DVHHS June 12 Packet

8/12/2019 DVHHS June 12 Packet

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Des Moines Valley Health and Human Services

Board Meeting Agenda - REVISED

June 12, 2014 - 9:00 a.m.

Conference RoomLECWindom

I. Call to Order / Establish Quorum

II. Public Hearings (if applicable)

III. Approval of Agenda

IV. Consent Agenda: All items listed under the Consent Agenda are considered to be routine bythe DVHHS Board and will be enacted by one motion and an affirmative vote of a majority ofthe members present. There will be no separate discussion of these items unless aBoard Member so requests, in which event the item(s) will be removed from theConsent Agenda and considered separately by the Board under Other below.

a. Approve Auditor Warrants (summary in Consent Packet)b. Approve May Board Minutes (in Consent Packet)c. Approve HIPPA Policies ( RBA and policies in Consent Packet)d. Approve Updated Home Health Care Policies (RBA and policies in Consent Packet)

V. Staff / Programming Report9:30 (20 minutes)a. LEAN/Kaizen Presentation - SSIS Billing

VI. Executive Director Agency Report (10 minutes)

VII. Human Services

a. RBAAuthorization to HireFinancial Assistance Supervisor (15 minutes)b. Directors Report(10 minutes)

VIII. Fiscala. Fiscal Reports (10 minutes)b. RBABudget Meeting (10 minutes)c. Directors Report(10 minutes)

IX. Operationsa. Directors Report(10 minutes)

X. Human Resources

a. RBAFacilitator for Strategic Planning and Cultural Integration (15 minutes)b. Directors Report(10 minutes)

XI. Public Healtha. RBAHealth Educator Change of Status to 1 FTE (10 minutes)b. Directors Report(10 minutes)

XII. OtherXIII. Adjourn


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Complete and email this form to: [email protected]


Request for Board Action

Reques t s m us t be r ece i ved by the Boa rd Sec re ta r y be fo re noon the Thur sdayPR IOR to t he r egu l a r ly s chedu led boa rd m ee t i ng .

Requested Board Date: June 12, 2014

Agenda Type: Regular Agenda

Agenda Item: Programmings Staffing - LEAN/Kaizen Presentation - SSIS Billing

Presenter: Click here to enter text. Estimated Time:20 minutes

Board Action Required:None

Attachments: Choose an item. Attachment Name:Click here to enter text.Background: Click here to enter text.

Fiscal Impact:Click here to enter text.

Attorney Review: Choose an item.

Board Action: Approved Denied Tabled No Action

Motion: ________________________

Second: _______________________

Roll Call Vote: Henkels Holmen Hummel Oeltjenbruns Schmidt

Schultz Stevens Tusa Willink White

Notes:_____________________________________________________________________________________

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** Requests must be received by the Board Secretary before noon the ThursdayPRIOR to the regularly scheduled board meeting. ***



Agenda Item: Authorization to Hire

Presenter: Craig Myers Estimated Time:15

Board Action Required:Authorization to Hire a Financial Assistance Supervisor I

Attachments: No Attachment Name:NoneBackground: Working in conjunction with a possible phased retirement of asupervisor would hire new supervisor to allow for cross training period.Would not hire until signed pro agreement is in place.

Fiscal Impact:Click here to enter text.

Attorney Review: Not Applicable


Motion: ________________________

Second: _______________________



Notes:_____________________________________________________________________________________

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** Requests must be received by the Board Secretary before noon the ThursdayPRIOR to the regularly scheduled board meeting. ***

Requested Board Date: June 12


Agenda Item: Budget Meeting

Presenter: Robert Pankratz Estimated Time:10

Board Action Required:Set the date for a special meeting to approve 2015

DVHHS budget.

Attachments: No Attachment Name:Click here to enter text.

Background: In order to get appropriation amounts to CountyAuditor/Treasurers the budget needs to be discussed prior to the August

14th Board meeting.

