Office of the Secretary Strategic Goals

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We Are One DSHS

A guide to The Office of the Secretary's strategic plan for the 2023-2025 planning cycle. 

From transforming our IT's cloud-smart solutions to supporting staff's entire employee life cycle, the future of our agency is bright.

 

We are One DSHS Read and download OOS's 2023-2025 Strategic eBook here>

 

 


 

OOS' 2023 - 2025 Strategic Plan 

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

  1. The Strategic Objective: Sets the goal that we are striving to achieve.
  2. The Action Plan: Our action steps to get there.
  3. The Success Measure: The outcome that would let us know we have achieved that goal by 2025.

Read in detail below about all of the components of OOS' strategic plan. To read about OOS' Strategic Plan Metrics, read the full report here

Strategic plan index: Jump to a section of the plan by clicking the Strategic Objective (SO)

  1. SO #1: Reduce the quantity of workplace injuries.
  2. SO #2: Reduce the severity of workplace injuries.
  3. SO #3: Improve workplace safety through compliance, knowledge and changed behavior.
  4. SO #4: Protect DSHS clients' information and records through strong department-wide processes and policies.
  5. SO #5: Support the agency mission of Transforming Lives by ensuring the department complies with timely response under the Public Records Act. 
  6. SO #6: Review and assess the implementations of corrective action plans for audit engagements during FY23-25 to ensure the CAP activity was performed.
  7. SO #7: Maintain the quality assurance improvement process requirement to ensure that Internal Audit and Consultation is in compliance with the Institute of Internal Auditors Professional Standards (Standard 2500).
  8. SO #8: Transform the DSHS core administrative functions through the One Washington program.
  9. SO #9: Cloud Smart - Migrate Exchange online, Microsoft Teams, software source code to the cloud and enable server auto provisioning. 
  10. SO #10: Ensure that elected officials receive timely responses to their constituent service inquires.
  11. SO #11: Advance DSHS in becoming an anti-racist, equitable and transformational organization through increasing workforce equity, diversity, access and inclusion (EDAI) competency and organizational performance.
  12. SO #12: Promote universal access, inclusion and safety for employees, clients and stakeholders through the removal of barriers to employment and service delivery.
  13. SO #13: Advance equity, anti-racism, anti-poverty and eliminate barriers to access in our communities by increasing business opportunities for diverse suppliers and contractors.
  14. SO #14: Advance legal and regulatory compliance, universal access to services and programs, and prompt and equitable resolution of complaints for clients, customers and members of the public through the establishment of a non-employment discrimination complaint process.
  15. SO #15: Protect confidential and sensitive data by aligning DSHS enterprise information security with statewide cybersecurity strategies.
  16. SO #16: Enable digital transformation to meet business objectives with more efficient and effective technology solutions that create value, improve customer satisfaction and support DSHS in transforming lives.
  17. SO #17: Continue to provide effective, timely and high quality communication about the Department of Social and Health Services, internally and externally, in collaboration with our partners. 
  18. SO #18: Ensure the DSHS website is organized according to industry standards, accessible, secure and adaptable/scalable to current technology and easy for users to navigate in order to get the information they need.
  19. SO #19: Online filing of documents related to cases before the Board of Appeals.
  20. SO #20: Increase DSHS employee participation in the Washington State Combined Fund Drive.
  21. SO #21: Public safety review panel data is secure and utilized to report and analyze, with an equity lens, trends and outcomes related to release recommendations for mental health patients referred to the panel. 
  22. SO #22: Every DSHS administrative policy is within its designated sunset review due date and compliant with the equity, diversity, access and inclusion requirements of updated AP 11.08.
  23. SO #23: Support the Governor's Poverty Reduction Plan from a tribal lens.
  24. SO #24: Build department and partners' expertise in working with tribes as they develop capacity around government-to-government relations.
  25. SO #25: Provide support to the Governor's Indian Health Advisory Council.
  26. SO #26: Enhance customer service.
  27. SO #27: Embody equity, diversity, access and inclusion.
  28. SO #28: Celebrate HRD employee well-being and engagement.
  29. SO #29: Support the Department in using new systems and processes. 
  30. SO #30: Customers of OISVC will have a positive experience. 
  31. SO #31: Enhance the Aspiring Leader Academy to support future success of upcoming leaders. 

 

Strategic Objective #1: Reduce the quantity of workplace injuries.

The Action Plan:

  • Partner with facility and office safety staff to ensure programs are in place and effective.
  • Meet with leadership to garner support for a "tone at the top" approach.

Success Measures:

Reduce the rate of federal Occupational Safety and Health Administration recordable injuries by 10% from 6.49 in 2020 to 5.84 in December 2025. 

