Vision, Mission, Goals

Vision, Mission, Goals

"You've got to think about big things while you're doing small things, so that all the small things go in the right direction."

— Alvin Toffler

Why is this important?

Vision defines a desired future and helps guide all who accept and understand it. Shared vision can be a tool for building a sense of commitment by "developing shared images of the future we seek to create."[1] Unlike goals, but similar to a mission, vision has no deadline -- no "by when." It can be as precise as the response to the question "Where are we heading this year?" or as lofty as "If we could develop exactly the kind of agency we wanted, what would it be like?"

An organization’s mission or purpose is the answer to the question "why?" The things that motivate and inspire us to take action are contained in the answers to the questions such as "why are we doing this"? Or "how do we make a difference and for whom?" A mission or purpose statement defines why our work all matters to us—the employees of DCS.

Goals tell us what's important for us to focus on so that we won't follow our natural human tendency to be distracted by whatever crosses our paths. Defined goals and priorities help us keep on track and help us to accomplish our mission to make a difference.

How well did you feel we were doing in this area?

·  63% of you felt that the goals of DCS were clear to you.

·  31% of you felt that you knew what was going on at DCS.

What did you feel were our strengths?[2]

·  DCS has "some strong leaders at the state level who know what they are doing and how to get the job done." "A strong willed and knowledgeable Commissioner." "A Commissioner that is bound and determined to make the Tennessee Department of Children's Services the best child welfare system there is. And further she has on staff the majority of RAs that share her vision and are just as determined as she is."

·  DCS "has a strong vision and is going in the right direction." "The mission has been clearly stated." "DCS has goals that we all agree with." "DCS is heading in the right direction by working with families using the family-centered approach. We have the opportunity to help children and families. We have many resources at our fingertips that are useful to helping."

·  "There is a defined mission statement and specific goals. Leadership appears to be genuinely interested in making improvements in the way we operate and that will benefit not only clients but staff as well."

·  "We are working on building relationships in the community as well as with those who have a vested interest in our clients. We are also working on developing our staff to be the best they can be and always do what is in the best interest of the children we serve."

·  "We are reaching out to the public to change the image of DCS and the way we work with the community."

·  A strength is "holding DCS personnel accountable. Goals are set, and you know what is expected of you." "DCS is committed to making changes with public service and personal responsibility as well as accountability, which is long overdue. "

·  "One of the strengths is a relatively new one…DCS upper management is now listening to the case managers and giving the case managers a voice in what they have to do and the tools in which they need to perform a better job."

·  "The focus on families as a whole is a strong part of my personal work ethic, and I was glad to see the department sees this as the core of the work." "Since making a more consistent effort to focus on family strengths and help families see they have done well, I have seen families respond much more positively with our involvement. They see staff as more of a help than someone coming to criticize them or trying to find fault with their family."

·  "I love the strength-based, culturally responsive method of doing social work. I think this concept will be the catalyst that will ultimately change the department for the better."

·  "We provide safety to children in need and we have made great strides in assisting families in achieving permanency for children. Children do not stay in care as long as they have in the past. Children are receiving more quality casework than they have in the past."

·  "I believe the goals and mission of DCS are clearly outlined and that we look for better ways to implement those goals that we have set before us on a daily basis."

·  "Efforts to include the family and "team" in decisions and planning. Having family members being a part of goal setting, and contribute to the problem solving is a strength; encouraging them to think of themselves as part of the decision making process is crucial to them understanding the problems to begin with, and cooperating to resolve them. In the past few years, DCS has made great strides in attempting to include families in the decisions that are made regarding their children. This seems to be making a difference in the outcomes for children, i.e., whether they are placed in state custody, placed with a relative, or remain in the home with services in place to deal with the issues/conflicts within the family."

What did you feel were our weaknesses?

·  "There sometimes seems to be a disconnect between Central Office and the Regional Offices in that Central Office mandates changes in procedures and unit practices before listening to what the region might need to happen to better serve clients and families. Resources and conditions vary from region to region, and Nashville is not the universal reality for every region."

·  "Central office is not knowledgeable about the impact of decisions they make on front line staff because they don't really know what frontline staff do or how they do it. Communication on all levels is poor and that is our greatest resource. Needs are communicated upwards, but no feedback is received. The agency works on a crisis basis, reactive not proactive." "A real weakness is people in upper management who thrive on micro-managing" and who "worry about the stats instead of the children." "We do not always do what is in the best interest of the children."

·  There is a "lack of communication about long-term goals and the broader picture of DCS." "DCS is a great place to work to gain maturity, experience, and responsibility. It also provides the opportunity for exposure within the community. Thus building relationships with other agencies and/or companies. DCS is a force for social change and a champion of families. The big issue for me is that every new administration and every new commissioner has their own unique vision. FINE and DANDY, but in order to create a vision, you have to destroy or redefine the previous 'wonderful vision'." If the state does not define a long term future vision for DCS, then all that DCS can hope for is eternal chaos.