Fiscal Impact:None



Motion: ________________________

Second: _______________________



Notes:_____________________________________________________________________________________

__________________________________________________________________________________________

__________________________________________________________________________________________

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Agenda Item: Facilitator for Strategic Planning and Cultural Integration

Presenter: Janice Fransen Estimated Time:15 minutes

Board Action Required:Select facilitator for Strategic Planning and CulturalIntegration

Attachments: Yes, identify below Attachment Name:Scope of Work andProposals from Springsted and Work Effects

Background: At the May 8 meeting, the DVHHS Board authorized a Scope ofWork for Strategic Planning and Cultural Integration facilitation. Proposalswere submitted by Springsted and Work Effects. Toni Smith (AMC) and MNDepartment of Human Services were sent the Scope of Work, but declined tosubmit proposals.

Fiscal Impact:$7,500 minimum up to $69,875 maximum, depending on whichfacilitator and which options selected.



Motion: ________________________

Second: _______________________



Notes:_____________________________________________________________________________________

__________________________________________________________________________________________

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Scope of Work

StrategicPlanningforDesMoinesValleyHealthandHumanServicesDes Moines Valley Health and Human Services (DVHHS) was formed on January 1, 2014.In a study by Springsted, Inc., the cultural integration of the three merged organizations was a

primary concern for staff, management and the Board.

The organization has merged and is working to integrate fiscal processing, office support andvarious workloads. While weekly all staff communication continues, little time has been carved

out for strategic planning or cultural integration based on a unified mission and vision for the

new agency.

We have identified the following key organizational needs and are seeking proposals to assist

DVHHS with this work.

1) Facilitate strategic planning

Plan and implement a strategic planning process with a cross section of DVHHS staff,

management and Board members where the outcome of the process results in an agency wideMission Statement and Vision, and the identification of Core Values and Objectives.

2) Develop plan for cultural integration

Work with a cross section of DVHHS staff, management and Board members to develop atwelve to eighteen month plan that fosters the integration of the distinct cultures of the threemerged organizations into an inclusive culture that fosters the acceptance of DVHHS Mission

and Vision.

3) Long range plan

Develop long term plan to implement and integrate Mission Statement, Vision, Core Values and

Objectives resulting from strategic planning.

Proposals must be submitted no later than noon on Friday, May 30 to Janice Fransen, Jackson

County Coordinator to be considered. Proposals will be accepted by email at

[email protected] by mail at

Janice Fransen, County Coordinator

405 Fourth StreetJackson, MN 56143


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DVHHS shall not be liable for any expenses incurred by the proposer in preparing the proposalor making any presentations in its regard.

Responses should include the following:

Proposal for each identified need Proposed time frame Proposed cost

Contact Janice Fransen [email protected] 507-847-4182 for questions.


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Des Moines Valley Health and Human Services. Proposal for Facilitation of a Strategic Plan. 1

Des Moines Valley Health and Human ServicesProposal for Facilitation of a Strategic Plan

May 30, 2014Amended June 5, 2014

Introduction

Springsted is one of the most established independent public sector advisory firms in the United States.

For nearly 60 years, we have continually grown in the range of our local government relationships, the

comprehensiveness of our services and our prominence within the industry. Our managed growth is

focused on providing local governments with a balance of national perspective and local expertise.

Springsted is a women-owned business and is certified as a Womens Business Enterprise (WBE) by

the City of Saint Paul, Minnesota. Three employee-owners lead Springsted and our 70 staff members.

Our headquarters are located in Saint Paul, Minnesota, with offices strategically located throughout the

United States. Specifically, our regional offices include Milwaukee, Wisconsin; Des Moines, Iowa;

Kansas City, Missouri; Richmond, Virginia; Denver, Colorado; Los Angeles, California and Dallas,

Texas.

Contact Information and Brief Bio

Springsted Incorporated

Mr. David Unmacht, Senior Vice President

380 Jackson Street, Suite 300

Saint Paul, Minnesota 55101

651-223-3047 Office

612-202-2391 Cell

[email protected]

Mr. David Unmacht is Director of Springsteds Organizational Management/Human Resources group.He is a long time local government professional with more than 15 years of county administration

experience, having worked for Scott and Dakota Counties, Minnesota. He has also worked as City

Manager in Prior Lake and City Administrator in Belle Plaine, Minnesota. He works closely with city

and county governments in many different fields including executive searches, organizational

assessments, intergovernmental collaborations, facilitation services, goal setting and strategic planning.