Strategic Objective #2: Reduce the severity of workplace injuries.

The Action Plan:

  • Identify causes and trends of injuries across the agency that result in the greatest severity. 
  • Based on findings, create targeted action plans to reduce the number and severity of workplace injuries with the highest incident rates throughout DSHS.

Success Measures:

Reduce the rate of injuries resulting in Days Away, Restricted (light duty) or Transfer (change of position) by 10% from 5.89 in 2020 to 5.30 by December 2025. 

Strategic Objective #3: Improve workplace safety through compliance, knowledge and changed behavior.

The Action Plan:

  • Perform 100% of planned Safety and Health Performance Assessments. 
  • Provide solutions on the SHPA, not just problems. Be coaches instead of referees.
  • Follow up in person nine days after each SHPA, to provide help and guidance.
  • Annually solicit and implement SHPA process improvement recommendations from stakeholders.

Success Measure:

Improve the average Safety and Health Performance Assessment score from 76% in 2018 to 95% by December 2025. 

Strategic Objective #4: Protect DSHS clients' information and records through strong department-wide processes and policies.

The Action Plan:

  • Continue staff training and education on handling of confidential information.
  • Continue mitigation put in place as a result of incidents.
  • Conduct risk analyses on department information assets holding protected health information. 
  • Implement corrective actions that arise from risk analyses.

Success Measure:

Maintain the number of confidentiality breaches to 45 or less each calendar year.

Strategic Objective #5: Support the agency mission of Transforming Lives by ensuring the department complies with timely response under the Public Records Act. 

The Action Plan:

  • Continue staff training and education on handling of public record requests.
  • Continue timely data entry into agency records request tracking system for required response dates.
  • Continue to monitor and improve agency PRA responses as needed.

Success Measure:

Maintain the number of public records requests closed within 5 days to 50% or more each calendar year.

Strategic Objective #6: Review and assess the implementations of corrective action plans for audit engagements during FY23-25 to ensure the CAP activity was performed.

The Action Plan:

  • Use the newly developed tracking tool to identify the actions taken on the part of the administration and to identify the six month time frame from initial CAP.
  • Continue to conduct periodic meetings with the Chief Information Security Officer and the Information Security
  • Department Team to discuss and establish one unified CAP tool.
  • IAC will develop a template for the CAP follow up reports and how the review/assessment will be conducted in the next 60-90 days.
  • IAC will work with the ISO and evaluate software available to track the CAPs and provide reports with metrics for executive management and the audit committee.

Success Measure:

Increase the reviews of all CAPs submitted to 100% by the end of FY23 and sustain it through FY24.

Strategic Objective #7: Maintain the quality assurance improvement process requirement to ensure that Internal Audit and Consultation is in compliance with the Institute of Internal Auditors Professional Standards (Standard 2500).

The Action Plan:

  • IAC Team complete quality assurance program periodic internal self assessments every six months.
  • Report the results of the self assessments to the IAC team and the CAE.
  • Track the self assessment ongoing monitoring results as part of IAC's key performance indicators. 
  • Report the results of IAC's periodic self assessments to the audit committee yearly in October.
  • Contract with an independent validator in October 2023 to perform the QAIP independent validation in February/March 2024.
  • IAC conduct the self assessment of the QAIP in November/December 2023.
  • Conduct a quality assurance and improvement program audit by the independent validator in February/March 2024.
  • Improve the tracking of the standards status and create a corrective action plan for those standards that have a partially conforms.

Success Measure:

Ensure ongoing compliance with the IIA standards through the 2023-2025 biennium.

 

Strategic Objective #8: Transform the DSHS core administrative functions through the One Washington program.

The Action Plan:

  • Implement IT solutions that will integrate OneWA ERP systems with DSHS' financial systems and databases.
  • Modify DSHS' internal unique systems to comply with changes to accounting and financial reporting standards resulting from OneWA ERP implementation.
  • Retire and replace internal systems and processes with functionality available in new OneWA ERP. 

Success Measures:

  • Reduce the number of financial and procurement systems needed to support agency core business processes by 15% by July 2023.
  • Modify DSHS' internal unique systems to comply with changes to accounting and financial reporting standards by July 2025.

Strategic Objective #9: Cloud Smart - Migrate Exchange online, Microsoft Teams, software source code to the cloud and enable server auto provisioning.

The Action Plan:

  • Implement Microsoft Teams across OOS.
  • Migrate to Exchange Online.
  • Migrate Team Foundation Server to Azure Dev/Ops.
  • Migrating Dev/Ops to use GitHub to allow for open source code version control and software development collaboration.
  • Have the ability to dynamically move virtual servers from the private cloud (on premises) to the public cloud (Azure).

