services and community
partnerships. This Plan is organized around three goals and eleven strategic objectives. In
addition to the final Plan, newWCDHS Vison and Mission statements were developed so the
WCDHS hope for the future of Weld County, and the WCDHS role in making that future a reality,
would be better articulated to the community, A hallmark of this WCDHS Strategics Plan is
leadership commitment to supporting successful irplerrentation and outcome accountability.
in addition, this Man will provide orientation to \ ICDH.S, the strategic planning process and
methods, the three-year goals and objectives and the process f implementation, action and
accountability of the plan
1
ssion,
rM?c°
The people of Weld County are connected to the resources needed to thrive in the community
and feel safe and empowered.
Engaging and partnering with the community to improve the safety, health and well-being of
individuals and families through the delivery of responsive and collaborative services
Weld County GUIDING PRINCIPLES
+
*•
•
•
•
Ensure long-term fiscal :stability for the county
customer -focused and customer -driven
Accountable and responsible to the public
Provide and develop leadership, cooperation, and collaboration aimed
service
•:• Focus on liable solutions that improve the quality of life
t improving
❖ Provide the necessary knowledge, sills,, and resources tcounty employees to c
out our mission and fulfill our vision
d
rry
WHO ARE WE?
•
Weld County Department of Human Services (\NCDHS) employs over 400 workers, nearly 1/3 of
all employees in Weld County Government. Services provided by WCDHS are vast and span from
the newborn to the elderly and cover many aspects of a person's life. WCDHS is focused on
creating safe and healthy environments for the families we serve, giving citizens in Weld County
the opportunity to thrive.. Our comprehensive programs include:
• Child and adult safety and well-being
Older adults Putrition and preventative programs
• Food security
• Ongoing and emergency financla! assistance
• Health care coverage
• Child Support services
• Home based services for elderly and disabled
• Employment services and connections for job seekers
• Employment services and market rate information for
employers
We are proud to collaborate with other community partners, using availab[e resources to ensure
basic needs are met. Weld County is unique from other counties in Colorado as we have both
urban and rural areas. The challenges within our communities vary based on geographic
locations. WCDHS is committed to using innovative strategies to build a strong foundation that
fits the individual needs of that area. WCDHS proudly embraces the differences that span
throughout the county and strives to ensure resources and support are available, regardless of
location.
5TRATEGIC PLANING HISTORY
n
In February 2016, WCDHS began working with an outside facilitator (Lolina, Inc.) to guide the
strategic planning process, which included three basic steps:
1. Assessing "Where are we now?"
2. Identifying "Where do we want to go?"
3. Planning "How are we going to get there?
Where are we now?
s
Assimilation of Prior Assessments:
In assessing the current state of WCDHS, several
approaches were employed. First, Lolina, Inc.
reviewed prior assessments, including the
"Organization Climate Review of the Department of
Human Services" (conducted in May 2015 by
Management Advisors,, Inc.) anc the follow-up
"Employee/Supervisor Communication Survey"
disseminated in November 2015 with a 75% response
rate from WCHDS employees. Lolina, Inc. developed "Leadership Team Baseline Survey", which
gathered input from WCDHS Leadership Team (WCDHS Director, Organization Support &
Development Manager and 6 Division Heads) on the following:
• Current WCDHS Vision and Mission
Current WCDHS Strategic Plan
Recommendations from the Employee/Supervisor Communication Survey
Strengths, Weaknesses, opportunities & Threats (SWOT) for WCDHS (see Appendix B)
Leadership Team Development:
In addition, WCDHS Leadership Team engaged in Leadership Development through
StrengthsFinder assessment and team strengths building. Lolina, inc. asserts that strong
leadership is the key to organizational success. StrengthsFinder offers individuals a deeper
understanding of utilizing strengths to lead and manage successfully, in addition to constructing
an effective and interdependent team.