He has a masters degree in Public Administration from Drake University in Iowa and a bachelors degree

in Business Administration and Political Science from Wartburg College in Iowa.

Mr. Unmacht was the recipient of the Minnesota Association of County Administrators (MACA) Joe Ries

Excellence in County Management Award in 2000 and the Minnesota City/County Management

Association (MCMA) Award for Management Excellence in 2006. Mr. Unmacht is also a CredentialedManager with the International City/County Management Association (ICMA) and a community faculty

member with Metropolitan State University in Saint Paul, Minnesota.

Approach

Mr. Unmacht brings extensive experience in working with elected officials and staff in many different

settings and situations. Within the past four years he has been the lead facilitator on dozens of work

sessions with local government officials. His work includes a wide range of local governments including


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small, medium and large-sized departments and organizations. He is noted for high energy, engaging and

informative presentations and discussions. He has a crisp and clean writing style and easily grasps

different concepts and offers ideas and experiences in support of the entities goals and objectives. He

brings a seasoned, experienced and practical approach to his facilitation style.

Des Moines Valley Health and Human Services (DVHHS) is a new organization that was formed on

January 1, 2014. The upcoming work sessions will allow the organization and staff to focus onimplementation details related to cultural integration and strategic planning. This is a very important step

for DVHHS as the outcomes will support and direct the organizations priorities for the future.

Process Ideas

The final process will be determined in conjunction with the DVHHS Board and staff; the following is

proposed for consideration.

Meetings and interviews it is important for the facilitator to fully understand the status of theintegration and implementation. Mr. Unmacht will meet with the DVHHS Board and staff to

gather information and collect personal observations to learn how things are going and where to

focus the discussion in the work session agendas.o This could be an on-site meeting or accomplished via Skype.

Once completed he will partner with the staff to prepare the first work session agenda andmeeting logistics.

It is anticipated that the process will involve three work sessions as follows:o Initial meeting and brainstorming sessiono Presentation of ideas and draft concepts and strategieso Presentation of strategic and cultural integration plan

It is important to be open and flexible and to learn more about the specific goals and objectives before

finalizing the number of meetings and facilitation methods to be used in the actual work sessions. As amatter of preference, Mr. Unmacht will keep the group together and unless otherwise directed, will not

use any small group breakout sessions during the meeting(s).

Knowledge of DVHHS

One of the advantages of the Springsted work plan is our knowledge of the DVHHS process and

personnel. We were involved in a review of the merger plans prior to the implementation; this knowledge

will give us a solid foundation and shorter learning curve to step in and begin work immediately.

Outcomes

There are three outcomes of the process and work sessions:

1. Agency wide Mission Statement and Vision and the identification of Core Values and Objectives.a. We will collect and review existing statements from comparable agencies; and develop

DVHHS statements based on the cultural norms and expectations of the Board and staff.

2. Develop a 12-18 month plan that fosters the integration of the distinct cultures of the threemerged organizations into an inclusive culture that fosters the acceptance of the DVHHS mission

and vision.


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a. We will understand the current integration and implementation status and makerecommendations for how to ensure that the three merged organizations become one

inclusive culture. This will include ideas and recommendations on specific activities and

actions that are required by the Board and staff.

b. Optional Servicesto expand the consultants role in cultural integration objectives from gaining an understanding and making recommendations --- to supporting and

assisting in the immersion and implementation. Facilitate the process through meetings with the Board, leadership and staff Introduce organizational change practices and principles; offer ideas Monitor the success through interviews, surveys and employee engagement Conduct a series of training session(s) for managers and supervisors Conduct a series of training session(s) for employees Provide advice and counsel to the Board, and leadership on employee

performance and accountability

Be available for consultation and advice on an ongoing basis for supervisor andmanagers when they have questions or want to discuss concerns

3. Develop a long term plan to implement and integrate the Mission, Vision and Core Values andObjectives resulting from strategic planning.

a. We will prepare a long term plan that integrates the work of sections one and two andintroduces implementation and immersion strategies for the Mission Statement, Vision

and Core Values and Objectives.