Success Measure:

Ensure all of the Office of the Secretary has migrated to Exchange Online by December 2023.

Strategic Objective #10: Ensure that elected officials receive timely responses to their constituent service inquires.

The Action Plan:

  • Ensure that administrations assigned to respond to constituent service inquiry receive reminder 24 hours prior to the responses being due.
  • Ensure that administrations assigned to respond to constituent service inquiry receive reminder when response is past due.
  • Administrations must notify constituent services program if they will not be able to complete response by assigned due date and will provide rationale as to when they believe they will be able to complete response.
  • DSHS constituent services will connect with constituent and elected official to provide an update and request an extension for providing a response.
  • DSHS constituent services program will conduct quarterly review of performance to evaluate progress towards achieving goals.

Success Measure:

Increase the percent of constituent services inquiries that submitted by elected officials that are responded to timely from 81% in September 2021 to 90% by June 2025.

Strategic Objective #11: Advance DSHS in becoming an anti-racist, equitable and transformational organization through increasing workforce equity, diversity, access and inclusion (EDAI) competency and organizational performance.

The Action Plan:

  • Continue to identify actions, measures and progress in moving the needle of equity, diversity, access and inclusion maturation mode in the areas of:
  • Creation and distribution of videos on the department's role in anti-racism and application of equity tools.
  • Improve and sustain of the equity impact assessment tools and procedures to support inclusion of an equity impact statement in each decision package.
  • Completion of the department's progress on the EDAI maturation model.
  • Advancement opportunities for emerging leaders committed to EDAI.
  • Expansion of remote, telework and flexible work schedules to increase workforce diversity and workplace inclusion.
  • Hiring of Black, Indigenous and other People of Color in senior leadership positions.
  • Holding EDAI/race conversations in team meetings or huddles.
  • Identification and elimination of structures, systems, policies and procedures that produce disparate, uneven, race culture outcomes and power dynamics.
  • Completion of the annual performance evaluation section that expects and recognizes anti-racism and EDAI efforts.
  • Listening session with senior leadership.

Success Measure:

Ensure each administration, division and office are integrating the truth, social justice and dismantling racism tools to track department wide progress through January 2024.

The Action Plan:

  • Assess the progress of the truth, social justice and dismantling racism three-year initiative (2021-2024) using the EDAI maturation model through engagement of executive and senior leadership, DSHS EDI council, EDAI Communities of Practice, elevated voices data and stakeholders.
  • Co-create the department's next anti-racism vision and objectives with executive and senior leadership, DSHS EDAI council, EDAI communities of practice, employees listening sessions data and stakeholders.

Success Measure:

Develop next level anti-racism work by updating the truth, social justice and dismantling racism initiative by June 2025.

The Action Plan: 

  • Receive assessment data and consultation from the Office of Equity to address the:
  • Development of statewide language access requirements.
  • Removal of barriers to accessing state services.
  • Decrease inequities across state government.
  • Strengthening of policy, integration and collaboration.
  • Building of new systems, structures and processes to dismantle systemic racism.

Success Measure: 

Ensure ongoing alignment with State of Washington equity plan through continued collaboration with the Office of Equity to continue to address mental and physical health, economic, legal, educational and employment disparities throughout the 2023-2025 biennium.

Strategic Objective #12: Promote universal access, inclusion and safety for employees, clients and stakeholders through the removal of barriers to employment and service delivery.

The Action Plan:

  • 100% of DSHS administrations and Division of Vocational Rehabilitation submit respective implementation plans to
  • DSHS ADA coordinator within one year of ADA plan adoption.
  • DSHS ADA coordinator provides ADA plan implementation progress reports to DSHS cabinet and the ADA advisory committee at least every fiscal year.
  • 100% of DSHS administrations and Division of Vocational Rehabilitation maintain at least one qualified and dedicated
  • ADA coordinator to serve on the ADAAC from SFY23-25.

Success Measure:

Fully implement the DSHS SFY23-25 Americans with Disabilities Act Plan by June 2025.

The Action Plan:

  • Establish a DSHS Digital Equity Advisory Committee with subject matter experts from all administrations and Office of the Secretary to advance digital equity.
  • Integrate digital equity into agency strategy and DSHS IT governance frameworks, leadership, structures and processes.
  • Use a department-wide digital equity self-evaluation to collect and provide data as determined and required by the Washington State Office of Equity and the Office of the Chief Information Officer to advance statewide digital equity.

Success Measure:

Strengthen the department’s digital equity capacity to support state goals that advance digital government and equitable service delivery to all Washingtonians by June 2025. 

