Arizona Division of Children, Youth and Families (DCYF)

Case Study: Arizona Division of Children Youth and Families (DCYF)

The Division of Children, Youth and Families is a human service organization dedicated to achieving safety, well-being and permanency for children, youth and families through leadership and the provision of quality services in partnership with communities.

DCYF is in the process of implementing a Workforce Planning and Development (WFPD) initiative. To carry out this work, DCYF established a series of teams.

The case study examples shown here are organized by Workforce Planning step, and under the teams that developed and implemented them.


Download the Final Report Executive Summary (PDF) .

Download the 2007-2010 Status Update Report (PDF)


Workforce Planning and Development Team

This team is made up of an organizationally and geographically diverse group individuals - from frontline employees to upper level managers representing each of the DCYF Districts and the Central Office. Approximately twenty individuals served on the team at any one time. Team members not only coordinate and oversee the entire WFPD process, but also fully participate in each stage of the process by gathering and analyzing data, developing and implementing the gap-closing strategies and evaluating the process. The following documents produced by the WFPD Team serve as examples of their work:


Planning Documents (PDF)
  • Workforce Planning Project Plan - This document was developed and revised over the course of several meetings in order to align WFPD with DCYF strategic initiatives.
  • Goals, Outcomes, Performance Measures and Objectives - Ihis document was initially created during the early stages of the WFPD process, but was revisited and revised throughout the process.
  • Workforce Planning and Development Team Members - IA "point-in-time" roster of team members and contact information. This was revised several times as team membership changed.
  • Action Plan: DCYF Workforce Planning Step 1 - Strategy Assessment - This is a detailed workplan that was developed to ensure that Step 1 of WFPD was carried out properly.
  • Action Plan: DCYF Workforce Planning Step 4 - Gap-Closing Strategies - This is a point-in-time Action Plan used by the WFPD Team to identify key actions and accountabilities for developing and implementing gap-closing strategies. The Action Plan was updated periodically.

  • Presentation June 18-19, 2007: Workforce Planning to Support F2F Reform (PDF)- Presentation that the consultants presented to the WFPD Team to introduce them to the project.
  • Executive Presentation September 28, 2007: Workforce Planning to Support the F2F Initiative (PDF)- Presentation that the consultants presented to the WFPD Team to introduce them to the project.

Organizational Culture and Communications Sub Team (PDF)

This sub team had two primary responsibilities: 1) to promote strategies to improve the organization culture of DCYF; and 2) to develop and administer a communications process to ensure that WFPD was well understood by everyone within DCYF. During the Strategy step, this sub team produced:


  • Questions and Answers about Workforce Development - This document was developed early in the WFPD process as a tool to disseminate information about WFPD to all staff.
  • WFP Communication Plan - Workplan to identify the team's communications action steps and responsibilities.

Data Collection and Evaluation Sub Team


This sub team was initially responsible for collecting both the internal and external data used as part of the environmental scan. Later in the process, the team assumed the responsibility for evaluation. During the Strategy step, the sub team produced:



Data Collection and Evaluation Sub Team(PDF)

This sub team was initially responsible for collecting both the internal and external data used as part of the environmental scan. Later in the process, the team assumed the responsibility for evaluation. During the Data Collection step, the sub team produced:


  • Action Plan: DCYF Workforce Planning Step 2 - Data Collection and Analysis - A point-in-time action plan used by the sub team to clearly identify action steps and responsibilities. This was updated and revised over time.
  • SWOT Analysis Matrix - This matrix was completed by the WFPD Team based on input from focus groups with employees and supervisors. The purpose was to identify the Strengths, Weaknesses, Opportunities and Threats relevant to the success of WFPD implementation.
  • Personnel Scorecard - The team developed the Personnel Scorecard with input from District Managers to help the Districts identify workforce trends "at a glance."

External Data Materials (PDF)

  • External Data Questions - This document was developed from a template in the Workforce Planning Portal to help the team identify priorities in gathering external data.
  • Regional Data Comparisons - 2007 - Shows key data elements by District.
  • External Data Comparisions by District - Highlights external data elements by District.

