Finance, Technology and Analytics Strategic Goals

At DSHS, our House of Health and Human Services priorities drive our agency’s Strategic Plan goals. This page highlights DSHS – Finance, Technology and Analytics strategic goals, action plans and success measures.  

Jump to other parts of the DSHS Strategic Plan: BHH - ES – HCL – IT – OOS – VR

DSHS - Finance Technology and Analytics Strategic Goals

In the strategic planning process, we identify three key components. 

  1. The Strategic Goal: Sets the goal that we are striving to achieve. 
  2. The Action Plan: Our action strategies to get there. 
  3. The Success Measure: The outcome to achieve a goal. 

 

Read below about all of the components of DSHS Finance, Technology and Analytics' strategic goals.    

 

Strategic plan index: Jump to a section of the plan by clicking the Strategic Goal (SG) 

  1. Support client safety and staff satisfaction through an integrated approach to facility management, focused on building and maintaining an environment that provides a seamless experience and ensures efficient and effective resource utilization and management. 
  2. Ensure fiscal responsibility and sound financial management by safeguarding taxpayer dollars. 
  3. Provide responsible research and data analysis services centered on ethical conduct, data integrity, and transparency. 
  4. Implement modern digital tools to enhance operational efficiency.   
  5. Improve organizational effectiveness and efficiency through high performing and engaged teams. 

  

Strategic Goal #1: Support client safety and staff satisfaction through an integrated approach to facility management, focused on building and maintaining an environment that provides a seamless experience and ensures efficient and effective resource utilization and management.  

The Action Plan: 

  • The Leased Facilities Maintenance & Surplus Planning and Design Team (LFMS) will strategically right-size and reconfigure DSHS leased facilities to meet program business needs taking into account telework and support staff working in a hybrid work environment (remote staff plus in-office staff). 
  • The Office of Capital Programs (OCP) will continue to evaluate building needs while balancing client safety, person-centered and therapeutic/evidence-based care, and staff satisfaction in the strategic development of future capital budget requests. 
  • The LFMS Management team will develop a prototype lease and space management tool in ArchGIS Indoors with functions to track leases and monitor lease terms and budgets and manage and reserve drop-in and hotel workspaces in DSHS facilities. 
  • The LFMS Energy Efficiency Specialist, in collaboration with the DSHS Fleet Manager, DSHS Logistic Manager, and Office of Capital Programs will develop an electric vehicle supply equipment implementation (EVSE) plan to seek funding for fleet electrification to comply with the Governor’s Executive Order 21-04. Plan will include assessment of number of ports needed to support fleet electrification at all vehicle locations as well as estimate of costs. 
  • The Maintenance and Operations Division (MOD) will maintain a preventative maintenance program at each DSHS facility ensuring we meet the requirements of the Centers for Medicare and Medicaid Services and Joint Commission. 
  • The LFMS Surplus Team will enhance operational efficiency in DSHS facilities by providing essential support through workspace reconfigurations, ensuring safe and accessible work environments are maintained, and surplus pickup for all DSHS facilities.  

Success Measure: 

  • 1.1: LFMS will publish a final six-year strategic leased facilities plan by June 30, 2026.    
  • 1.2.1: OCP will develop a 10-year capital plan (2027-37) that addresses short- and long-term strategic investments for buildings on DSHS state owned campuses by October 2026.  
  • 1.2.2: OCP will be on time and within budget on the New Forensic Hospital while supporting the future CMS accreditation, target date of August 2028. 
  • 1.2.3: OCP to create a more consistent and inclusive project development process with DSHS partners for capital planning efforts, target date of August 2026.  
  • 1.3: Working prototype lease and space management tool will be developed by August 30, 2026.  
  • 1.4: LFMS will publish the EVSE implementation plan by June 30, 2026.   
  • 1.5: MOD will monitor and prioritize service requests ensuring a focus on preventative maintenance (PM). Analyze staffing level and staffing pattern needed to achieve the PM goals. Submit a decision package, if necessary, to request the type and number of staff needed to achieve the PM goal by FY 27-29. 
  • 1.6: LFMS Maintenance and Surplus team will implement a new work order system by August 30, 2026.  

Strategic Goal #2:  Ensure fiscal responsibility and sound financial management by safeguarding taxpayer dollars. 

The Action Plan: 

  • Management Services Office (MSO) will meet with office leaders monthly to communicate, inform, and educate to better project spending and communicate overspending.  
  • Central Budget Office (CBO) will develop and maintain analytical partnerships annually, with each administration and the Office of Financial Management (OFM) to support the DSHS Secretary’s policy and budget direction.    
  • The Central Budget Office will coordinate and implement an IT solution for reporting out monthly fiscal status information by administration.    
  • Create an enterprise IT prioritization strategy with a unified budget that funds innovation, Enterprise Architecture, Research & Development, and Management & operations to modernize legacy solutions. Partner with all DSHS administrations to inventory IT investments and optimize them enterprise-wide. 