The Action Plan:

  • Fully implement DSHS language access plan SFY 22-24.
  • Secure dedicated resources for:
    • Language access advisor positions from each administration and Division of Vocational Rehabilitation.
    • Translation for DSHS website content.
    • Language access trainings.
    • Agency wide data collection on language access.
    • Language service access contracts.
  • Conduct a department wide language access self-evaluation to inform subsequent DSHS language access plan by June 2024.

Success Measure:

Success Measure: Implement DSHS language access plan objectives by June 2025.

Strategic Objective #13: Advance equity, anti-racism, anti-poverty and eliminate barriers to access in our communities by increasing business opportunities for diverse suppliers and contractors.

The Action Plan:

  • Include 2 questions in E-TRACKS Purchasing System for data collection:
    • 1) Was there a diverse vendor available on the Master Contract?
    • 2) If so, and the diverse vendor was not used, why?
  • BIOT will complete and submit a Diverse Supplier Access and Inclusion Plan with success measures annually to the OMWBE.
  • BIOT will review administrative policies and procedures and revise as needed to align with new DES Supplier Diversity Policy.
  • BIOT will review readily available supplier diversity participation reports quarterly.

Success Measures:

  • Increase expenditures for goods and services (non-client services) from Office of Minority and Women’s Business Enterprises-certified:
    • Minority-owned Business Enterprises (not including minority women) from .48% (State FY21) to 5% by the end of June 2025;
    • Minority Women-owned Business Enterprises from .71% (SFY21) to 5% by end of June 2025; 
    • Women-owned Business Enterprises (not including minority women) from .78% (SFY21) to 5% by end of June 2025.
    • Department of Veteran Affairs-certified Veteran-owned Business Enterprises from .42% (SFY121) to 5% by end of June 2025.
  • Establish baseline for diverse vendor utilization data on Department of Enterprise Services Master Contracts and report to Business Inclusion Opportunity Team and DSHS cabinet by end of June 2023.
     

Strategic Objective #14: Advance legal and regulatory compliance, universal access to services and programs, and prompt and equitable resolution of complaints for clients, customers and members of the public through the establishment of a non-employment discrimination complaint process.

The Action Plan:

  • Build or procure a secure department wide case management system for non-employment civil rights complaints.
  • Create a new DSHS webpage for the new DSHS civil rights complaint procedure with translated PDF versions in all DSHS supported languages with non-English tag links and ASL video. 
  • Update Department-wide civil rights complaint forms and provide in all DSHS supported languages in print, ASL video and as a fillable PDF or Microsoft Word option on the DSHS civil rights complaint procedure webpage. 
  • Develop a civil rights online complaint portal option on the DSHS civil rights complaint procedure webpage with navigation instructions available in all DSHS supported languages with non-English tags and ASL video.
  • Provide complainants the opportunity to submit complaints in their primary language, including recorded ASL videos.
  • Ensure civil rights complaint coordinators receive sufficient training on how to use the non-employment civil rights complaint processing manual.

Success Measures:

  • Adoption of a new department wide non-employment civil rights complaint procedure by July 2023.
  • Adoption of a department wide non-employment civil rights compliant processing manual for use by all civil rights complaint coordinators by July 2023.
  • 100% of administrations and Division of Vocational Rehabilitation maintain designated and qualified civil rights compliant coordinators and reviewers from July 2023 to June 2025 to assist with development and implementation of the complaint process.

Strategic Objective #15: Protect confidential and sensitive data by aligning DSHS enterprise information security with statewide cybersecurity strategies.

The Action Plan:

  • Implement and mature DSHS use of statewide cybersecurity management tools including for vulnerability management and security events management.
  • Acquire appropriate staffing and funding to administer information security management tools and analyze, validate and respond to cybersecurity alerts and events. 
  • Take required actions to satisfy and close all applicable corrective action plans.

Success Measure:

 Implement mandated state enterprise cybersecurity tools and resources to detect malicious or harmful activity across the agency, improve regulatory compliance and more effectively secure IT systems by June 2025. 

The Action Plan:

  • Improve IT resilience and increase storage capacity/flexibility to improve IT disaster recovery capability.
  • Ensure testing plans are in place and develop and implement new plans when necessary to periodically confirm functionality of restored data.

Success Measure:

Improve IT resilience and data recovery services that give DSHS the ability to recover from catastrophic disaster or data corruption such as ransomware by June 2025. 

Strategic Objective #16: Enable digital transformation to meet business objectives with more efficient and effective technology solutions that create value, improve customer satisfaction and support DSHS in transforming lives.