We anticipate the final documents will:

Create a consensus based organizational foundation Address a primary concern expressed by the Board and staff in the merger process Provide a writtenroad map for the Board and staff Provide direction on where to allocate financial resources Improve accountability and capacity to measure performance and outcomes Create partners and advocates within the DVHHS community

Philosophy and Qualities

Mr. Unmacht will bring a genuine passion and interest in working with DVHHS. He approaches the

experience with an underlying philosophy and professional qualities articulated as follows.

Philosophy

Establishing goals or initiating a strategic planning process is a deliberate and intentional decision to

understand where the agency is today and where you want to go in the future. A strategic planning

experience including the process and outcomes are effective tools for DVHHS officials in four distinct

ways:

Decision-Making to assist you in making choices Leadership to assist you in identifying and establishing goals and strategies Management to operationalize your plans and accountabilities


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Communication to inform others about your plans and priorities

Professional Qualities

We believe you will find each of these qualities in Mr. Unmachts work with DVHHS:

Organized and effective meeting management Extensive knowledge of county government and health and human services Extensive knowledge of the elected officials and staff roles and relationships Flexible process to adapt to the goals and objectives Value added contributions to the work sessions and discussions Fair, objective and impartial to all participants Stimulate and encourage open discussion and creative ideas A focus on implementation and next steps after the work session is completed

References

The following county-based references are available for you to contact. Each one of these projects was

strategic planning related, but unique to each county. Feel free to contact any one of the individuals. If

you would like additional references, please let me know.

Carver County, Minnesota

Mr. Dave Hemze, County Administrator

952-361-1526

Dakota County Community Development Agency,

Minnesota

Ms. Cheryl Jacobsen,Director of Administration

651-675-4433

Dodge County, Minnesota

Mr. Jim Elmquist, County Administrator

507-635-6239

McLeod County, Minnesota

Mr. Patrick Melvin, County Administrator

320-864-1324

Nicollet County, Minnesota

Mr. Ryan Krosch, County Administrator

507-934-7204

Pipestone County, Minnesota

Ms. Sharon Hanson, County Administrator

507-825-6742

Washington County, Minnesota

Mr. Kevin Corbid,Deputy County Administrator

651-430-6003

Timeline

The strategic planning process generally takes two to three months to complete. Many factors are

involved in the final timeline, including the ability to schedule key decision-makers for meetings. If the

process begins in early June, unless there are extenuating circumstances, it is anticipated that the scope of

work and outcomes will be completed no later than mid-September. Summer months are often

challenging for scheduling purposes; so our plan will be to remain open to whatever timeline DVHHS

Board and staff need.


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Fee

The cost for the strategic planning is $6,500. Miscellaneous expenses associated with the process include

travel and general expenses; these costs will not exceed $1,000. This fee includes all preparation; pre-

session meetings and planning, facilitation and working with the staff on the follow-up document after

the sessions are completed.

I propose that the optional services be priced and agreed upon at some key point in the strategic planning

process when more information is learned, understood and the specific services can be quantified and

more accurately scoped. At any time in the process at the request of the DVHHS we can finalize the

work plan and scope to determine the exact price and timeframe. For budgeting and consideration, I

recommend you consider an estimated price to be $6,500; with a range as low as $2,500 and as high as

$10,000. This amount does not include miscellaneous travel expenses.

_____________________

David Unmacht

Springsted Incorporated

June 5, 2014


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One of the greatest impediments to executing

a successful business strategy is the companys

culture. If the two are not aligned, failure is

inevitable. Fortunately, many companies have

cracked the code on getting strategy and culture

to work together to achieve strong business

results. And Work Effects has developed a process

to guide your company leaders to what is arguablythe strongest business differentiator: a culture

thats aligned with your business strategy.

The evidence is overwhelming: books abound

on the subject and a quick Google search for

corporate culture and performance results in

more than 75 million hits. The John Kotter and

James Heskett book, Corporate Culture and

Performance, reports their study findings that over

a period of 10 years companies that intentionally

managed their companies well outperformedsimilar organizations that didnt:

In a half-day session, your strategic leadership

team will be challenged to take the pulse of your

organizations health (the ability to function

effectively), identify and prioritize the dimensions

of purposeful culture that impact the strategy most,

clarify the business strategy in relation to culture,

build action plans to align culture, strategy, and

determine milestones to measure success.

