Strategic Plan SFY 2014-2015
16
Strategic Plan SFY 2014-2015 Oklahoma Department of Human Services
Transcript of Strategic Plan SFY 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
OIG
Stra
tegi
c Pl
an |
Page
1
GROWING in a NEW DIRECTIONSFY 2014-2015 Strategy Map
A Letter from the Inspector General
Under the direction of our new leader, Director Ed
Lake, the Oklahoma Department of Human Services
has embarked on a two-year journey to improve
on the quality of service we provide not only to the
customers we serve but to all Oklahomans. Our new
strategic plan is called “Growing in a New Direction,”
which is the framework for our journey to improve
upon our business quality.
The Office of Inspector General is united by the
goal of “Growing in a New Direction” through
our accountability, quality and integrity in the
administration of public resources. Our employees
work each day, knowing that we have a responsibility
to the citizens of Oklahoma to pursue these goals.
We expect the very best of ourselves, and, through
our hard work, we will achieve our goals.
Tony Bryan
Inspector General
Page 2 | OIG
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 strive to reduce client abuse and exploitation by June 2015.
Action Plan:Beginning July 2013, we will assist other divisions and agencies in selected criminal exploitation cases and seek criminal prosecution.
Beginning July 2013, we will conduct audits, when requested, to ensure division compliance with agency policies and procedures.
Beginning July 2013, we will investigate drug referrals of child care providers.
Beginning July 2013, we will investigate drug and alcohol rehabilitation facility use of client benefits, upon approved referral.
Important Results:• The number of audits completed
• The percentage and type of investigations completed
• The number and percentage of cases accepted by the district attorney
OIG
Stra
tegi
c Pl
an |
Page
3
OUTCOME 1: Oklahomans lead safer, healthier, more independent and productive lives.
Goal 2: We will reduce participation barriers for Oklahomans who are eligible to receive DHS services.
Objective 1: We will ensure clients receive services for which they are eligible beginning July 2013.
Action Plan:Beginning July 2013, we will evaluate program integrity with independent quality control audits to ensure benefits received are issued correctly.
Beginning July 2013, we will provide audit findings to Adult and Family Services to be used to inform and develop staff training.
Beginning July 2013, we will provide data to USDA Food and Nutrition Service to determine Supplemental Nutrition Assistance Program (SNAP) error rates (state performance).
Important Results:• Reduced SNAP error rates
• The number of audits conducted annually
• The number and types of findings
Page 4 | OIG
Strategic Plan
OUTCOME 1: Oklahomans lead safer, healthier, more independent and productive lives.
Goal 3: We will improve the well-being of Oklahomans.
Objective 1: We will improve the well-being of Oklahomans through audits and investigations to identify program areas in need of improvement and make recommendations by June 2015.
Action Plan:Beginning July 2013, we will conduct timely investigations and audits of identified program deficiencies.
Beginning July 2013, we will make recommendations for specific actions for improvement.
Beginning July 2013, we will identify and recommend solutions to address any client data security issues.
Important Results:• The number and types of investigations that resulted in improvement recommendations
• The number and types of audits
• The number and types of findings that result in recommendations accepted
• The decrease in the number of security incidents
• The decrease in the number of client notifications sent as a result of security incidents
OIG
Stra
tegi
c Pl
an |
Page
5
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 improve our internal, two-way communication beginning July 2013.
Action Plan:Beginning July 2013, we will utilize technology as appropriate to improve communication and training with staff.
Beginning July 2013, we will promote diversity through cultural celebrations held in Oklahoma City and local offices.
By October 2014, division leadership will communicate with all division employees regarding unit and division-specific information at least once a month.
Important Results:• The increased use of technology for communication
• The increased percentage of employees who report adequate and quality two-way communication
• Team members report an improved perception of Office of Inspector General communication efforts
Page 6 | OIG
Strategic Plan
OUTCOME 2: Our workforce is informed, supported and engaged.
Goal 2: We will increase our work-related skills and knowledge.
Objective 1: We will increase the knowledge of Office of Inspector General (OIG) staff regarding program eligibility and professional standards beginning July 2013.
Action Plan:Beginning July 2013, we will provide quarterly training on program eligibility to ensure staff is aware of the most current eligibility standards.
Beginning July 2013, we will monitor training hours and training for specific skill areas for the Internal Audit and Investigations units.
By June 2015, designated management will attend the Human Resources Academy.
Important Results:• The number of training hours obtained per employee
• The number and percentage of certifications obtained or maintained
• The number of OIG managers who have completed the Human Resources Academy
OIG
Stra
tegi
c Pl
an |
Page
7
OUTCOME 2: Our workforce is informed, supported and engaged.
Goal 3: We will provide opportunities to improve our physical, emotional and financial health.
Objective 1: We will assure division members are aware of the variety of benefits and employee-focused services available beginning October 2014.
Action Plan:Beginning July 2013, we will provide safety and wellness information via quarterly emails and bulletin board postings.