The Action Plan:

  • Lead, develop and advance the DSHS unified cloud smart vision, strategy and guiding principles leveraging agency, state and industry direction to better serve agency objectives and improve services.
  • Assess cloud first for new applications and solutions, migrate existing IT systems to the cloud when it meets enterprise objectives and only use on-premise solutions when cloud options cannot meet specific DSHS requirements. 
  • Implement cloud readiness and architecture assessment recommendations for DSHS cloud capabilities, infrastructure and applications using industry best practices, research and other agency learnings. 
  • Implement hybrid cloud and data center infrastructure platforms and environments to meet the needs of DSHS digital transformation.

Success Measure:

Provide agency leadership to establish a unified cloud vision, strategy and guiding principles for the adoption of cloud smart capabilities as directed by the Legislature, state strategy and technology roadmaps by June 2025.

The Action Plan:

  • Implement DSHS Voice over Internet Protocol and/or unified communications business strategy. 
  • Perform a business review of legacy telephone services covering 95% of agency telephone stations by June 2024.
  • Based on results of business review, convert recommended percentage of legacy digital services to modernized VoIP communications/telephony systems at DSHS stations identified for conversion by June 2025.

Success Measure:

Transform telephony platforms per business need to modernize services, increase mobility, provide new capabilities and reduce costs by June 2025.

The Action Plan:

  • Build out disaster recovery and business continuity capacity that extends fully to the cloud.
  • Based on available funding, implement network micro-segmentation and similar technologies that improve network security.
  • Replace aging infrastructure at critical sites.

Success Measures:

Reduce network infrastructure risks across the agency by June 2025.

The Action Plan:

  • Implement a more robust agency wide IT investment intake process that captures IT investments and alignment across the agency, and ensures governance, oversight, gate review and follow-through on these investments.
  • Build and continuously improve the DSHS IT Portfolio Management Program and the ability to define, identify, consolidate and effectively manage IT portfolios throughout DSHS using industry best business practices and tools.
  • Mature the enterprise IT asset management framework and practices to improve licensing and budgeting from conception through retirement to increase reuse and reduce risk.
  • Institute IT portfolio dashboards to accurately track and more effectively manage assets and services across the enterprise.

Success Measure:

Mature IT portfolio management capabilities including IT asset management to align with agency business objectives; increase investment awareness and provide investment decision perspectives; comply with applicable regulations, policies, standards and contracts; reduce risk; and help translate DSHS IT strategy into prioritized digital transformation projects and programs across the DSHS enterprise by June 2025.

The Action Plan:

  • Mature the DSHS architecture discipline and services by developing DSHS emerging technology strategies, roadmaps and enterprise architecture principles.
  • Advance the use of architecture governance and processes as part of the overall DSHS enterprise IT governance and provide improved architecture services for the agency including the Architecture Review Board and more effective investment decisions to increase the success of new technology initiatives. 
  • Advance DSHS business innovation by adopting, enabling and effectively governing agency use of emerging technologies and solutions. 
  • Collaborate with business stakeholders to develop DSHS enterprise business architecture future capability maps and future strategies using future planning workshops. 
  • Develop enterprise architecture dashboards to provide visibility into EA initiatives, priorities, processes, metrics and recommended actions for better decision making.

Success Measure:

Advance the DSHS Enterprise Architecture Program including a strategic Enterprise Business Architecture function that partners with business and IT leadership to achieve business strategies and goals, and advocates the best use of information technology for the agency by June 2025.

The Action Plan:

  • Lead technology platform and product-related roles as identified by the HHS Coalition Integrated Enterprise Project Group to deliver incremental Washingtonian and case worker value by implementing the multi-year Integrated Eligibility and Enrollment Modernization Roadmap.

Success Measure:

Provide effective stewardship of new modern technology platform and products in alignment with the HHS Coalition Integrated Eligibility and Enrollment Modernization Roadmap by June 2025.

The Action Plan:

  • Mature the DSHS Enterprise Project Management Office using appropriate governance, industry best business practices, templates, tools, methodologies and frameworks.
  • Increase efficiency and effectiveness by evolving project management structure and agile methodologies across the agency to develop more sustainable and repeatable project management practices that align with business strategy and help achieve intended transformation.
  • Translate DSHS IT strategy into prioritized digital transformation projects and programs that enable the agency to achieve its strategy and goals.
  • Continuously improve the EPMO dashboard to accurately track and more effectively manage enterprise-level DSHS transformation projects and programs.

Success Measure:

Mature the DSHS Enterprise Project Management Office that enables the agency to implement standards-based frameworks for its enterprise-level projects and programs in alignment with business strategy and in support of the DSHS mission by June 2025.