A workshop to jump start results

Revenue +682% +166%

Stock price +901% +74%

Net income +756% +1%

Job growth +282% +36%

T R U S T . T R A N S F O R M . P E R F O R M .

www.work-effects.com | 612.333.4272

CULTUREINTENTIONALLY MANAGED CULTURE NOT INTENTIONALLY MANAGED

ALIGNING

STRATEGYANDCULTURE


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Work Effects 2014. All rights reserved.

T R U S T . T R A N S F O R M . P E R F O R M .

www.work-effects.com | 612.333.4272

Leadership Knowledge. Follow-through,

Confidence in Management

Trusted Organizations Integrity,Strategy

Trusted Individuals Respect,

Communications

Individual Capacity Job-Company Fit,

Performance

Team Capacity Resources, Problem

Solving, Team Effectiveness

Organizational Capacity CustomerIntensity, Alignment, Quality, Resilience

Organizational Climate Fairness, Safety

Dimensions of Organizational Health

Dimensions of purposeful culture

Takeaways

Customer Transactional or Intimate

Market Approach Market Adopter or

Market Leader

Identity Brand Centric or Brand Neutral

Focus External or Internal

Risk Tolerance Risk Mitigation or

Embrace Risk

Operational Approach Low Process

Variation or High Process Variation

Decision Making - Information Facts or

Intuition

Decision Making - Location Centralized

or Decentralized

Atmosphere Disciplined or Social

Results How or What

At the conclusion of the workshop, your leadership

team not only will have an appreciation for the

importance of aligning culture with strategy, but

also will have a blueprint for remodeling your

organization into a differentiated business with a

competitive advantage.

To learn more about how Work Effects can help you

focus and strengthen your organization, visit our

website, send us an email or call us.

Part of the work effects process is to review your companys organizational health. Youll participate in

discussions of the elements that determine an organizations health including:

Work Effects will lead a discussion and analysis of the ten dimensions of culture and their impact on

strategy. Through the workshop activities, you will identify and prioritize the three or four aspects of

purposeful culture most important to executing your unique strategy. Youll learn about:


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Strategy and Culture Integration Proposal

Janice Fransen, Jackson County Coordinator

May 30, 2014

Submitted by:Robert Sicora, Lead Consultant & Solutions Officer

[email protected]

612.288.2282


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Table of Contents

I. Executive Summary......................................................................... 2

II. Provider Information....................................................................... 5A. Customer Expectations ........................................................................... 5

B. Partial Client List ..................................................................................... 7

III. Scope of Services............................................................................. 8

IV. Timeline.......................................................................................... 9

V. Investment Summary.................................................................... 10


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I. Executive SummaryWork Effects is pleased to respond to your request to collaborate with Des Moines Valley Health and

Human Services in building an integrated strategic and culture plan aligned to your mission. WE believe

we are uniquely qualified to assist you in this journey. As one of the worlds premier full-service human

resource consulting firms, Work Effects (WE) has the capabilities to support DVHHS in a wide variety of

initiatives. WE fully understand the demands placed on people in todays working environment. In light

of that, we leverage the energy, wisdom, skills, creativity, and attitudes of an organizations workforce

to generate innovative solutions. WE believe the culture of your organization is your most valuable

asset, and how purposeful you are in shaping it will determine the level of success you have in the

marketplace over the long-term.

Your organizational culture is simply your most critical asset. Your culture can be your biggest and mostlasting competitive advantage or it can be your biggest detractor.

Work Effects can provide DVHHS a streamlined and structured approach that allows you to be very

intentional about how you create your strategy and manage your culture. To do so, we recommend the

following approach, separated into the three requested phases.


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Phase IA: Pre-Strategic PlanningNeeds Analysis

Work with the leadership of DVHHS to understand the current situation within the organization. Activities may include:

o Facilitated discussions with the leadership groupo One-on-one interviews between the consultant and each member of the leadership

team

o Quick employee survey to gather opinions on which direction DVHHS is heading During this phase, we will accomplish:

o An understanding of the current situation using baseline measureswhat is workingand what is not working

o Initial steps of a SWOT analysis of DVHHSPhase IB: Strategic Planning

Facilitate group sessions focused on the Mission, Vision, Core Values, and Objectives of theorganization.

