DSB Strategic Plan 2015 - 2020

Hello All:

I am pleased to present DSB’s new Strategic Plan for the upcoming five years. We expect this aspirational plan to lead us to an exceptional level of customer service and results by 2020.

Our plan has emerged as the result of an environmental scan, a review of agency performance data, feedback and ideas from a broad range of stakeholders and customers, input from all-staff, and from the intense thought-work of six targeted cross-agency work groups, plus executive team and consultant reviews.

We have prioritized three Strategic Initiatives. The first two cross-over all agency programs, while the third is focused more specifically on vocational rehabilitation and employment outcomes.

Our Strategic Plan will be not just a document, but rather a dynamic process that we all own; that infuses and focuses the work we do together every day. We are assigning leads to each Strategic Initiative who will recruit project participants. We have built success measures into the plan, so that we can evaluate our progress at key points, and communicate results among everyone.

We will not be starting every project at the beginning, but will prioritize and pace them during the upcoming five years. We can also make changes and course corrections as we learn from the process.

Below is the Strategic Plan document. You all play a critical part in implementing the plan and achieving our goal for 2020. Thank you!

Lou Oma Durand
Executive Director

 

 

Strategic Initiative 1: Enhance Communications to Reach More Customers and to Serve Customers Better

Project Area Objectives Success Criteria
 
1.1
Gathering the DSB Story
  • Develop shared understanding of all DSB programs among agency staff
  • Develop systems for documenting and cataloguing agency participant success stories & feedback,  and the agency impact on customer
  • Develop systems to ensure multi-directional communication within agency
  • Staff can note differences and similarities among programs within the agency
  • Effective systems for tracking and retrieval of DSB stories are in place
1.2 
Targeting the DSB message
  • Develop DSB messages/talking points
    • How we are unique
    • How we add value
  • Develop criteria for prioritizing strategic partnerships
  • Target DSB messages to specific audiences
    • Identify key cultural motivators for target groups
    •  Develop comprehensive approach to serving Transition age youth
  • Develop multiple platforms and formats for conveying message
  • Staff can convey DSB story targeted to specific audiences
  • Staff have developed a prioritization mechanism for local outreach activity
  • DSB message can be sent out across multiple media platforms
1.3      
Telling the story for highest impact
  • Develop strategic outreach activity plan,  statewide and locally
  • Develop effective relationships through targeted outreach and broad-based media activity
  • Leverage funding and resources through partnering
  • Develop systems for feedback loop to assess outreach successes
  • Increased number referrals
  • Employer engagement measures - businesses with repeat hires of DSB participants
  • Partnerships in place to meet full circle of DSB participant needs
  • Agency has data to demonstrate which efforts are effective

 

Strategic Initiative 2: Enhance and Maintain DSB Capacity & Expertise in Serving Blind Washington Residents

Project Area Objectives Success Criteria
2.1   
Enhance agency core competencies
  • On-going blindness awareness and experience for all DSB staff and service providers
  • Promote accessibility
  • Ensure internal accessibility and usability of agency systems and communications
  • Act as resource for external community partners in ensuring electronic and other accessibility of external systems
  • Promote teaming within and among programs
  • Community and agency participant feedback
  • Structured development plans are in place for key positions
  • Blind staff productivity is not impeded by internal systems or accessibility obstacles
  • DSB participants get hired at businesses who have made accessibility changes due to DSB consultation
2.2    
Enhance recruitment, retention, and succession
  • Target recruitment of qualified blind staff to increase representation across all levels of the agency
  • Develop systems for knowledge transfer among all job classifications
  • Explore opportunities for compensation increases for targeted hard-to-fill job classes
  • Leadership development
  • Target and promote interest in training for agency participants to fill critical resource needs for vocational rehabilitation and agency
  • Blind representation will exist at all levels and areas of agency
  • Increased numbers of DSB participants hired into VR-related positions
  • New staff receive knowledge transfer to maintain program stability

Strategic Initiative 3: Integrate employment into a unified customer experience at all phases of the vocational rehabilitation process

Project Area Objectives Success Criteria
3.1      
Integrate employment and real-world work experience throughout all phases of VR process and training
  • Integrate employment from intake process through training to program exit
    • Build in work experience and employment-related activity at all levels of VR process
    • Relate all assessment and training to an employment context
    • Integrate real time market labor data and sector strategies in vocational planning
  • Address with participants impact and accommodation needs of secondary disabilities
  • Define stages of job-readiness and related employment activities
  • Build employer-desired core soft skills (critical thinking, decision making, etc.) throughout skill development process
  • Develop system for peer mentorship
  • Increased number of employment outcomes
    • Federal agency & contractors
    • State agency employment
  • Documentation and curricula for assessment and training materials relate to vocational goals
  • Common understanding and approach to stages of job readiness
  • Increased quality (wage / benefit / diversity) of employment outcomes
  • Employer engagement measures
  • Maintained stability of employment outcome (2nd and 4th quarter)
3.2            
Build regional business expertise
  • Build capacity for agency regional business representation to facilitate outcomes among DSB, workforce partners and business community
  • Build systems to meet the needs of businesses with mandates to increase hire of individuals with a disability
  • Develop systems to identify and target businesses that have variety of job classes, maintain an accessible environment, focus on diversity as a value and have past history of hiring individuals with a disability