The Action Plan:
- Monitor and prioritize work orders according to focus on preventative maintenance.
- Analyze the staffing level and staffing pattern needed to achieve the 60% goal.
- Submit a decision package, if necessary, to request the type and number of staff needed to achieve the 60% goal.
Success Measures:
- MOD will meet their goal of spending 60% of staff time on preventative maintenance by August 31, 2023 as shown by data from the Advanced Maintenance Management System.
- Increase the percentage of staff time spent on preventative maintenance from 48% as of Jan-Aug 2021 to 60% by August 2023.
- Decrease the percentage of staff time spent on corrective maintenance from 42% as of Jan-Aug 2021 to 25% by July 2024.
- Decrease the percentage of staff time spent on programmatic maintenance from 10% as of Jan-Aug 2021 to 5% in 2023 and projected to level out.
|
|
Strategic Objective #2: Maintain average turnaround time for completion of background checks at three business days or less.
|
The Action Plan:
- Develop and launch plan of action to address turnaround times when they reach four business days to include adjusting workloads of staff and other steps designed to quickly address and remediate turnaround times.
- Maintain adequate staffing levels to handle background check workload and training needs during staff turnover, absences and transitions.
- Schedule and hold quarterly BCS stakeholder meetings to improve communication, share best practices and recommend future BCS modifications and enhancements.
Success Measure:
BCCU will maintain background check turnaround times at three business days or less throughout FY 2024 and FY 2025.
|
|
Strategic Objective #3: Identify overpayments made to clients and vendors within 180 days of case assignment.
|
The Action Plan:
- Streamline the case flow process to the overpayment specialist and focus on cases with highest value and fraud.
Increase overpayment referrals for non-prosecution cases.
Success Measure:
Complete 80% of investigation and overpayment work within 180 days of case assignment as shown by data from the Fraud Investigation Tracking Tool.
|
|
Strategic Objective #4: Refer fraud cases meeting the necessary standards to appropriate adjudicating authority.
|
The Action Plan:
- Streamline the Intentional Overpayment Investigations process to support workflow between multiple case outcomes (administrative or criminal).
- Prioritize criminal referrals starting with ones most likely to prevail at prosecution.
Success Measure:
Increase the quarterly number of cases referred for adjudication from 30 cases per quarter to 50 by end of fiscal year 2025 as shown by data from the Fraud Investigation Tracking Tool.
|
|
Strategic Objective #5: Provide timely and accurate data and scientifically valid analyses to support DSHS programs and external partners.
|
The Action Plan:
- Work with each administration to maintain accurate and complete data transfers, linking and reporting for executive management and for case management tools.
- Work with Behavioral Health Administration and Health Care Authority to establish data collection and reporting tools/applications needed for the Trueblood Settlement. This will allow us to complete required monthly/quarterly/annual reporting to the court.
- Research project managers and supervisors will ensure contract report deliverables are completed within the expected timelines and meet required quality standards.
Success Measure:
Analytic requests and contract report deliverables are completed within the expected timelines and meet required quality standards throughout the 23-25 biennium.
|
|
Strategic Objective #6: Ensure all confidential client data is kept from unauthorized disclosure.
|
The Action Plan:
- 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.
- High-priority security gaps will be mitigated; timelines will be developed for addressing lower priority gaps.
Success Measure:
Ensure there are no breaches of client confidentiality in the operation of any RDA data system or application containing sensitive client data throughout the 23-25 biennium.
|
|
Strategic Objective #7: Account for and safeguard taxpayer resources to ensure funding is being used to accomplish DSHS’s statewide missions.
|
The Action Plan:
- Implement continuous improvement training, continue Monthly Fiscal Status Reports meetings and use audits performed by Senior Financial Coordinators, restructure MSO team to provide better services to our clients.
- Reorganizing MSO reporting structure to combine 110/145 budget and fiscal team together to be aligned with program 150 where budget and fiscal contacts are on the same team.
Success Measure:
Management Services Office will have zero annual duplicate payments, zero audit findings, highly accurate and efficient accounting closes and zero findings of fraud each fiscal year.
|
|
Strategic Objective #8: Leased Facilities and Maintenance Operations will complete 100% of the fiscal year 2022-23 one-time projects in the Strategic Plan Revised for Expanded Telework with allocated funding.
|
The Action Plan:
- Work with programs to identify business needs and emerging telework patterns.