+ Employee Focus Groups
The next step in the assessment phase included conducting twelve, one -hour, WCDHS Employee
Focus s Groups with 79 participants representing all WCDHS divisions hi twoWCDHS locations, the
main campus in free€ey and the South WCDHS office, on three separate days in 2016: April 13,
April 20 and May . In addition, the WCDHS Leadership Team was provided the opportunity to
respond to the same focus group questions via Surveyrkil On key, The following primary objectives
of the WCHDS Employee Focus Groups were identified:
• To drill down on areas of concern identified from the Organizational Climate Review and
Employee/Supervisor Communication Survey
To assess current levels of employee engagement
To understand the degree to which empoyees understood and connected their work to
the current WCDHS vision and mission
To gather enpYoyee input prior to the WCDHS strategic planning retreat, which could
inform the development of actionable goals and strategies
The WCDHS Employee Focus Groups provided many assets to draw upon and specific suggestions
made bw staff that were o erational zed in the WCDHS Strategic Plan. u _ his included the
development of strategic goals, objectives and strategies in several areas inducing, but not
Fimited to, employee engagement, client services, community y artnerships, workforce
deveilo went, and communication, A summary of key themes can be found in Appendix C, fn
addition to referencing the fu Employee :outs Group Report from June 2016
rn
Community Stakeholder Survey
In Ma 2016, the WCDHS Community Stakeholder Input
Survey was distributed via SurveyMonkey to iaentir,
W `OHS community partners and stakeholders. This
survey had 7 responses (4 corn fete responses), but
provided vxi Fuable insights to what community
stakeholders experiences had been, given 71% of
M
respondents had been interact ng with WCDHS s. r 10
years s or • C 'JoreL It was recommended that morebe done to
assess the quality and quantity of WCDHS community
partnerships., This built into the current WCDHS
Strategic Plano
Where do we want tQ
. Prior to embarking on the two-day strategic
planning retreat, all input from the WCDHS
Leadership Team,Employee Focus Group,.
and the Community Stakeholder Input
Survey regarding. the current WCDHS vision
and mission and suggestions for
improvement vernen were compiled. The
foundation of the strategic pilanning retreat
in August 2016 was built on the
development of a revised mission and vision
that imagined citizens of Weld County are
provided op mrtuni ies to thrive in their
l"a i ies, and
com
heir homes and
Vision: The people of Wel County are connected to the res urc£ s needed to thrive in the
community and feel safe and empowered.
Mission: Engaging and partnering with the community timprove the safety, health and
well-being f individuals and families through -th (s. &livery ;f responsive and coldaborative
services.
The next step in the strategic planning process delintczatmer, the strategic goals an( objectives. The
WCDHS Strategic Plan 2016-2019 guides the Department and its Divisions toward specific
priorities that will further its goals and support the overall Weld Count' ' Guiding rindipl s4 l�L
creates a roadmap to ay out the plan to move WCDHS toward its vision and identifies priority
activities to oiler tional ze the WCDHS mission a The ..W CDHS StrazPgic Nan
found in Appendix Do
Glance can be
How aresa to get there?
Thu phase points to implementation of the Strategic Plan and included the convening of four
Action Teams with members from every Division who developed the strategies outlined to meet
each objective, The
°flowing lays oit the Strategic Plan to include the ais,, objecthies and
strategies= More discussion to occur in 1 Action an accountability section regarding ongoing
_
structures to ensure optimal success in implementing ark � evalua ing the WCDHS Strategic
is Plano
H
GOAL 1: Strengthen CDHS Workforce with
Targeted Human .an capital Management Strategies*
Objective A: Promote effective employee communication at all professional levels within WCDHS.
Strategy 1Ai: Define standardized methods for disseminating essential information, including purpose and
resources, to WCDHS employees.
Strategy 1Aii: Identify current barriers to the employee-supervisor/manager linkages (including
communication, feedback loop and working relationship) and recommend methods that encourage
optimization of this critical relationship.
® Strategy 1Aiii: Evaluate current structures and methods for employee input at all levels of WCDHS, research
best practice methods and ensure the most effective methods are in place at WCDHS.
Objective B: Strengthen WCDHS employee engagement.
Strategy 1Bi: Evaluate, identify potential improvements and recommend changes in the WCDHS hiring
process to ensure new -hire alignment of WCDHS mission, vision and values.
Strategy 1Bii: Identify and recommend an employee engagement process.
Strategy 'Bill: Develop and recommend a quality employee recognition strategy.
Strategy 1Biv: Ensure appropria:e interventions are in place to retain high quality WCDHS employees.
Objective C: Build WCDHS leadership capacity at all professional levels.
Strategy ICI: Evaluate the feasibility of and make recommendations to the Department Director for the
implementation of a formal mertoring & coaching program at WCDHS.