By October 2014, we will identify additional training needs based on deficiencies identified, new policies and technological advances or improvements.
Beginning October 2014, we will develop a quarterly email for employees focused on providing information regarding a specific benefit.
Important Results:• Improved Office of Inspector General employee awareness of benefits available
• The number of trainings provided
• The improved matching of training delivered to training needed
• The increased understanding of training needs
Page 8 | OIG
Strategic Plan
OUTCOME 3: We are engaged with communities to meet the needs of vulnerable Oklahomans.
Goal 1: We will improve communications with community partners and key stakeholders.
Objective 1: We will increase awareness and knowledge of Office of Inspector General (OIG) services, purpose and processes for DHS community partners and staff beginning July 2013.
Action Plan:Beginning July 2013, we will develop and distribute an annual report.
Beginning July 2013, we will educate agency employees and community partners regarding core services available from the Security and Emergency Management Unit.
Beginning July 2013, we will issue press releases, as needed, for important OIG findings and recoveries.
Beginning November 2013, we will develop a plan to inform community partners, including vendors, about the services, purpose and processes of OIG.
Beginning June 2014, we will publish the annual report to the website annually.
By January 2015, we will conduct measurements with agency staff regarding knowledge and expectations of OIG.
Important Results:• The increased number of staff who access services from OIG
• The increased number of community partners who access services from OIG
• The increase awareness of OIG purpose and processes
• The number of press releases issued
* Where an evaluation plan will be created, we anticipate additional Important Results to be added.
OIG
Stra
tegi
c Pl
an |
Page
9
OUTCOME 3: We are engaged with communities to meet the needs of vulnerable Oklahomans.
Goal 2: We will build and strengthen community partnerships to provide clients greater access to resources.
Objective 1: We will increase networking opportunities and our professional presence in the community beginning July 2013.
Action Plan:Beginning July 2013, we will participate in professional organizations, associations and coalitions that focus on identifying best practices in our field.
Beginning July 2013, we will identify best practices for possible adoption in Oklahoma.
Beginning July 2013, we will continually monitor state and federal mandates for compliance and improvements.
Important Results:• The number of improvements adopted based on identified best practices
• The number of professional trainings attended
• The number and percentage of employees involved in professional organizations, associations and coalitions
Page 10 | OIG
Strategic Plan
OUTCOME 4: We have a culture of continuous improvement.
Goal 1: We will continue to promote systematic process improvement initiatives designed to improve and promote DHS service delivery excellence and client satisfaction.
Objective 1: We will improve customer service beginning January 2014.
Action Plan:Beginning January 2014, we will conduct quarterly customer service questionnaires to review and assess client feedback on interaction with staff.
Beginning January 2014, we will identify opportunities for improvement based on survey results.
Important Results:• Improved customer service
• Clients report that OIG employees take their schedule into consideration when arranging for in-person interviews
• Clients report that OIG employees arrive on time for scheduled interviews
• Clients report that OIG employees are professional
OIG
Stra
tegi
c Pl
an |
Page
11
OUTCOME 4: We have a culture of continuous improvement.
Goal 2: We will maintain a culture of accountability, including fiscal integrity, at all levels of the organization.
Objective 1: We will oversee and preserve the integrity of DHS programs and services through prevention, detection and prosecution of fraud, waste and abuse by DHS clients, vendors, employees or the general public beginning July 2013.
Action Plan:Beginning July 2013, we will report quality control results to appropriate division for use in programs administration improvement.
Beginning July 2013, we will conduct audits of DHS programs, processes and contractors to assure accountability and regulatory compliance.
Beginning July 2013, we will conduct criminal and administrative investigations of clients, vendors and employees.
Beginning July 2014, we will conduct physical security audits of DHS offices and facilities.
Important Results:• The number of internal audits and desk reviews completed
• The number of child care audits completed
• The number and amount of overpayments
• The number of investigations completed
• The number of Quality Control audits and findings
• The number of physical security audits and findings
Page 12 | OIG
Strategic Plan
OUTCOME 4: We have a culture of continuous improvement.
Goal 3: We will increase the understanding and application of outcome-focused performance and evidence-based practices at all levels of the department.
Objective 1: We will increase the performance awareness of the Office of Inspector General (OIG) and ensure that our goals and objectives are aligned with the department-level strategic plan by April 2014.
Action Plan:Beginning July 2013, we will develop and distribute an annual report.
By May 2014, we will work with Design Services to produce and distribute the OIG Strategic Plan.
Beginning June 2014, we will publish the annual report to the website annually.
Important Results:• The increased performance awareness of staff based on success of strategic plan objectives
• The increased number of DHS staff who are aware of the OIG annual report
• The increased number of DHS staff who access the OIG annual report for information
OIG
Stra
tegi
c Pl
an |
Page
13
S14048 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 $157.35 for 65 copies. Copies have been deposited with the Publications Clearinghouse of the Oklahoma Department of Libraries.
