Strategic plan, fiscal years 2020-2024, year 3 revision

Division of Aging Services | Division of Child Support Services | Division of Family & Children Services
Make Georgia #1 for small business.
1. Prepare the workforce for the business environment and remove bureaucratic barriers

Measurable Objective 1.1

Increase the number of noncustodial parents referred to the General Education Development (GED) program from 1766 to 1,943 (10%) by September 30, 2024.

Year

Target

Results

Baseline:

SFY 2020

SFY 2021

SFY 2022

SFY 2023

SFY 2024
Data source: Division of Child Support Services Data Warehouse

Measurable ObjeFcIStCivAeL1Y.2EARS
2020 - 2024 Increase the number of noncustodial parents referred to
the General Education Development (GED) program from
1766 to 1,943 (10%) bYyESAeRpt3emRbEeVr I3S0I,O2N024.

Year

Target

Results

Baseline:

SFY 2020

SFY 2021

SFY 2022

SFY 2023

SFY 2024
Data source: Division of Child Support Services Data Warehouse

Strategy 1.1 - 1.2
Increase the number of noncustodial parents referred to the General Education Development (GED) program from 1766 to 1,943 (10%) by September 30, 2024.

DHS 2020-2024 Strategic Plan | 1

Contents

Message from the Commissioner

1

Vision, mission and core values

2

Strategic goals

3

SWOT analysis

4

Make Georgia #1 for small business

5

Reform state government

7

Strengthen rural Georgia

9

Put Georgians first

10

DHS 2020-2024 Strategic Plan | C

Message from the Commissioner

Through each of its programs and services, the Georgia Department of Human Services (DHS) strives to fulfill its vision of creating Stronger Families for a Stronger Georgia.
To ensure that the Department's services positively impact individuals who seek to live safer, more independent lives, it is incumbent upon the leaders of the organization to continually develop and evaluate strategies to make government leaner and more e cient and to strengthen Georgia by strengthening its families.
Enclosed is a multi-year plan that supports Gov. Brian P. Kemp's strategic goals for Georgia to make Georgia No. 1 for small business, reform state government, strengthen rural Georgia and put Georgians first.
The Department's strategic goals include:
1. Build a workforce that supports a strong business environment and small business by removing bureaucratic barriers to publicprivate partnerships.
2. Strengthen strategic partnerships and utilize technology to improve service delivery.
3. Increase access to programs and services that meet the cognitive and educational needs of Georgia's most vulnerable residents.
4. Promote programs that empower Georgians to improve their economic, medical and mental well-being.
As Commissioner of the Department, I am committed to ensuring each of these goals e ectively supports the Governor's e orts to make Georgia a better place to live, work and play, especially as we seek to improve the lives of the most vulnerable in Georgia.

This Strategic Plan comprises the results from State Fiscal Year 2021 and updates for State Fiscal Year 2022.

Gerlda B. Hines Commissioner, Department of Human Services
9/1/2021 Date

DHS 2020-2024 Strategic Plan | 1

Vision, mission and core values
Vision
Stronger families for a stronger Georgia
Mission
Strengthen Georgia by providing individuals and families access to services that promote self-su ciency, independence and protect Georgia's vulnerable children and adults.
Core Values
Provide access to resources that o er support and empower Georgians and their families.
Deliver services professionally and treat all clients with dignity and respect.
Manage business operations e ectively and e ciently by aligning resources across DHS.
Promote accountability, transparency and quality in all services we deliver and the programs we administer.
Develop employees at all levels of DHS.
DHS 2020-2024 Strategic Plan | 2

Strategic goals
Gov. Brian P. Kemp established four key priorities for the state in the State Fiscal Years (SFY) 2020-2024 strategic planning cycle. DHS established its goals to align with each of Gov. Kemp's priorities.
Governor's Goal:
Make Georgia #1 for small business.
DHS Goal: 1. Build a workforce that supports a strong business environment
and small business by removing bureaucratic barriers to publicprivate partnerships.
Governor's Goal:
Reform state government.
DHS Goal: 2. Strengthen strategic partnerships and utilize technology to
improve service delivery.
Governor's Goal:
Strengthen rural Georgia.
DHS Goal: 3. Increase access to programs and services that meet the
cognitive and educational needs of Georgia's most vulnerable residents.
Governor's Goal:
Put Georgians first.
DHS Goal: 4. Promote programs that empower Georgians to improve their
economic, medical and mental well-being.
DHS 2020-2024 Strategic Plan | 3