- Submit modified pre-design and Space Planning Data Sheet forms in a timely manner and obtain approval for projects through the state Office of Financial Management.
- Design safe, healthy, sustainable facilities that meet program business needs efficiently and effectively.
- Work with the Department of Enterprise Services and DSHS staff to manage and deliver one-time projects and lease renewals.
Success Measure:
Complete 100% of the fiscal year 24-25 projects as funded in the revised six-year plan by the end of the biennium unless delayed by elements outside of our control. This includes: Lease renewals, downsizes, relocations, new spaces, reconfigurations.
|
|
Strategic Objective #9: Leased Facilities and Maintenance Operations will provide transparent lease and one-time project cost tracking to programs.
|
The Action Plan:
- Provide ongoing training to Consolidated Business Services and program fiscal staff on how to code one-time project costs with accurate coding.
- Educate program budget managers on one-time project costs funding, lease incentive funds available, the funded lease model and accurate coding for expenditures and tenant improvement projects.
Success Measures:
- One-time project costs will be tracked and reported, lease expenditure allotted versus budget, and lessor-provided incentives at lease renewals.
- This includes: Twice per year, meet with program budget managers to review one-time project budget and expenditures and lease model. Quarterly, track and report free rent and tenant improvement fund incentives provided by lessors in new leases and lease renewals. Monthly, provide lease expenditure versus allotted budget reports at MFSRs, throughout the 23-25 biennium.
|
|
Strategic Objective #10: Strategically right-size and reconfigure DSHS leased facilities to meet changing business needs with expanded telework and support staff working in a hybrid work environment (remote staff plus in-office staff).
|
The Action Plan:
- Beginning in August 2021, meet with program representatives to identify business needs and future telework patterns.
- Based on data gathered from programs, create multiple leased facilities scenarios for each community by January 31, 2022. Review and revise scenarios with regional program leadership and facility coordinators in regional meetings in February 2022.
- By April 1, publish draft plan with project cost estimates. Review draft plan and prioritize one-time projects with regional program leadership and Facility Coordinators in regional meetings in April 2022.
- Meet with assistant secretaries, budget managers, and facility coordinators for each program to review plan and confirm prioritizations in early May 2022.
- Review plan with secretary and cabinet in May 2022 and publish final approved plan by June 3, 2022.
Implementation of findings/results begins in 23-25 biennium.
Success Measures:
- LFMO will have six-year plan (including the 23-25 biennium) in place, to right-size DSHS leased office space.
- The plan will include:
- Retaining optimal leased facilities within communities while working with lease end dates to close non-optimal facilities.
- Backfilling vacant space in leased facilities created by the expansion of telework by consolidating leases or collocating with other state agencies.
- Redesigning leased office space to support the hybrid work environment (remote staff plus in-office staff).
- By July 2022, LFMO in cooperation with Enterprise Technology and administration IT departments will complete a project to identify gaps in current technology, facilities, and processes needed to support a hybrid work environment, recommend technology, facility design, and process solutions, create best-practices and standards, and identify funding sources to meet the technology and design needs for the 23-25 biennium.
|
|
Strategic Objective #11: Each administration and residential program's continuity of operations plans will support the continued performance of mission-essential functions during a wide range of emergencies or disasters.
|
The Action Plan:
- EMS will organize series of BOLD training sessions for administration planners responsible for developing the department’s continuity of operations plans.
- Administrations submit quarterly reports to DSHS Emergency Management Services describing outcomes related to continuity planning, training and exercise in accordance with success measures 2 and 3.
- DSHS Emergency Management Services revises the continuity plan for the Office of the Secretary and the Facilities, Finance and Analytics Administration for approval by June 30 of each year by the Chief of Staff and Assistant Secretary, respectively.
Success Measures:
- 100% of DSHS continuity of operations plans will fully transition to using the BOLD continuity planning software by June 2023.
- 100% of DSHS-operated residential programs that receive federal funding have current plans and procedures, approved by the responsible assistant secretaries, that comply with Medicaid requirements and those plans are submitted to DSHS Emergency Management Services by June 30 of each year.