Introduce organizational culture and how to be purposeful in its creation. Survey all employees on opinions of Organizational Health and Culture using the Work Effects

Health + Culture survey tool.

During this phase, we will accomplish:o Drafted Mission, Vision, Core Values, and Objectiveso Understanding of completed SWOTo Drafted Strategic Plan and Business Model for DVHHSo

Determine the current health of DVHHSo Determine the current organizational culture.

Phase II: Culture Development and Integration

Utilize results of the Health + Culture Survey and group sessions to confirm the Mission, Vision,Core Values, and Objectives.

Conduct the Strategy Culture Alignment Workshop with the leadership group to define theneeded, purposeful organizational culture of DVHHS.

Facilitate the alignment of the new strategy and purposeful culture across the organization by:o Developing facilitation skills to lead change efforts around organizational cultureo

Identification of culture alignment gaps, root causes, and potential organizational healthobstacles.

o Creating clear and attainable goals and actions for every employeeo Developing action plans to implement these goals over the next 12-18 months.

During this phase, we will accomplish:o Confirmed organizational strategyo Needed, purposeful organizational culture to achieve the new strategy


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o Understanding of both the strategy and organizational culture at the employee levelo Drafted action plans to achieve the strategic objectiveso Drafted communication plans to implement all changes.

Phase III: Develop Long Range Plan

Forming, training, and supporting a governance committee to oversee the transformation Sharing leading practices across workgroups Creating outcome metrics that are reported to leadership group on a monthly dashboard Conduct quarterly facilitated meetings to touch-base on progress in the transformation journey During this phase, we will accomplish:

o Creation of an accountable governance committee responsible for oversighto Fully developed communication plans both internal and external to the department on

the transformation journey

o Creation of actionable scorecards that cascade down to each employeeo Creation of agendas for quarterly meetings to ensure the transformation is sustainable.

Recommended Additional Services

In addition to this set of services, Work Effects highly recommends the addition of two other services to

ensure the highest level of success in creating a successful strategy at DVHHS.

Insights Discovery is an assessment at the individual level to assist leaders in clear communication and

building successful professional relationships. Work Effects recommends this tool to be used with the

leadership group during the Strategic Planning process to enhance the end results. WE also recommendthis tool to be used with all employees during the Culture Integration process to build stronger teams

who communicate clearly within their team as well as with other groups.

Work Effects also recommends adding in Process Management education to the Long Range Plan. With

several existing organizations and cultures coming together to form DVHHS, work processes may

become muddled, redundant, or simply unnecessary. A full Process Management program, including

facilitated training and analysis sessions, allows work to be done in a more clear, aligned manner. It also

provides employees the skills and language to continually improve their own work environments in the

future.


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II. Provider InformationWork Effects (formerly Creative Metrics) was formed in 1997 as a company to bring exceptionally bright

people together to solve complex human resource problems. WE have the knowledge, expertise,

systems, and resources to deliver a project of any size in any language. WE have primary offices in

Minnesota and Colorado with faculty located around the world. The talent we bring to each project

includes highly accomplished individuals in the following disciplines:

Business Leaderspeople who have run large companies and now help others. Facilitators, Trainers, and Curriculum Designerseducators with proven abilities to enlighten,

challenge, and entertain executive audiences.

Executive Coacheswise professionals who have worked with thousands of executives inhundreds of companies in the North America, South America, Asia, and Europe.

Industrial/Organizational psychologistsexperts in assessment design and research. Project Managersorganizers who make projects seem simple and easy. System Developersbrains who make all the things in the black box work smoothly. Graphic Designersartists who make thinks look professional and beautiful.

A. Customer ExpectationsCommitments

Anticipating and exceeding customers expectations is the key to successful partnerships. A central

component to meeting your expectations is the quality delivered with each milestone and the process

used throughout implementation. While we have decades of experience, each new initiative introduces

new challenges. We fully comprehend the impact of this initiative and institute numerous quality

controls and creative approaches to adapt our solutions to your specific needs. We recognize our

continued success and growth is derived from fully understanding and exceeding our clients

expectations. Our track record demonstrates our ability to continually exceed our clientshigh

expectations. We approach our work with several core commitments.