·  "One policy" applies "for the entire state rather than considering the culture differences in rural and urban areas. If you want to think outside the box and apply it to your culture, steps that you must go through are way too difficult and time-consuming to effect outcomes. One bad apple causes business rules to change for everyone. Rather than dealing with the bad apple, everyone else must pay the consequence."

What do you think we should do differently?

·  "There needs to be a departmental "sweep" or clean up beginning with management. Bring in new people with energy and new ideas. The Commissioner's vision for families and the Department is good, but a great percentage of management is too close-minded and fearful to embrace that vision. "

·  "It seems that we get bogged down with little issues like tons and tons of supervisory meetings that consume time and contribute to missing the big picture. Surely DCS would function at a higher level if we found the key to effectively disseminating information so that DCS could concentrate more on being an example of a successful child welfare system. An example of this would be supervisors having more of the time they spend in meetings to devote to developing productive and knowledgeable team members. This one step could improve DCS as a whole. This one step could also answer questions about job satisfaction that is not going to be expressed on this survey."

What are we actually doing?

·  Strategic planning efforts are underway and participation in the planning process will be elicited from staff statewide over the next couple of months. The draft plan will be posted on the intranet and your feedback invited to ensure that everyone has had the opportunity to participate in the process.

·  A timelier and more responsive survey system is being implemented to provide staff with the opportunity to provide ongoing feedback on changes implemented to meet regional needs. We want and need your input. Without it, we do not have the information that is critical to improving our processes and programs.

·  The Weekly Wrap Up is now interactive, allowing you to express your opinions about current processes and programs and new initiatives reported there. The intranet, the Weekly Wrap Up, regional newsletters, and other communication media will be used more frequently to provide you with information on changes occurring within DCS and to ask for your ideas and your feedback.

·  Multiple Response and Unified Placement are two initiatives being implemented statewide that will increase the level of staff input and stakeholder involvement in our work at DCS. These initiatives will also help us to get our work even more centered around our practice model. Please stay tuned for articles on these two important initiatives in the Weekly Wrap Up.

Continuous Learning and Improvement

“Nothing stops an organization faster than people who believe that the way you worked yesterday is the best way to work tomorrow.”

— Jon Madonna

Why is this important?

Most of us joined DCS because of a personal vision of service to children and families and a commitment to improving outcomes for children and families. A commitment to continuous learning and improvement assures that we will strive to provide that service optimally. The key to our success lies in acknowledging and treating those closest to the work (staff, children, youth, families, and stakeholders) as the true “experts” in the work. Success also lies in creating an environment in which those who are closest to the work are actively engaged in assessing the outcomes of practices, programs, and policies, and making improvements based on those assessments. Some people say “if it ain’t broke, don’t fix it,” but continuous learning and improvement emphasizes that all processes, even if they are not “broken,” can be improved. When it comes to working with children and families, we cannot afford to wait until things are broken before we try to make them better. Success lies in transforming our organization from one that is focused on compliance to one that is a true learning organization in which we rely on our vision, mission, and values to constantly improve our practice.[3]

Continuous learning and improvement at DCS supports practices, programs, and policies, by ensuring regular assessments of where and how improvements need to be made. It requires leadership and vision from the top-levels of the agency, but it develops into a bottom-up approach to problem identification and solution planning. It relies on both quantitative and qualitative data to tell stories about what is happening in practice and policy and to identify trends and anomalies that can guide and improve (but not dictate) practice at all levels. Finally, a solid system for continuous learning and improvement supports organization-wide initiatives such as the development and implementation of Program Improvement Plans, case reviews, COA accreditation processes, and other critical initiatives.

How well did you feel we were doing in this area?

·  41% of you felt overall that the climate at DCS is supportive of innovation and change.

·  63% of you participated in quality improvement activities within DCS.

·  77% of you indicated that you have participated in on-the-job activities that have enhanced your knowledge and skills.

·  49% of you felt that there were opportunities for you to grow professionally at DCS.

·  35% of you felt that the training provided by DCS had prepared you for what you deal with day-to-day

·  16% of you felt that DCS implements changes based on feedback received from personnel.

What did you feel were our strengths?

·  "DCS is not afraid to make changes and is not stuck doing things the same way all the time just because that is the way it has been done."

·  "The Department has begun a process of implementing pilot projects in the field with little ideas from Nashville but allow staff and field people to determine what works and what doesn't and why. This makes more effective programs."

·  "Management is flexible to new ideas," and the changes being made are "beneficial to the children and families we serve, as fewer children are being placed into custody and families are hopefully beginning to see that we aren't just 'baby snatchers.'"

·  "DCS has implemented the idea of CQI that does allow for staff to help solve problems that they are faced with. It encourages them to look for solutions and then breeds the idea that families can do this too—along with communities." "CQI meetings will be beneficial in hearing what the employees have to say." "The CQI meetings are a positive addition and help morale." "CPS has laptops thanks to CQI."