1. 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