• Strategy 1Cii: Establish a structure for leadership development with milestones for achieving success for
WCDHS employees.
® Strategy 1Ciii: Ensure viable leadership and program knowledge through strategic succession planning.
Objective D: Align professional development opportunities that are mutually beneficial to the employee
and WCDHS.
Strategy 1Di: Evaluate current gaps in job training for WCDHS employees and make recommendations to
the Department Director for a comprehensive job -training program.
Strategy 1Dii: Identify and recommend core competencies trainings for employees.
Strategy 1Diii: Identify and recommend cross -divisional training methods to broaden employee
understanding of the scope of services of WCDHS.
Strategy 1Div: Evaluate gaps in tools, resources and trainings that support employee safety. Recommend
practices that will maximize employee safety and minimize risk for employees within WCDHS and when
WCDHS employees are working in the community.
*The WCDHS will work in coordination with Weld County Human Resources to meet these objectives.
GOAL 2: Enure Cie:.
of Services aat WCORS
H S
Centered Delivery
Objective A: Improve efficiencies of internal WCDHS business practices.
Strategy 2A1: identify internal barriers and opportunities in the delivery of client services at WCDHS.
Strategy 2Aii: Research, identify and recommend best practices in the efficient and effective delivery of
client programs in human services.
Objective B: Optimize the client's ability to access 't`., CDHS services.
Strategy 2Bi: Identify methods to evaluate the client experience in receiving services at WCDHS.
Strategy 2Bii: Update the WCDHS website to be more "client -friendly", thereby facilitating more efficient
access of client services.
® Strategy 2Biii: Identify method or tool for assessing the spectrum of services a client is receiving at any given
point in time.
Objective C: Shift to a culture of prevention.
• Strategy 2O: Inventory "prevention" programs currently available in Weld County and make
recommendations regarding gaps that may exist.
GOAL 3 3 OpUmize WCDHS Porte
and Coordination
Objective A: Stren hen partnerships internally within WCDHS and among other Weld County
Departments.
Strategy 3A1: Evaluate the feasibility and benefits of implementing an All-WCDHS Department
annual meeting.
• Strategy 3Aii: Identify opportunities to partner with other Weld County Departments to achieve
common goals that align with the Weld County Guiding Principles.
Objective Develop and recommend community engagement activities.
Strategy 3Bi: Identify purpose, develop and recommend a formal WCDHS Community
Engagement Plan.
Strategy 3Bii: Perform gap analysis of WCDHS community partnerships.
Strategy 3Biii: Develop and disseminate external marketing communications with consistent
messaging about the scope of services from WCDHS.
S
bjective C: cti e&y en
e in community planning opportunities.
* Strategy 3Ci: Assess current involvement and gaps, as well as ensuring WCDHS is represented in
the future, in key community planning activities that align with the WCDHS vision and mission.
Strategy 3O1: Identify activities that further the WCDHS vision and mission.
ACfl.ON
N II I
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i � 'LaL "', ( O � • Plan
.S.. 'Action F Teams"
: f
r successful development of recommendations for the Strategic Plan objectives, four 'Action Team
were established. Each Action Team is comprised of two Division Heads and approximately r]-6 employees
ees
representing rnultip e Divisions and at multiple levels of staffing, including front-line support staff and
client services, as well as middle. level supervisors and managers. Each Actions Team received orientation
to the strategic planning process and the Strategic Plan, including goals and objectivese, T hT& work of each
Act
p i 'v in Team s to develop strategies for implementation to achieve the goals and objectives ectives within the
current Strategic Plan's timefra e.. Each Acton Team will meet quarterly in Year i with the Deputy
Director and contracted facilitator from L&ina, Inc in order to ensure adequate progress, develop the
next strategies, prole s Ft barriers to progress and engage additional support where needed. The
Action Teams met for the first time in December of 2016 and will begin meeting quarterly. in 2017. The
Division Heads are the fink to the WCDHS Leadership Team and the decision -making chain of command at
WCDHS to ensure timely. and efficient dent evaluation of recommended strategies, as well as potential
alignment of strategies across Action Teams. Expectations of the Action Th.rams are to develop strategies,
communicate among Ac ion Teams to coordinate efforts and to hold one another accountable to action
and outcomes.
he Actions Teams are organized in the following manner:
in Action Team Goal 1, Objectives A and B
2, Action Team 2: Goal 1, Objectives C and D
3. Action Team 3: Goal 29 Objectives A, B and C
Via. Action T am 4: Goal 3, Objectives A, B and C
Appendix A
•
44472.1.