SWOT analysis
Strengths, Weaknesses, Opportunities and Threats
The SWOT analysis is an environmental scan conducted during the strategic planning process that identifies and analyzes the strengths, weaknesses, opportunities and threats faced by DHS.
Strengths Knowledgeable workforce Engaged stakeholders Data-rich environment Culture of continuous improvement
Weaknesses Non-competitive salaries Human capital turnover and retirement Knowledge retention and bench strength Non-standardized processes
Opportunities Provide workforce training and skill planning Leverage technology to create innovative programs Re-engineer processes Use data to drive decisions
Threats Increased exposure to cybersecurity threats and breaches Loss of knowledge due to turnover and retirement Competitive job market Inconsistent access to services in all areas of the state
DHS 2020-2024 Strategic Plan | 4

Make Georgia #1 for small business.
GOAL 1
Build a workforce that supports a strong business environment and small business by removing bureaucratic barriers to public-private partnerships.

Measurable Objective 1.1*

Increase the number of noncustodial parents referred to the General Education Development (GED) program from 1,766 to 1,907 (8%) by June 30, 2024.

Year

Target

Results

Baseline: 1,766

FFY 2020

1,854

1,418**

SFY 2021

1,801

783

Data source: Division of Child Support Services (DCSS) Data Warehouse. **Data reported on Federal Fiscal Year (FFY) cycle: 10/1 - 9/30. *Note: Measurable Objective 1.1 revised at the end of SFY 2021 with a new baseline.

Increase the percentage of participants in the Georgia Fatherhood program who are eligible for the General Educational Development (GED) program and are referred to the Technical College System of Georgia for services from 83.51% to 85% (1.5%) by June 30, 2024.

Year

Target

Results

Baseline: 83.51%

SFY 2022

84.01%

SFY 2023

84.51%

SFY 2024

85.00%

Data source: Division of Child Support Services (DCSS) Data Warehouse.

Measurable Objective 1.2*

Increase the number of noncustodial parents referred to short-term training from 175 to 425 (143%) by June 30, 2024.

Year

Target

Results

Baseline: 175

FFY 2020

184

209**

SFY 2021

193

353

SFY 2022

375

SFY 2023

400

SFY 2024

425

Data source: Division of Child Support Services (DCSS) Data Warehouse. **Data reported on Federal Fiscal Year (FFY) cycle: 10/1 - 9/30. *Note: Measurable Objective 1.2 targets revised at the end of SFY 2021.

Strategy 1.1 - 1.2
Leverage programs and services to move the disengaged to work.
1. Provide services to noncustodial parents (i.e., job assistance, placement, short-term training, coaching and mentoring, educational services and the Georgia Work Ready Program) by conducting individualized assessment reviews during eligibility interviews to prepare them for employment.
2. Partner with workforce organizations and other agencies to provide referrals to noncustodial parents for employment opportunities.
3. Educate customers on available tools and resources to obtain a GED.

DHS 2020-2024 Strategic Plan | 5

Measurable Objective 1.3

Increase the number of employers participating in the electronic Income Withholding Order (e-IWO) process from 4,066 to 6,566 (62%) by June 30, 2024.

Year

Target

Results

Baseline: 4,066

FFY 2020

4,147

5,170*

SFY 2021

5,066

5,566

SFY 2022

5,566

SFY 2023

6,066

SFY 2024

6,566

Data source: DCSS Support Tracking Accounting Reporting System ($TARS). *Data reported on a Federal Fiscal Year (FFY) cycle: 10/1-9/30.

Strategy 1.3
Target small businesses and create awareness of the benefits of the Georgia Employer Hub1 and participation in the e-IWO process.
1. Utilize digital marketing strategies to provide education and guidance on the e-IWO process available to small businesses.
2. Partner with the community, small businesses and other agencies to participate in events to educate employers about the benefits and services o ered by the Georgia Employer Hub.
3. Partner with workforce organizations and other agencies to disseminate information on the cost-savings and increased e ciencies for small businesses through utilization of the e-IWO process.
4. Partner with the Small Business Administration to inform employers of the value of transitioning from a paper-driven process to an electronic process at no additional cost.
1The Georgia Employer Hub is a business-focused customer service initiative that creates a single point of contact for employers, giving them access to customer service agents who can help them comply with income withholding orders.

DHS 2020-2024 Strategic Plan | 6

Reform state government.

GOAL 2
Strengthen strategic partnerships and utilize technology to improve service delivery.

Measurable Objective 2.1

Increase the number of stakeholder and community groups partnering with the Division of Family & Children Services (DFCS) to provide services from 53 to 253 (378%) by June 30, 2024.