- 100% of administrations revise continuity plans, incorporating all required elements as stipulated in Governor's Directive 13-02, are approved by the responsible assistant secretaries and are submitted to DSHS Emergency Management Services by June 30 of each year.
|
|
Strategic Objective #12: Expand the department’s readiness and capabilities to effectively respond to disasters and emergencies through the development of trained all- hazards incident management teams in each administration.
|
The Action Plan:
- Participate as a member of the Washington IMT Coalition.
- Maximize state training resources to minimize costs and utilize shared resources for ICS position specific training opportunities.
- Provide opportunities for training, mentoring and gaining real-world experience for staff identified to participate on an administration’s incident management team.
- Coordinate with administration emergency response SMEs to ensure effective coordination among multiple administration-based IMTs.
Success Measure:
Supports the develop of incident management teams for each administration with key department SMEs consistent with the Incident Command System and National Response Framework, measured by number of identified people and their associated level of training, experience, and certification, through the 23-25 biennium.
|
|
Strategic Objective #13: The Office of Capital Programs will coordinate with the Behavioral Health Administration, Developmental Disabilities Administration, and the Maintenance and Operations Division to identify short and long-term facility improvements to be included in the DSHS 10-Year Capital Plan.
|
The Action Plan:
- OCP staff meet with BHA and DDA program staff and MOD to identify future capital project requirements.
- OCP staff prepare decision packages including descriptive narratives, schedules, and cost estimates for each proposed project.
- OCP staff; MOD staff; the deputy assistant secretaries for BHA, DDA and FFA; and the Secretary prepare and/or approve a prioritized list of proposed capital projects.
- OCP staff prepare and submit the DSHS 2023-2033 Capital Plan to OFM in September 2022.
Success Measure:
The Office of Capital Programs captures the future Behavioral Health Administration and Developmental Disabilities Administration facility requirements and represents those needs on time in the DSHS 10-Year Capital Plan that will be submitted during this biennium, through the 23-25 biennium.
|
|
Strategic Objective #14: The Office of Capital Programs will manage design and construction projects funded in the Capital Budget for the benefit of our hospitals, residential habilitation centers, the SCC total confinement facility and community facilities, and our civil residential treatment facilities. This includes the design and construction of a new nursing facility at Fircrest School, a new forensic state hospital at Western State Hospital, and civil community mental health treatment facilities with new capital appropriations.
|
The Action Plan:
- OCP chief assigns capital project managers to projects including those outlined in this strategic objective.
- OCP project managers work with the Department of Enterprise Services assistant program manager and the DES contracts specialist to process the design agreements and construction contracts.
- OCP project managers will manage the design agreements and construction contracts mindful of scope, schedule, and budget expectations.
- OCP project managers work with OCP staff, BHA and DDA program staff, and MOD staff to coordinate design and construction activities with MOD, the programs, the consultants, and the contractors through final completion.
- OCP staff submit monthly status reports, predesign reports, and major project reports to stakeholders through the duration of the projects.
Success Measure:
The Office of Capital Programs completes predesign, design, and construction activities for these projects as funded by the Legislature through the 23-25 biennium.
|
|
Strategic Objective #15: Maintain regular monthly release cycle of Background Check System updates.
|
The Action Plan:
- Develop a Kanban structure for the BCS work backlog and plan a regular development cycle.
- Continually prioritize tasks in the backlog so that work items stay relevant and are logically grouped for effective use of developer resources.
- Engage Technology Services Division development staff in following the Kanban schedule and work task priorities.
- Develop knowledge base and skill of CLBCS IT staff in supporting BCCU priorities and maintaining business analysis of BCCU process improvement requests, write-up of work tasks, effective system testing, and operations support.
Success Measure:
The cross-administration BCS team, led by Contracts, Legal and Background Check Services staff, will release a BCS software update monthly on a regular, predictable schedule known to staff, system users, and stakeholders. Achieving the monthly release target (fourth Monday of each month) at least nine out of 12 months per year, by December 2023.
|
|
Strategic Objective #16: Provide responsive, efficient and legally sound services in support of all DSHS contracting needs.
|
The Action Plan:
- Ensure DSHS contracts professionals and managers are fully trained on relevant laws, rules, policies and best practices to support satisfactory performance of every contract.