Build a Collaborative Partnership

A relationship with Work Effects is more than a business arrangement, it is a collaborative partnership.

We work closely with each client to combine client knowledge with our processes, systems and

experience to provide the right solution, in the right way, at the right time. This allows our subject

matter expertise to be applied within the appropriate context of your organization. After all, who knows

your business better than you do?


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Pay Attention to Details

Our customers expect their programs to be flawless. Six Sigma experienced staff have carefully designed

and controlled our work processes to create predictable quality from start to finish. Solutions are

updated on an ongoing basis to reflect the latest advances and remain best-in-class.

Provide a Positive Experience

These initiatives are highly visible, personal in nature and often impact everybody. The professionals at

Work Effects understand the pressures these programs can have on the internal staff responsible for

them. Through careful planning, responsive communications and straightforward processes and

systems, we are able to minimize stress, inspire confidence, maximize the usefulness of the information,

and propel positive outcomes.

Meet Timelines and Budgets

Our entire staff is sensitive to your precious time and resources, thus Work Effects continuouslymonitors schedules, deadlines, costs and expectations to complete each phase of a project on-time and

within budget. We continuously keep your staff fully informed of our progress towards completion and

anticipated next steps.

Be Responsive and Innovative

The service standard at Work Effects is, "Our clients don't call us; we call them". We believe it is our

responsibility to anticipate our clients' questions and proactively provide the answers. With a customer-

first philosophy and an innovative spirit for uncovering new and better solutions, Work Effects goes

above and beyond to identify and exceed customer expectations. This has allowed a 99% customer

retention rate over the last decade with 75% of our growth coming from existing clients.

Creativity

Work Effects is made up of people who are highly passionate about what we do. Our attitude is that

each organization is unique, and there is always a better wayone that is smarter, more efficient, more

powerful, more practical, and more elegant than what has ever been done before. We tailor our

solutions and involvement to maximize your internal resources and help transfer knowledge while also

reducing costs. We do not subscribe to a one-size-fits-all approach and embrace the journey of creativity

with our clients. Our reputation has demonstrated the positive effects of this creative and collaborative

approach in bringing about holistic and effective solutions.


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B. Partial Client ListBernicks Bethel University Boston Scientific

Burger King Cass County Minnesota Centura Health

Citigroup City of Plano Texas Combined Insurance

Corning Courage Center Crow Wing County Minnesota

Deloitte Draka Flextronics

Hilton Hotels & Resorts Ingram Micro Johns Mansville

JP Morgan Chase Kaleida Health Kane County Illinois

KB Home Korn/Ferry International Lockheed Martin

McDonalds NCR The New York Times

The Ounce of Prevention Risdall Marketing Group PepsiCo

Solectron Spanlink Staples

Steele County Minnesota Sun Microsystems Sunbeam/Jarden

TRX UBS Weyerhaeuser


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III. Scope of ServicesFor the purpose of preparing this proposal, WE have made several key assumptions. As there is a greatdeal of flexibility and experience with different solutions, we would encourage a more detailed planning

at the end of each phase to establish the specific solution(s) that would best meet your needs. To

establish a starting point of discussion, Work Effects has outlined the following process for

implementing DVHHSs strategy and culture integration initiative.

Phase IA & IB: Strategic Planning

WE will lead facilitated interviews and group sessions with key employees over a period of 3-4weeks to determine the current situation

WE will facilitate a 2-day strategic planning session with the DVHHS leadership group WE will conduct an employee survey with all employees in English WE will provide pre-communication templates for use in internal communications DVHHS will provide a demographics file containing all employees WE will analyze results and deliver an in-person executive overview and roadmap WE will provide an organizational level report during the executive overview

Phase II: Culture Development and Integration

WE will facilitate the confirmation of Mission, Vision, Core Values, and Objectives WE will lead a 2 hour strategy and culture alignment workshop with up to 12 leaders WE will work alongside with DVHHS to determine prioritized cultural dimensions best suited for

the business

WE will train up to 12 leaders in two half day facilitator training events, i.e. one afternoon andone morning

WE will provide workgroup level reports for each of the leaders as well as defined demographicreports, i.e. tenure, location, age, function, etc.