The Action Plan: 

  • Identify upcoming ET initiatives with impacts on staff and determine what they need to know and what changes they will need to make to help the initiatives succeed.
  • Create a communication plan to inform staff of upcoming technology impacts and prepare them for anticipated changes.
  • Implement a communication plan with timely outreach to staff to raise awareness of what technology changes are coming and how the changes will impact their work, and provide resources to assist staff in learning and preparing for these changes.

Success Measure:

Create and implement a communication plan by June 2025 to inform DSHS staff of upcoming enterprise-wide technology changes resulting from Enterprise Technology initiatives. 

Strategic Objective #17: Continue to provide effective, timely and high quality communication about the Department of Social and Health Services, internally and externally, in collaboration with our partners.

The Action Plan:

  • Continue strengthening relationships with administration leaders and communicators as well as the Office of the Secretary to identify communication objectives and materials around agency priorities for 12-month periods. 
  • Use baseline survey results to develop action plans and communication strategies to address and meet customer needs.
  • Embed media relations managers in administrations to report on agency priorities: meet regularly with administration communications liaisons to cultivate trusted relationships along with program staff; discuss issues/risks/key messages; participate in leadership team meetings, trainings and operations that help learn administrations’ culture and book of business.
  • Meet with administration communications liaisons once per quarter to identify key topics, programs, etc., to be communicated for that quarter and the next.
  • Once topics are identified, work with communicators, the DSHS budget, policy and legislative relations units and subject matter experts to develop a well-rounded communications strategy for:
    • Website 
    • Media
    • Social media
    • Internal communications
    • Legislators and state policymakers
    • Stakeholders
  • Produce and publish identified materials in partnership with other agency divisions, administrations.

Success Measures:

  • Increase social media engagement from October 2021 rates of 1.8% engagement on Twitter, low post reach of 2.5K on Facebook and 48.7% read rate on Medium posts in October 2021 to 2%, 3K and 50%, respectively, by December 2024 to expand the reach of DSHS stories.
  • Introduce DSHS Instagram account by December 2023 to cultivate new audiences and expand agency storytelling to a new platform.
  • Achieve one column in a specialty publication, one TVW appearance and one multilingual interview with DSHS leadership per quarter to improve public visibility as well as awareness of agency innovation and expertise.
  • Increase reader engagement of This Week on Inside DSHS from 18.5% in October 2021 to at least 20% consistently by December 2024 to more effectively reach agency employees. 
  • Earn recognition and feedback for improvement for campaigns/products developed by the Office of Communications and other agency partners from at least one professional organization annually.
  • Collect baseline Office of Communications customer service survey data to understand whether customers are getting timely service and high-quality products by December 2023.

Strategic Objective #18: Ensure the DSHS website is organized according to industry standards, accessible, secure and adaptable/scalable to current technology and easy for users to navigate in order to get the information they need.

The Action Plan:

  • Create a work plan supported by major DSHS business units to organize web content by topic instead of organizational acronyms.
  • Perform a usability study on the DSHS website.
  • Maintain the website according to accessibility as defined in Washington State Policy 188.
  • Perform daily maintenance of broken links and accessibility errors.
  • Respond timely to constituent services website inquiries. 
  • Develop “DSHS 101” program for new customers and employees in partnership with people who use DSHS programs.
  • Replicate in DSHS’ standard languages, per DSHS Language Access Guide, at a minimum.
  • Test and improve on language access and navigation; request funding from agency and Legislature to support the appropriate technology that best meets accessibility needs.
  • Ensure web design is scalable for desktop, mobile and small-screen devices. 
  • Perform functional audit of top 20 web pages to determine if/which new design is needed.
  • Assist administrations in using technology to make it easier for the public to connect to DSHS customer service venues.
  • Consider making Inside DSHS a default browser home URL for employees who use their work computers and are on the DSHS network

Success Measures:

  • Reduce the number of website-related calls to constituent services by 5% by performing a usability study on the public website by December 2023.
  • Reduce broken links on the website to 0 by December 2023 to comply with accessibility standards.
  • Conduct usability testing with incoming summer intern program participants. Improve 2024 testing results from baseline collected in 2023.
  • Increase/maintain customer response time to less than one business day by December 2024 to provide better customer service.
  • Initiate and conduct quarterly presentations from Web Services Unit to administrations on web analytics and trends to improve web performance and customer service.   

Strategic Objective #19: Online filing of documents related to cases before the Board of Appeals.

The Action Plan:

  • DSHS and OAH will establish a working group that includes IT subject matter experts from both agencies to explore and assess viable approaches to the establishment of a BOA case management system that includes a secure electronic filing portal.  
  • Assistive technology will be emphasized for inclusion and complementary use.
  • Once DSHS has identified the appropriate IT system approach, submit a 2023 decision package to seek and obtain adequate levels of funding to establish and maintain the new system.
  • Partner with IT to build or modify an electronic case management system for BOA that includes secure electronic filing.
  • Once the new system is established, train staff to use the system and create a user friendly website within DSHS by which parties can learn how to use the filing system.
  • Review and revise rules and policies as necessary to effectuate the new system.