- Ensure Agency Contracts Database data and records are accurate, up to date, regularly maintained and able to provide relevant analytical data to support contracting functions and DSHS program initiatives.
- Contract templates, policies and CCLS SharePoint resources are kept updated.
Success Measures:
- 90% of all new administration contracts staff have completed all required contracts trainings within six months of hire.
- Key contract coordinators are able to run, without additional assistance, 90% of reports needed by their respective administrations using the new Agency Contracts Database report builder by December 2023
- A fully functioning tracking system for updating the CCLS SharePoint site is in place by December 2023 and all CCLS policies are updated prior to their next sunset review date.
|
|
Strategic Objective #17: Provide continuous, responsive and compliant central purchasing and related support and consultation to all DSHS administrations.
|
The Action Plan:
- Procure a new fleet management system to replace TRACKS fleet management.
- Participate in all One Washington initiatives, organizational change management efforts, and planning activities for the new statewide enterprise financial and purchasing system.
- Ensure continuity of services throughout staff outages, turnover and during transition from TRACKS to One Washington.
- Maintain updated desk manual instructions for all CPU program areas.
- Increase outreach activity to new programs to train new asset and purchasing staff.
- Offer monthly trainings and annual refresher trainings for all purchasing representatives.
- Maintain up-to-date, relevant and user-friendly resources on CPU SharePoint site.
Success Measures:
- All DSHS purchasing coordinators are trained in advance of go-live within the department of the One Washington solution’s system functions.
- All TRACKS purchasing functions are effectively transitioned into the One Washington solution upon DSHS implementation of the solution.
- Phase 1B of One Washington will incorporate the asset and purchasing functions starting in January 2022, with a planned implementation date of July 1, 2023.
- The fleet management system of TRACKS will be replaced (since fleet management was identified as out-of-scope of the One Washington) with the replacement system also implemented by July 1, 2023.
|
|
Strategic Objective #18: Increase efforts to build an equitable, diverse, accessible, and inclusive work environment.
|
The Action Plan:
- Establish a Leadership Council dedicated to EDAI efforts and initiatives with representation from all offices/regions.
- Implement the use of Success Profile Analysis when hiring.
- Expand the use of Communities of Practice.
- Expand FSD onboarding and buddy programs.
- Continue FSD Mentorship Program and support of Leadership Development Program.
Success Measures:
- All hiring managers will complete the Success Profile Analysis workshop with HRD as they hire for vacant job classifications.
- FSD Leadership and the FSD Leadership Council will collaborate to determine best practices, and to continue to assess the divisions progress regarding the Office of Equity assessment.
- Staff surveys will measure if there is an increase/decrease of diversity and feelings of acceptance and belonging.
- All staff will continue to be supported to participate in leadership development opportunities throughout the 23-25 biennium.
|
|
Strategic Objective #19: Evolve Modern Tools that support safeguarding taxpayer resources and ensure funds are used to accomplish DSHS’s statewide missions.
|
The Action Plan:
- Develop and implement new scheduling, time and attendance system (SILAS) that will replace Leave Tracker across the department.
- Develop & deploy a new local funds system for resident trust funds.
Success Measure:
Management data tools created that can be used easily to demonstrate DSHS compliance (of various sorts) and answer questions from internal and external sources regarding…overtime, staffing patterns, etc. by the end of the 23-25 biennium.
|
|
Strategic Objective #20: Develop and maintain analytical partnerships with each administration to support the secretary’s policy and budget direction.
|
The Action Plan:
- CBO will determine and implement an organizational structure for itself that is sustainable and supports the secretary.
- CBO will determine the staffing level that is needed to function as the bridge between the administrations and OFM/legislative staff.
- CBO will act as the Secretary’s analytical staff and advisor in regard to the financial health of the department.
Success Measures:
- The agency secretary receives regular updates and information regarding Administrations’ budget and program implementations. This would be on a monthly basis or as needed by the secretary.
- Each administration receives from the CBO regular annual instructions about budget development, fiscal analysis, expenditure monitoring, and the Secretary’s budget and policy priorities and direction.
- The agency budget request is submitted to OFM on time annually with logical connections to DSHS program and policy direction clearly articulated in the budget documents.
|
| |