Year

Target

Results

Baseline: 53

SFY 2020

93

138

SFY 2021

133

241

SFY 2022

173

SFY 2023

213

SFY 2024

253

Data source: State of Hope member sites. Data represents the number of sites added each year.

Measurable Objective 2.2*

Strategy 2.1
Implement the State of Hope initiative to prevent conditions that contribute to disparities in education, threaten a family's self-su ciency and lead to child abuse and neglect.
1. Develop and implement a plan to engage and partner with philanthropic organizations, faithbased entities and culturally specific groups in support of the Division and its priorities.
2. Utilize the statewide Child Welfare Training Collaborative partnership with Georgia State University to provide stakeholders with regular opportunities for consistent and ongoing training.
3. Implement regular community "Road Shows" to provide consistent and ongoing stakeholder engagement throughout the State.

Increase the number of active Division of Child Support Services (DCSS) mobile application users from 45,834 to 103,475 (126%) by June 30, 2024.

Year

Target

Results

Baseline: 45,834

SFY 2020

48,401

58,992

SFY 2021

66,000

84,159

SFY 2022

91,475

SFY 2023

97,475

SFY 2024

103,475

Data source: O ce of Information Technology *Note: Measurable Objective 2.2 targets revised at the end of SFY 2021.

Strategy 2.2
Increase marketing e orts to educate constituents on self-service capabilities in the DCSS mobile application.
1. Enhance the Interactive Voice Response (IVR) to provide constituents with information on selfservice features of the mobile application.
2. Use installed television monitors, the DHS websites, email blasts, scripted messages and other marketing activities to promote the mobile application.
3. Launch direct mail marketing campaign to promote features of the application to current DCSS customers.

DHS 2020-2024 Strategic Plan | 7

Measurable Objective 2.3*

Increase the number of constituents using self-service options from 378,195 to 605,000 (60%) by June 30, 2024.

Year

Target

Results

Baseline: 378,195

SFY 2020

399,374

610,169

SFY 2021

517,560

511,842

SFY 2022

514,278

SFY 2023

559,639

SFY 2024

605,000

Data source: Platform 28 *Note: Measurable Objective 2.3 targets revised at the end of SFY 2021.

Measurable Objective 2.4

Reduce the need for customer o ce visits at Child Support Services local o ces from 268,449 to 241,604 (10%) by June 30, 2024.

Year

Target

Results

Baseline: 268,449

SFY 2020

263,080

212,668

SFY 2021

257,818

18,973

SFY 2022

252,662

SFY 2023

247,608

SFY 2024

241,604

Data source: Customer Relationship Manager and Q-Matic

Strategy 2.3
Ensure timely, courteous and e cient service delivery for constituents through the use of Interactive Voice Response (IVR) options. 1. Strengthen strategic partnerships and use
technology to improve service delivery. 2. Implement a robust disposition tool through
Platform 28 to accurately capture data and analytics from each call. 3. Conduct refresher training for call center operators and local field o ce sta twice annually. 4. Implement end-of-call constituent satisfaction surveys. 5. Enhance the Interactive Voice Response (IVR) to provide constituents with information on self-service options (i.e. case status, payment information and court dates).
Strategy 2.4
Leverage technology to increase the use of self-service options. 1. Utilize digital marketing strategies to provide
education and guidance on the self-service options available to customers. 2. Launch a visibility campaign to increase customer awareness of the self-service options. 3. Utilize data from o ce visit tracking systems to enhance self-service options for customers.

DHS 2020-2024 Strategic Plan | 8

Strengthen rural Georgia.

GOAL 3
Increase access to programs and services that meet the cognitive and educational needs of Georgia's most vulnerable residents.
Measurable Objective 3.1

Increase the number of foster children (ages 0-5) who are enrolled in Early Head Start/Head Start, Pre-K, or any other Quality Rated Childcare Program, from 73% to 90% (17%) by June 30, 2024.

Year

Target

Results

Baseline: 73%

SFY 2020

76%

84%

SFY 2021

79%

87%

SFY 2022

82%

SFY 2023

86%

SFY 2024

90%

Data source: The Child and Family Services trend report

Measurable Objective 3.2*

Decrease the number of Division of Aging Services (DAS) clients who report they eat fewer than two meals each day from 25% to 10% (15%) by June 30, 2024.

