Lincoln County Social Services Organizational Effectiveness Desired Future State: Lincoln County Department of Social Services’ staff will have the knowledge and tools along with clear expectations of their role and others roles to achieve excellence in working with families in our community. We have trust and confidence in each other and good communication in order to serve children and families. Processes and protocols are in place and we encourage staff to seek clarification. We will utilize all available internal and external partners to provide families with the resources they need to be successful. Staff understands how our work impacts outcomes for our partners and families. Strengths: Knowledgeable and experienced workers take pride in doing good work New staff with good ideas and energy Director is invested and open to change Supportive County Board Work with strong partner agencies that offer assistance Wraparound services support our work Good IT staff Priority Gaps: Staff need identified/clear roles and expectations. Need more communication between units within the Department of Social Services and “in-home” agencies. There is a lack of written protocols/procedures. We do not have consistent referral processes for AODA services.  There is a lack of support/services for social workers (clerical, transportation and supervised visitation). There is a lack of shared understanding of expectations for providing a consistent response to walk-ins. Root Causes: Changes in role expectations Accountability Lack of feeling empowered; trust Need to define core Division Values High caseloads=need for help with supportive services Need to strengthen relationship with AODA providers Remedies: Processes between Child Support and Child, Youth and Families units clarified Procedures clarified amongst the Access workers Tasks were identified between Initial Assessment and Ongoing units Positive work culture improvements Departmental Values were identified An All Staff meeting was scheduled New scanners were purchased Process improved so access/intake line is not used for non-emergencies A resource guide for AODA distributed Communication with support services (i.e. AODA) improved Improved procedures regarding walk-ins Secondary Traumatic Stress training Recommendations: Continue to work towards completing action items on the “Tracking Remedies” Monthly face-to-face OE Team meetings; revaluate team members Support the Internal OE Facilitators Continue Communication Planning Continue efforts to promote positive work culture Continue work with clarifying roles and expectations for all Continue to explore SW’ers needs with supportive services (i.e. supervised visits and communication with AODA providers) Repeat the ‘Trust and Aim’ exercise Use the OE process in the future Engage in OE support that can be provided by WCWPDS. Topic: Improve Role Clarity and Define Work Flow Dates: September 2018 – December 2018 Project Goals Improve timeliness, responsiveness and documentation for all cases Define process and protocol so that staff can have greater role clarity Staff retention Bring greater awareness to work/life balance and time management skills Connect staff and their work to the larger Department mission and values