At DSHS, our House of Health and Human Services priorities are the driving force behind our agency’s Strategic Plan goals. Each administration contributes to shaping our DSHS Strategic Plan.
Modern resources for an effective agency
This page showcases the Facilities, Finance and Analytics Administration's specific goals, along with action plans and success measures. From building on infrastructure for delivering services to creating modern facilities for care and offices, the future of stewarding resources for our agency is bright.
Jump to other parts of the DSHS Strategic Plan: ALTSA | BHA | DDA | DVR| ESA | OS | IT
FFA Strategic Goals
In the strategic planning process, we identify three key components.
- The Strategic Goals: Sets the goal that we are striving to achieve.
- The Action Plan: Our action strategies to get there.
- The Success Measure: The outcome to achieve a goal.
Read in detail below FFA’s strategic goals. Take a look at FFA’s Strategic Performance Metrics here.
Strategic plan index: Jump to a section of the plan by clicking the Strategic Goal (SG)
- Support client safety and staff satisfaction through an integrated approach to facility management, focused on building and maintaining a productive and positive environment that provides a seamless experience for clients and staff and ensures efficient and effective resource utilization and management.
- Ensure fiscal responsibility and sound financial management by safeguarding taxpayer dollars through effective budgetary controls, implementing cost-effective measures, and enhancing transparency, demonstrating a commitment to prudent financial stewardship and accountability.
- Provide responsible research and data analysis services centered on ethical conduct, data integrity, and transparency. Uphold the highest standards in research practices, prioritize privacy, and foster a culture of responsible data usage, ensuring that insights derived contribute positively to knowledge while respecting ethical boundaries.
- Implement modern digital tools to enhance operational efficiency.
- Increase organizational effectiveness and efficiency to grow and maintain a diverse work force.
Strategic Goal #1: Support client safety and staff satisfaction through an integrated approach to facility management, focused on building and maintaining a productive and positive environment that provides a seamless experience for clients and staff and ensures efficient and effective resource utilization and management.
The Action Plan:
- The Leased Facilities and Maintenance Operations Planning and Design Team (LFMO) will strategically right-size and reconfigure DSHS leased facilities to meet program business needs taking into account telework and support staff working in a hybrid work environment (remote staff plus in-office staff).
- The Office of Capital Programs (OCP) will continue to evaluate building needs while balancing client safety and staff satisfaction in the strategic development of future capital budget requests.
- The LFMO Management team will develop a prototype lease and space management tool in ArchGIS Indoors with functions to track leases and monitor lease terms and budgets and manage and reserve drop-in and hotel workspaces in DSHS facilities.
- In collaboration with the DSHS Fleet Manager, DSHS Logistic Manager, and Office of Capital Programs, the LFMO State Efficiency and Management Program (SEEP) team will develop an enterprise-wide electric vehicle supply equipment implementation (EVSE) plan and seek grant funding from all possible sources.
Success Measure:
1.1: LFMO will publish a final six-year strategic leased facilities plan by June 28, 2024.
1.2: OCP will develop a 10-year capital plan (2025-35) that addresses short- and long-term strategic investments for buildings that are found on DSHS state owned campuses by October 2024.
1.3: Working prototype lease and space management tool will be developed by February 28, 2025.
1.4: Applications for funding submitted to local PUDs, DES Fleet, Department of Commerce, and Department of Ecology on time in every available funding cycle through December 2025 or until all DSHS leased and owned facilities have adequate EVSE.
Strategic Goal #2: Ensure fiscal responsibility and sound financial management by safeguarding taxpayer dollars through effective budgetary controls, implementing cost-effective measures, and enhancing transparency, demonstrating a commitment to prudent financial stewardship and accountability.
The Action Plan:
- Management Services Office (MSO) will meet with office leaders monthly to communicate, inform, and educate to better project spending and communicate overspending, to account for and responsibly manage taxpayer resources to accomplish the DSHS mission.
- Central Budget Office (CBO) will develop and maintain analytical partnerships annually, with each administration and the Office of Financial Management (OFM) to support the DSHS Secretary’s policy and budget direction.
- The Office of Fraud and Accountability (OFA) will Identify overpayments made to clients and vendors within 180 days of case assignment as shown by data from the Fraud Investigation Tracking Tool by streamlining the case flow process to the overpayment specialist and focus on cases with highest value and fraud and increasing overpayment referrals for non-prosecution cases.
- The Central Budget Office will coordinate and implement an IT solution for reporting out monthly fiscal status information by administration.
Success Measure:
2.1: CBO will identify fiscal risks and collaborate on corrective action plans, 100% of the time, annually, to ensure overall appropriations were not overspent, by June 2027.
2.2: 100% of the agency budget request will be submitted to OFM on time, annually.