Year

Target

Results

Baseline: 20%

SFY 2020

18%

23%

Baseline: 25%

SFY 2021

21%

31%

Data source: DAS Data System (DDS) *Measurable Objective 3.2 revised at the end of SFY 2021.

Increase persons served with Home and Community Services (HCBS) as defined by the Older Americans Act from 32,306 to 40,382 (25%) by June 30, 2024.

Year

Target

Results

Baseline: 32,306

SFY 2022

36,344

SFY 2023

38,363

SFY 2024

40,382

Data source: Division of Child Support Services (DCSS) Data Warehouse.

Strategy 3.1
Support the development of children in foster care by providing continuous Educational Academies to train Division of Family & Children Services (DFCS) sta , caregivers and partners on the Division's educational policies, procedures and entitlements to promote successful educational outcomes for youth in foster care. 1. Implement quality assurance monitoring protocol
to ensure quality tutoring services are provided by contracted Education Support Specialists. 2. Ensure youth are engaged in intensive educational support services. 3. Track and monitor academic performance from the initial education assessment through exit from care. 4. Implement the Connected by 21 initiative to ensure youth ages 18-21 in transition to adulthood are supported and self-su cient.
Strategy 3.2
Develop and expand targeted e orts to increase access to services and supports for vulnerable seniors in Georgia. 1. Train Area Agencies on Aging (AAAs) sta on
definitions of target criteria and how to document target criteria in the data system. 2. Train Area Agencies on Aging (AAAs) sta to run and interpret target criteria reports quarterly to monitor progress. 3. Train Area Agencies on Aging (AAAs) to monitor fidelity to assessments.
DHS 2020-2024 Strategic Plan | 9

Put Georgians first.

GOAL 4
Promote programs that empower Georgians to improve their economic, medical and mental well-being.

Measurable Objective 4.1

Increase the percentage of physical and mental health services provided for youth in foster care from 16% to 40% (24%) by June 30, 2024.

Year

Target

Results

Baseline: 16%

SFY 2020

20%

35.90%

SFY 2021

25%

37.60%

SFY 2022

30%

SFY 2023

35%

SFY 2024

40%

Data source: SHINES (child welfare information system)

Measurable Objective 4.2

Increase the number of Adult Protective Services (APS) cases completed within 45 days from 76% to 91% (15%) by June 30, 2024.

Year

Target

Baseline: 76%

SFY 2020

79%

SFY 2021

82%

SFY 2022

85%

SFY 2023

88%

SFY 2024

91%

Data source: DAS Data System (DDS)

Results
81% 49%

Strategy 4.1
Provide education and support to caregivers regarding the importance of health and wellness screenings for children in foster care to promote access to medical, physical and behavioral health services.
1. Develop and implement innovative strategies with the Department of Community Health (DCH), Amerigroup and other stakeholders to facilitate youth access to medical, physical and behavioral health services.
2. Implement the Connected by 21 Initiative to allow older foster care youth more time to prepare for a safe and stable transition into adulthood.
3. Implement a Kinship Care Continuum to ensure that relatives caring for children and youth in foster care are provided services and support to maintain placement stability and continuation of benefits such as Temporary Assistance to Needy Families (TANF) and Medicaid.
4. Implement a statewide foster care recruitment campaign to provide information about foster care to prospective foster parents and build awareness about the need.
Strategy 4.2
Utilize the DAS Data System (DDS), Case Review Assessment and related reports to assist sta in using data to manage their caseloads.
1. Create a tickler notification within the DDS that will alert sta when they are nearing case completion date.
2. Make 45-day report available to sta directly via the DDS production for easy access.
3. Train sta on system updates and time management skills.
DHS 2020-2024 Strategic Plan | 10

Measurable Objective 4.3

Increase the number of callers to the Aging and Disability Resource Connection (ADRC) who receive information on assistive technology from 1,589 to 2,678 (69%) by June 30, 2024.

Year

Target

Baseline: 1,589

SFY 2020

1,621

SFY 2021

2,231

SFY 2022

2,338

SFY 2023

2,444

SFY 2024

2,678

Data source: DAS Data System (DDS)

Results
2,123 1,892

Strategy 4.3
Strengthen training of ADRC and Case Management sta and educate consumers on appropriate assistive technology to meet their needs.
1. Implement refresher training for ADRC sta on available options.
2. Train Area Agencies on Aging (AAA), Adult Protective Services (APS) and Guardianship case managers on available options.
3. Connect individuals with assistive technology laboratories.
4. Train ADRC sta on how to capture conversations about assistive technology in the DDS.

DHS 2020-2024 Strategic Plan | 11

Locations