WE will provide all workgroup facilitation aides and action planning toolsPhase III: Develop Long Range Plan

WE will help to select governance committee members WE will provide eight hours of training to committee members WE will aid the committee in identifying DVHHS specific outcome metrics

WE will provide the committee with an executive dashboard to track and report outcomemetrics.

WE will provide quarterly support to the committee for up to 12 months


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IV. TimelineTo be sure, there are plenty of logistical efforts to be planned. The following timeline is provided as abasis for discussion. As each phase is completed and a determination is made to continue to the next

phase, WE will provide a more specific timeline and documented requirements, deliverables, and

deadlines. We are committed to an accelerated transformation while also taking the necessary steps to

ensure your purposeful culture is sustained and provides the competitive advantages you expect.

Phase:Task Days Needed Duration / Suggested Dates

Phase IA: Pre-Strategic Planning Needs

Analysis

2 - 3 June/July 2014

Phase IB: Strategic Planning 2 - 3 July/August 2014Phase IB: Socialization of Strategy 1 - 2 August 2014

Phase IB: Health + Culture Survey September 2014

Phase II: Confirmation of Mission,

Vision, Values & Strategy Culture

Alignment Workshop

2 - 3 September 2014

Phase II: Culture Integration 2 - 3 September/October 2014

Phase III: Create Governance

Committee

2 October 2014

Phase III: Develop Long Range Plan 1 - 2 October/November 2014

Phase III: Quarterly Touch-Base each time January 2015

April 2015July 2015

October 2015


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V. Investment SummaryWE understand that organizations are in a continuous state of flux. We can provide you minimal amountof expertise to set you on the right path or can walk hand-in-hand with you throughout the entire

journey. The following is a summary of the major components associated with transforming your

culture. A more detailed statement of work would be prepared at the end of each phase to identify

specific deliverables, timelines, and associated investments.

Billable Rates:

Standard Daily Rate: $3,500 Government Daily Rate: $2,000

Standard Half-Day Rate: $2,000 Government Half-Day Rate: $1,200

Standard Insights Profile: $ 295 Government Insights Profile: $ 175 - 195

Deliverables Total (Low) Total (High)

Phase IA: Pre-Strategic Planni ng 4,000$ 6,000$

Phase IB: Strategic Planning Facil itation 6,000$ 8,000$

Phase IB: Heal th + Culture Survey 5,000$ 5,000$

Total Phase I 15,000$ 19,000$

Phase II : Culture Development and Integration 8,000$ 12,000$

Total Phase II 8,000$ 12,000$

Phase II I: Develop Long Range Plan 4,000$ 10,000$

Total Phase III 4,000$ 10,000$

Integration Total 27,000$ 41,000$

Recommended Additional Services

Phase I: Insi ghts Discovery for leadership group (25 @ $195) 4,875$

Phase II: Insi ghts Discovery for al l employees (80 @ $175) 14,000$

Phase III : Process Management education and faci li tation 6,000$ 10,000$


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Agenda Item: Hiring of Health Educator change of professional status forEmegency Preparedness Planner and Childhood Health Prevention .8 to 1.0FTE. Increase of .2 FTE from current.

Presenter: Pat Stewart Estimated Time:10 minutes

Board Action Required:Approval of Staff Change

Attachments: Choose an item. Attachment Name:Click here to enter text.

Background: This is an existing position in-which a retirement request hasbeen made to Pat Stewart, PH Director. Position currently is a .08 position incombination with Emergency Planning at .4 and C&TC Outreach .4 FTE.Currently I would like to fill this position at .6 FTE for the EP Planner due tothe requirements of the grant and the requirements to learn the position.The position of C&TC will remain at .4 FTE covering both the Jackson andWindom workload.

Fiscal Impact:Cost of this position at Grade 13 Minimum would be $64951.00.The current 2014-2015 BP EP Grant is $48,000.00 and $16,951 or morebased on need may be used from our Child and Teen Administrative Grantfrom DHS. This estimate of cost is based on family coverage with the lowestdedutible.



Motion: ________________________

Second: _______________________



Notes:_____________________________________________________________________________________

__________________________________________________________________________________________

DVHHS June 12 Packet

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