2.3: The Office of Fraud and Accountability (OFA) will complete 80% of investigation and overpayment work within 180 days of case assignment as shown by data from the Fraud Investigation Tracking Tool by July 2027.
2.4: The CBO fiscal status dashboard will be implemented by December 2025.
Strategic Goal #3: Provide responsible research and data analysis services centered on ethical conduct, data integrity, and transparency. Uphold the highest standards in research practices, prioritize privacy, and foster a culture of responsible data usage, ensuring that insights derived contribute positively to knowledge while respecting ethical boundaries.
The Action Plan:
- Provide timely and accurate data and scientifically valid analyses and reports to support DSHS programs and external partners by:
- Working with DSHS Administrations, Health Care Authority (HCA), the Department of Children Youth and Family (DCYF), Dept. Of Commerce, and other partner agencies to establish data collection and reporting tools/applications as needed to support operations and program/policy decisions.
- Ensure all confidential client data is protected from unauthorized disclosure by:
- Research and Data Analysis Division (RDA) Information Security unit staff and data/application management teams will follow agency and division policies and procedures that meet federal, state, and agency data security and privacy requirements.
Success Measure:
3.1: Analytic requests and reports are completed within the expected timelines throughout the 23-25 biennium.
3.2: Ensure there are no breaches of client confidentiality in the operation of any RDA data system or application containing sensitive client data throughout the 23-25 biennium.
Strategic Goal #4: Implement modern digital tools to enhance operational efficiency.
The Action Plan:
- Prepare for One Washington by attending meetings, training, and completing required action items. (One Washington, led by the Office of Financial Management, is an enterprise-wide transformation program focused on replacing 1960s-era technology with a cloud-based solution for finance, procurement, budget, HR, and payroll processes.)
- Implement scheduling, time, and attendance system, (SILAS- System for Integrated Leave Attendance and Scheduling) that will replace Leave Tracker across the department.
- Update and expand the Agency Contracts Database Helpdesk manual. Train all DSHS purchasing coordinators on One Washington solution’s system functions in advance of go-live dates.
- Continue to track turnaround times daily and use surveys, focus groups, and training groups to gather customer satisfaction ratings from customers. Timely turnaround times for background checks are essential for the hiring and care of Washington State’s most vulnerable populations.
- Procure and roll out new reliable system for bill analysis and legislative hearing tracking to support the agency during legislative session.
Success Measure:
4.1: Staff will support One Washington go live date of July 2025.
4.2: SILAS will be implemented at DDA and BHA facilities starting July 2024 and completed by November 2027, resulting in efficient management of the complexities of staffing 24-hour facilities, as well as replacing labor intensive manual processes and outdated systems, reducing errors, and standardizing practice across the agency.
4.3: Provide efficient, responsive, legally sound, and compliant contracting services and central purchasing support and consultation to all DSHS administrations by ensuring 90% of all new administration contracts staff have completed all required contracts trainings within six months of hire and developing and publishing a DSHS Contract Management course by December 2024.
4.4: Increase background check customer satisfaction levels to 80% or higher, while maintaining average turnaround time of three (3) business days or less by July 1, 2025.
4.5: The Background Check System (BCS) will maintain a regular release cycle of updates and modifications, continuously assessing backlogs of features and enhancements in collaboration with the Background Check Central Unit and based on customer and staff feedback, throughout the next biennium.
4.6: Procure and implement a new fleet management system prior to One Washington Phase 1B completion (July 2027) and decommission out-of-date TRACKS system.
4.7: Replace unreliable BATS system with new LobbyGov system for tracking bill analysis and legislative hearings, and have staff trained on new system, prior to December 2024.
Strategic Goal #5: Increase organizational effectiveness and efficiency to grow and maintain a diverse work force.
The Action Plan:
- Analyze and review org charts across the Facilities, Finance, & Analytics Administration (FFA).
- Develop in-training plans, when possible, to increase opportunities for more diverse candidates to obtain the necessary experience and build awareness with supervisors to become a pro equity and anti-racist administration.
- Review, identify, and improve ADA Title II accessibility for all FFA policies, practices, and procedures. Develop an ADA Title II accommodation request process in alignment with the DSHS coordinator’s office.
Success Measure:
5.1: FFA will identify opportunities to reorganize and promote a path to advancement by August 31, 2025, identify in-training plans possibilities and begin development by July 1, 2026, and provide leadership training and career development opportunities for all employees by July 1, 2024.
5.2: FFA’s Title II ADA coordinator will coordinate completion of FFA’s self-evaluation and transition plan to identify and correct any Title II ADA deficiencies within FFA by July 1, 2025. FFA will provide clear guidance to staff and customers regarding the request process for ADA title II accommodations. FFA will be better postured to identify and support Title II ADA compliance.