Organizational
integrity
Family
Resource
Division
nizational Ch
4
Assistance
Pa nts-
t
Weld County
Department of
Human Se' • s
Director
Deputy Director
Employment
Services
Fist i
Office
Appendix B: SWflT.
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Omt/.tS Nrare. A3N`AA.StaZa A.
'GS
Strong, committed & collaborative leadership team
Strives to be innovative & efficient
Collaboration within & among Divisions
Mission centered & highly ethical
Consumer focused with a broad range of services
improved .supervisor training
Technology department has potential to improve
customer access, workflow & communication
Good communication
OPPORTUNITIES
TUNITIE
Shifting policy and legislative priorities
Differences of & changes in funding
Community partnership opportunities that arise
from unproved employment opportunity,
health care reform, etc.
Shifting demographics of Weld County
Potential technology support to improve efficiencies,
communication & trainings
Capitalize on relationships with other county
departments
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�}' N ES
Disconnect between work of Divisions vs. Department
Internal partnerships/communication cou d be stronger
Fiscal constraints pose barriers to achieving mission
Workforce challenges: Low morale, turnover, lack of
accountability
Clear & consistent communication needled from
leadership
Technology requirements as a limiting factor
Lack of follow-through & attention to detail
improvements needed in internal customer service
Too few staff, not enough time
Distraction with less important tasks or competing
priorities
Rigid processes limitingcreativity & innovation
THREATS
Changing technology requirements may be a barrier, at
least short -tern
Federal state budget limitations and shifting funding
priorities
External decision makers shifting emphasis between
"entitlement" vs "self-sufficiency" programming
Limited affordable childcare & affordable housing in the
community
Ensuring all staff understand shifts in rules/regulation
Capacity to understand and respond to shifting county
demographics
Aging population and long-term care challenges
need better support from. OHS
16
Appendix C: WCDHS _ m ye e Focus Group Ke Them
WCDHS Strengths:
1. CDHS Staff z sets
a t edicati n
baReach otvach of Serum
c. WCD investment
a
o
VVCDHS
,*
Nei) em 4slay e n-barung and training
IL E pl yee Support
Competitive co p nsati n
s S Fiscal Roalpi nsi » iiity
, CDHS Clir% rt.; ice
a r es >onsive t co giunity need
b. Custo er srdcr
'4
re'as for im.orove.ment:
J InteraD i rc Ysi nal Work
ae internal considerations -lack of a wren≤},ss of .;,they progra work
b. External considerations -work in silos not di
20 mrn nication
. Policies and Procedures
a. Sick lead a "occurrence" icy
b. Hiring process
c. Performance monitoring and
w
t.
d. Employee reicognition
s ployee Engage . lent
a. Staffing
® Access t adequate re urces and workac
o Er TI ee Ndiention
50 Gase sir d e r s i cr
a Transparency
Cg's -3 sistency
Rco Leadership Develo rent
rat®ce:ntrd
Append D: STRATEGIC PLAN AT A GLANCE
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a
Wel County Department ef Human 5erv1c
Strategic Plan Summary: 2017-2020
boal1: Strengthen
WCD115 Workforce it s
Targeted Human Capital
Management Strategies
Promote effective employee
communication at all
professional levels within
WC H r
Strengthen WCDHS
employee engagement
Build WCORS ;leadership
capacity at all professional
al
Align professional
development opportunities
that are mutually beneficial
t the env] yee and
WCD+IS.
GOALS
Goa.,_, 12: Ensure Client
Cctntered Delivery oaf
Services at WCDHS
STRATEGIC OBJEC I` E.
Improve efficiencies *4
internal , DHS business
practices..
pti ize the client's ability
to access WCDHS services.
Promote safety through
prevention and early
intervention.
Goal 3: Optimize
WCDHS Partnerships
and Coordination
Strengthen partnerships
internally within WCDHS
and among other Weld
County Departments.
4
Develop n, imnietnent
community engagement
activities.
Actively engage in
community planning
opportunities.
n
n,
Hello