Success Measure:

Establish and maintain an electronic case management system for the Board of Appeals by June 2025.

Strategic Objective #20: Increase DSHS employee participation in the Washington State Combined Fund Drive.

The Action Plan:

  • Embed equity, diversity, access and inclusion principles in all CFD campaign events, goals, themes, marketing materials, training programs, SharePoint information and employee contribution options. 
  • Expand payment methods for DSHS employees to donate via credit card and other methods used by state agencies. 
  • Implement a secure online auction program for use by all administrations within DSHS.
  • Resolve issues to allow CFD campaign participation by an excluded group of DSHS employees with an ssa.gov email address rather than a dshs.wa.gov address.
  • Maximize CFD campaign use of electronic communication tools. 

Success Measure:

Increase annual pledge participation of DSHS employees from 12% to 25% by the end of the 2025 Combined Fund Drive campaign.

Strategic Objective #21: Public safety review panel data is secure and utilized to report and analyze, with an equity lens, trends and outcomes related to release recommendations for mental health patients referred to the panel. 

The Action Plan:

  • PSRP/OPR will work with IT to develop a secure database that will enable effective reporting of trends and outcomes.
  • Data will be input and reports will be generated semi-annually. 
  • Reports will be shared with the PSRP, BHA and DSHS secretary to identify opportunities for improving outcomes for mental health patients and potential equity issues.

Success Measures:

Create and secure PRSP data base by July 2023.

Strategic Objective #22: Every DSHS administrative policy is within its designated sunset review due date and compliant with the equity, diversity, access and inclusion requirements of updated AP 11.08.

The Action Plan:

  • The Rules and Policies Assistance Unit will work with DSHS to update AP 11.08, the policy on policies, to embed equity, diversity, access and inclusion principles into administrative policies through the development, review and update process.
  • RPAU will provide training on revised AP 11.08 to administrative policy writers.
  • RPAU will prepare and distribute a monthly status report to the secretary and each administration, listing policies in each administration showing program area, policy author and sunset date for policies past their sunset date and within 90 days of the sunset date. 
  • Each administration will develop a plan to update its policies that are beyond the sunset review date, and to review and bring current the policies with an approaching sunset review date of less than 90 days.
  • Each administration will designate a point of contact to share their review plan status and ensure completion.
  • RPAU will validate compliance with AP 11.08 during the sunset review process.  RPAU will provide technical assistance with the sunset review process, planning and writing resources, AP template and one-on-one consultation, if requested.

Success Measures:

  • Achieve and maintain the percent of DSHS administrative policies within their sunset review date at 95% or more by January 2025.
  • Ensure every new administrative policy created or reviewed through the sunset process between January 2024 - June 2025 in complaints with the AP 11.08 requirements for EDI considerations before adoption. 

Strategic Objective #23: Support the Governor's Poverty Reduction Plan from a tribal lens.

The Action Plan:

  • Assist with collaboration and communication activities between the Office of Indian Policy, tribes, agencies and others including: 
  • Connect department and other partners to tribal leadership, professionals and communities around efforts to involve tribes and tribal communities in the initiative. 
  • Facilitate meetings to involve tribes and communities as additional collaborative efforts and information-gathering efforts occur.
  • Assist efforts to gather additional information and include other community partners in the work.
  • Provide assistance to the plan as implementation takes place.

Success Measure:

Increase tribal participation to 100%, involving all 29 federally recognized tribes and seven Recognized American Indian Organizations in the plan implementation. 

Strategic Objective #24: Build department and partners' expertise in working with tribes as they develop capacity around government-to-government relations.

The Action Plan:

  • Coordinate collaboration and communication between the Office of Indian Policy, tribes, agencies and others including: Assist tribes, GOIA, and sister agencies to implement the model.
  • Facilitate operationalizing the TLSSC Social Services Workgroup, folding DSHS’ 7.01 planning and subcommittee efforts within the workgroup efforts.
  • Identify necessary collaboration to include various partners in establishing the Social Services Workgroup. 

Success Measure:

Advance our government-to-government model within DSHS, the Governor’s Office of Indian Affairs and other agencies to support our partners to build need and identify capacity to achieve these goals by June 2025. 

Strategic Objective #25: Provide support to the Governor's Indian Health Advisory Council.

The Action Plan:

  • Address current and proposed policies or actions that have tribal implications (and are not able to be addressed at the agency level).
  • Provide technical assistance to facilitate the implementation of planning activities.

