Child Safety Director: Greg McKay STRATEGIC PLAN – FY2018 Vision Children thrive in family environments free from abuse and neglect. Executive Summary Strategic Issues & Strategy In FY2017, the Department of Child Safety (DCS) focused on creating capacity in the system permitting DCS Specialists to further engage with families to improve assessment quality, deliver services to families and improve the number of children achieving permanency. Significant gains have been made implementing the DCS Management System and the results have been seen throughout the department. Opportunities for improvement remain in several keys areas of the organization including further improvements in objective decision making, continued improvements in foster care placements, placement options and provider/placement supports. Additional opportunities exist to improve IT automation including data integrity and collection as well as pursuing integration of Behavioral Health service with Medical services. Employee retention and engagement also remains a focal point for the department. Mission Successfully engage children and families to ensure safety, strengthen families, and achieve permanency. Agency Description DCS provides child abuse and neglect investigations; child safety and risk assessments; family support, preservation and reunification services, family foster care and kinship care services; services to promote the safety, permanence and well-being of children with foster and adoptive families; adoption promotion and support services; and health care services for children in out-of-home care. 1 of 2 Rev.2 Principles / Values Our core values serve as guiding principles for DCS. Each of the values listed below guides the agency in achieving its mission and outcomes. They are also the foundation to building the organizational culture. • Child-Centered – Children belong with families, their own when it is safe • Family-Focused – Families will have a voice and decision-making role regarding decisions that affect them and their children • Successful Engagement – Invite family participation to achieve positive outcomes • Partnerships and Community – The entire community shares responsibility of keeping children safe • Professional Environment and Workforce Excellence – Demonstrable competence and positive, timely response • Cultural Responsiveness – Respect for family beliefs and culture • Accountability and Transparency – Highest practice standards Resource Assumptions FY 2018 FY 2019 Budget Appropriations Request FY 2020 Estimate FY 2021 Estimate FY 2022 Estimate 3,193 3,193 3,193 3,193 3,193 General Fund $379,790 $405,000 $405,000 $405,000 $405,000 Other Appropriated Funds $180,610 $180,610 $180,610 $180,610 $180,610 Non-Appropriated Funds $0 $0 $0 $0 $0 Federal Funds $415,540 $427,540 $427,540 $427,540 $427,540 Total Agency Funds $975,941 $1,014,163 $1,014,163 $1,014,163 $1,014,163 Full-Time Equivalent Child Safety Director: Greg McKay Goals STRATEGIC PLAN – FY2018 Vision Children thrive in family environments free from abuse and neglect. Performance Measures Objectives  Complete Training for investigations and ongoing; Implement SAFE AZ tools Improve timeliness to permanency Increase the percentage of children achieving permanency in 12 months  Implement statewide field standardization  Targeted permanency activities to reduce the number of children in Out-of-Home care  Expansion of prevention and intervention services and supports Increase the placement of children in a family like setting Decrease the number of placement moves Increase the percentage of care days spent in a familylike setting  Refine and implement improved foster family recruitment process  Implement a standardized statewide placement process  Improve supports to foster care givers  Refine and implement improved partnerships with foster care providers  Further expand Fostering Sustainable Connections IV-E Waiver Project  Refine and implement employee "on boarding" experience Improve employee retention Reduce agency-wide employee turnover  Define and implement leadership development program for all people leaders  Establish a culture of safety and support for DCS staff  Refine and implement an employee engagement strategy  Successfully deploy the mobile solution statewide, including field background checks Develop and implement the agency IT infrastructure Complete 100% of IT implementation plan  Design and implement safety assessment model in Guardian  Implement a data quality plan for Guardian  Implement the “Cloud First” strategy Develop implementation strategy for Behavioral Health services 2 of 2 Rev.2 Complete 100% of implementation strategy including legislation plan  Development of a complete integration assessment, transition plan and recurring costs analysis, including legislative change requirements