Success Measure: 

  • 2.1: CBO will identify fiscal risks and collaborate on corrective action plans, 100% of the time, annually, to ensure overall appropriations were not overspent, by June 2027.  
  • 2.2: 100% of the agency budget request will be submitted to OFM on time, annually.  
  • 2.3: The CBO fiscal status dashboard will be implemented by December 2025.  
  • 2.4: Consult with all DSHS administrations to identify opportunities with IT investment capacities and capabilities by December 31, 2027. 
  • 2.5: Identify and prioritize all DSHS IT investments in the Enterprise DSHS IT Portfolio to inform agency IT decision-making and resource allocation by June 30, 2027.  

Strategic Goal #3: Provide responsible research and data analysis services centered on ethical conduct, data integrity, and transparency.

The Action Plan: 

  • Provide timely and accurate data and scientifically valid analyses and reports to support DSHS programs and external partners by:  
  • Working with DSHS programs and partner agencies to complete research, analytics, and reporting to support operations and program/policy decisions.   
  • Ensuring that insights derived contribute positively to knowledge while respecting ethical boundaries.  
  • Prioritize privacy and ensure all confidential client data is protected from unauthorized disclosure by:  
  • Research and Data Analysis Division (RDA) Information Security unit staff and data/application management teams will follow agency and division policies and procedures that meet federal, state, and agency data security and privacy requirements.  
  • Upholding the highest standards in research practices and fostering a culture of responsible data usage.  

Success Measure: 

  • 3.1: All analytic requests and reports are completed within the expected timelines throughout the 25-27 biennium.  
  • 3.2: Ensure there are no breaches of client confidentiality in the operation of any RDA data system or application containing sensitive client data throughout the 25-27 biennium. 

Strategic Goal #4:  Implement modern digital tools to enhance operational efficiency. 

The Action Plan: 

  • Prepare for One Washington by attending meetings, training, and completing required action items. (One Washington, led by the Office of Financial Management, is a state enterprise-wide transformation program focused on replacing 1960s-era technology with a cloud-based solution for finance, procurement, budget, HR, and payroll processes.)  
  • Implement scheduling, time, and attendance system, (SILAS- System for Integrated Leave Attendance and Scheduling) that will replace Leave Tracker across the department.  
  • Update and expand the Agency Contracts Database Helpdesk manual. Train all DSHS purchasing coordinators on One Washington solution’s system functions in advance of go-live dates.  
  • Continue to track turnaround times daily and use surveys, focus groups, and training groups to gather customer satisfaction ratings from customers. Timely turnaround times for background checks are essential for the hiring and care of Washington State’s most vulnerable populations.  

Success Measure: 

  • 4.1: Staff will support One Washington go live date, as provided by Office of Financial Management.  
  • 4.2: Funding will be sought to continue SILAS implementation at Behavioral Health and Habilitation Administration  (BHHA) Eastern State Hospital, Western State Hospital, SOLA/SOCR homes July 2026 and completed by June 2028, resulting in efficient management of the complexities of staffing 24-hour facilities, as well as replacing labor intensive manual processes and outdated systems.  
  • 4.3: Provide efficient, responsive, legally sound, and compliant contracting services and central purchasing support and consultation to all DSHS administrations by ensuring 90% of all new administration contracts staff have completed all required contracts trainings within six months of hire.  
  • 4.4: Increase background check customer satisfaction levels to 80% or higher, while maintaining average turnaround time of three (3) business days or less.  
  • 4.5: The Background Check System (BCS) will maintain a regular, monthly release cycle of updates and modifications, continuously assessing backlogs of features and enhancements in collaboration with the Background Check Central Unit and based on customer and staff feedback, throughout the next biennium.  
  • 4.6: Procure and implement a new fleet management system prior to One Washington Phase 1B completion and decommission out-of-date TRACKS system.  

Strategic Goal #5:  Improve organizational effectiveness and efficiency through high performing and engaged teams.

The Action Plan: 

  • Analyze and review org charts across the Finance, Technology, and Analytics Administration (FTAA).  
  • Increase employee recognition, professional development, training opportunities, and improve employee engagement.  
  • Increase innovation through the development of a multitalented workforce.  
  • Promote access for all users by reviewing and improving ADA Title II compliance across all FTAA policies, practices, and procedures.  
  • Build a more human-centered work environment within FTAA, promoting an inclusive, positive workplace culture where everyone is enabled to bring their authentic selves to work and experience an enhanced sense of belonging.  
  • Expand business and economic opportunities for Office of Minority and Women’s Business Enterprises (OMWBE) suppliers and contractors by using purchasing and contracting best practices for DSHS IT and DIT administrative goods and services, in alignment with state requirements.  

Success Measure: 

  • 5.1: FTAA will develop a path towards career advancement program by July 1, 2026, and provide leadership training and career development opportunities for all employees by July 1, 2026.  
  • 5.2: FTAA’s Title II ADA coordinator will manage to identify and correct any Title II ADA deficiencies within FTAA by July 1, 2026.  
  • 5.3: Increase the percentage of new, qualified DSHS-owned IT contracts/purchases with OMWBE firms by at least 10% each year starting July 1, 2025.