Success Measure:

By July 2023, assist with structurally combining GIHAC efforts to parallel the implementation of the Governor’s State and Tribal Leaders Social Services Council.

Strategic Objective #26: Enhance customer service.

The Action Plan:

  • Maintain and improve Flexible Agency Resource Management system enterprise wide, giving supervisors the ability to create electronic requests for a number of human resources-related needs.  
  • Increase tools and resources for DSHS supervisors regarding recruiting, training, consulting, leave management, labor relations, compliance and risk mitigation by using collaborative methods and the HRD Supervisor Toolbox online. 
  • Continue to build the HR Operations Manual to support HR staff in their consultations and partnership with customers by providing clear, consistent, relevant and timely guidance. 
  • Maintain and improve employee onboarding processes, resources and educational materials.
  • Create external website for new hires. 

Success Measures:

  • Create ‘HRD Staff’ internal section of HRD SharePoint site by December 2023. 
  • Implement state-of-the-art strategies in regards to recruitment, hiring and workforce planning within DSHS by TBD through the Employer of Choice Project.
  • Continue to enhance and improve the Flexible Agency Resource Management to include Enterprise Investigation Management System functionality through December 2023.  

Strategic Objective #27: Embody equity, diversity, access and inclusion.

The Action Plan:

  • Track the completion rate in the Learning Center for implicit bias.  
  • Develop a list of policies that impact EDAI. 
  • Continue to review HRD policies with a focus of EDAI. 
  • Develop process in partnership with Senior Director of Equity, Diversity, Access and Inclusion and/or designee for the informal review of HRD policies.
  • Determine specific HRD point of contact for all things EDAI in HRD. 

Success Measures:

  • Develop and deliver a series of EDAI trainings for HR staff to increase understanding and awareness of HR’s roles and responsibilities in the DSHS Truth, Justice and Dismantling Racism activities and workforce culture enhancements continuously throughout the 2023-2025 biennium.  
  • Increase the number of HRD employees who have a Certified Diversity Executive and/or Certified Diversity Professional certification from 5% to 10% by July 2024. 

Strategic Objective #28: Celebrate HRD employee well-being and engagement.

The Action Plan:

  • Create training development plan for each job class in HRD.
  • Promote and increase the number of HRD staff who have completed the DSHS Wellness for Leaders and DSHS Wellness for Employees training course. 
  • Continue to offer monthly HRD all staff check-in meetings. 
  • Establish a team to support HRD employee engagement committee and wellbeing. 
  • Use the HRDYourQuestionsAndAnswers.wa.gov inbox to solicit process improvement ideas and efforts for implementation.
  • Continue to use the monthly Leader Voice to inspire and cultivate a growth mind-set division.

Success Measures:

  • Increase the percent of HRD staff who recommend their division as a great place to work from 73% in June 2020 to 74% by June 2024.
  • Increase the percent of HRD staff who are satisfied with their job from 80% in June 2020 to 81% by June 2024.
  • Increase the percent of HRD staff who state I feel valued for who I am as a person from 79% in June 2020 to 80% by June 2024.

Strategic Objective #29: Support the Department in using new systems and processes. 

The Action Plan:

  • Research best practices and tools being used to streamline systems and processes. 
  • Work across the agency to remove barriers for implementation. 
  • Ensure equitable, diverse, accessible and inclusive tools are chosen. 

Success Measure:

Identify and champion the amount of cutting edge tools to the department from 1 to 2 during the 2023-2025 biennium. 

Strategic Objective #30: Customers of OISVC will have a positive experience.

The Action Plan:

  • Develop a customer service survey for feedback post receiving services from OISVC. 
  • Develop baseline data on customer service survey. 
  • Identify areas for improvement and adjust accordingly. 

Success Measure:

Increase positive responses on OISVC customer service survey throughout the 2023-2025 biennium. 

Strategic Objective #31: Enhance the Aspiring Leader Academy to support future success of upcoming leaders. 

The Action Plan:

  • Collaborate with the Office of Indian Policy and Office of Equity, Diversity, Access and Inclusion to develop spotlight focus for each leadership competency session. 
  • Continuously improve sessions to ensure participants are receiving innovative skills and are ready to accept new leadership or promotional opportunities. 
  • Maintain post ALA graduation contact with participants to track and celebrate their new leadership or promotional opportunities.   

Success Measures:

  • Within 18 months of graduating the Aspiring Leader Academy, 50% of participants will have new leadership, increased responsibilities or promotional opportunities.
  • Create a system to ensure a tribal and equity, diversity, access and inclusion lens is applied to each leadership competency session in Aspiring Leader Academy by December 2023.
 

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