Employee Data Materials (PDF)

  • Employee Data: Ethnicity by District and Job Classification - This chart was developed to show race/ethnicity data by classification and District.
  • Employee Data: Worker Demographic Profile by Ethnicity, November 2007
  • Employee Data: Worker Demographic Profile by Gender and Ethnicity, November 2007

Survey/Focus Group Materials (PDF)


Data Collection and Evaluation Sub Team (PDF)

This sub team was initially responsible for collecting both the internal and external data used as part of the environmental scan. Later in the process, the team assumed the responsibility for evaluation. During the Data Analysis step, the sub team produced:


  • Gap Analysis: Staffing Assessment Template - The team used this template from the Workforce Planning Portal to project hiring needs between January 1, 2007 and January 1, 2009.
  • 2010 Employee Survey Consultant Analysis - The CPS consultants prepared this analysis of the June, 2010 survey to provide an example of how the survey results can be analyzed to help improve employee satisfaction and reduce turnover.
  • Employee Survey Results by District - no date - The WFPD Team reviewed the results of a DES administered survey to help determine employee attitude differences by District.

Organizational Culture and Communications Sub Team (PDF)

This sub team had two primary responsibilities: 1) to promote strategies to improve the organization culture of DCYF; and 2) to develop and administer a communications process to ensure that WFPD was well understood by everyone within DCYF. During the Implementation step, this sub team produced:


  • Organizational Culture Graphic - September 2008 - The team designed this graphic to illustrate the change in the organization from the "As Is" to the desired "To Be" state.
  • Organization Culture Graphic - Changing the Culture to Improve Outcomes for the Workforce and Families - This graphic was developed by the sub team to illustrate the concept of "parallel process" and was used as part of the communication strategy.
  • Organizational Culture and Communication Implementation Steps - The team developed this to document their thoughts and strategy for discussion purposes.
  • Notes: WPT Communication Workgroup on DCYF Blog - April 2, 2010 - These notes serve as an example of the kind of notes taken at a team meeting.

Competency Sub Team (PDF)

This sub team was primarily responsible for developing the competency model for each classification and integrating it into the major Human Resources practices. During the Implementation step, this sub team produced:


  • CPS Side-by-Side Competency Models - The team developed this graphic to show which competencies were common - and different - for each classification.
  • CPS Program Specialist Competencies - This chart shows which competencies are the key focus for each HR Process. Similar charts were developed for each classification.
  • CPS Specialist Competency Model, Fit Definitions and Key Behaviors - This document shows the Key Behaviors associated with each competency in the CPS Specialist competency model. Similar documents were developed for the other classifications.

  • Competency / Quality Improvement Cross Walk (PDF) - Used to link the competencies to the DCYF quality improvement case review process, and to assist supervisors in developing competency-based skill building plans.

Strengthen the Role of the Frontline Supervisor Sub Team

This sub team was primarily responsible for developing approaches to help strengthen the role of the frontline supervisor because of the critical role the position plays in employee satisfaction and retention. During the Implementation step, this sub team produced:



Sample Outcomes-Based Performance Evaluation Forms (PDF)
  • PASE Rating Score Sheets - The team developed this document to be a tool used to identify the appropriate standards for assigning scores for the new PASE documents.
  • PASE Record Review - The sub team developed this supervisory tool for reviewing CPS Specialist casework to be used as a basis for completing certain portions of the PASE.
  • PASE Unit Summary - This summary is another tool developed by the team to assess unit performance for the PASE.

  • Presentation May 2008: Revised PASE Practice for DCYF (PDF) - This presentation served as the basis for the computer-based training that all supervisors were required to complete as the first step in learning about the new PASE process.
  • Presentation July 29, 2010: Supervisor's Conference (PDF) - Competency Based Workforce Planning - This presentation was used during the presentation that the CPS Consultants delivered at the Supervisor's Conference to provide further information about the new PASE.
  • Supervisor's Retention Tool Kit (PDF) - Understanding the important role supervisors play in employee retention, the sub team developed this tool kit to provide supervisors with ideas and resources to help them in their role.

Data Collection and Evaluation Sub Team (PDF)

This sub team was initially responsible for collecting both the internal and external data used as part of the environmental scan. Later in the process, the team assumed the responsibility for evaluation. During the Evaluation step, the sub team produced:


  • Critical Questions: Lessons Learned Focus Group Meeting - This document resulted from the "Lessons Learned" discussion conducted with the WFPD Team to help evaluate the effectiveness of the WFPD process itself.
  • Final Logic Model - This is the most current version of the logic model the team developed.

 

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