Des Moines Valley Health and Human Services

Board Meeting Agenda - REVISED

June 12, 2014 - 9:00 a.m.
Conference Room LEC Windom

I. Call to Order / Establish Quorum
II. Public Hearings (if applicable)
III. Approval of Agenda
IV. Consent Agenda: All items listed under the Consent Agenda are considered to be routine by
the DVHHS Board and will be enacted by one motion and an affirmative vote of a majority of
the members present. There will be no separate discussion of these items unless a
Board Member so requests, in which event the item(s) will be removed from the
Consent Agenda and considered separately by the Board under Other below.
a. Approve Auditor Warrants (summary in Consent Packet)
b. Approve May Board Minutes (in Consent Packet)
c. Approve HIPPA Policies ( RBA and policies in Consent Packet)
d. Approve Updated Home Health Care Policies (RBA and policies in Consent Packet)

V. Staff / Programming Report 9:30 (20 minutes)
a. LEAN/Kaizen Presentation - SSIS Billing

VI. Executive Director Agency Report (10 minutes)
VII. Human Services
a. RBA Authorization to Hire Financial Assistance Supervisor (15 minutes)
b. Directors Report (10 minutes)

VIII. Fiscal
a. Fiscal Reports (10 minutes)
b. RBA Budget Meeting (10 minutes)
c. Directors Report (10 minutes)

IX. Operations
a. Directors Report (10 minutes)
X. Human Resources
a. RBA Facilitator for Strategic Planning and Cultural Integration (15 minutes)
b. Directors Report (10 minutes)

XI. Public Health
a. RBA Health Educator Change of Status to 1 FTE (10 minutes)
b. Directors Report (10 minutes)

XII. Other
XIII. Adjourn


Complete and email this form to: dvhhs-boardsecretary@dvhhs.org
Des Moines Valley Health and Human Services
Request for Board Action
** Requests must be received by the Board Secretary before noon the Thursday
PRI OR to the regularly scheduled board meeting. ***

Requested Board Date: J une 12, 2014
Agenda Type: Regular Agenda
Agenda Item: Programmings Staffing - LEAN/Kaizen Presentation - SSIS Billing
Presenter: Click here to enter text. Estimated Time: 20 minutes
Board Action Required: None
Attachments: Choose an item. Attachment Name: Click here to enter text.
Background: Click here to enter text.
Fiscal Impact: Click here to enter text.
Attorney Review: Choose an item.

Board Action: Approved Denied Tabled No Action
Motion: ________________________
Second: _______________________
Roll Call Vote: Henkels Holmen Hummel Oeltjenbruns Schmidt
Schultz Stevens Tusa Willink White
Notes:_____________________________________________________________________________________
__________________________________________________________________________________________
__________________________________________________________________________________________
__________________________________________________________________________________________
__________________________________________________________________________________________
__________________________________________________________________________________________
Complete and email this form to: dvhhs-boardsecretary@dvhhs.org
Des Moines Valley Health and Human Services
Request for Board Action
** Requests must be received by the Board Secretary before noon the Thursday
PRIOR to the regularly scheduled board meeting. ***

Requested Board Date: June 12, 2014
Agenda Type: Regular Agenda
Agenda Item: Authorization to Hire
Presenter: Craig Myers Estimated Time: 15
Board Action Required: Authorization to Hire a Financial Assistance Supervisor I
Attachments: No Attachment Name: None
Background: Working in conjunction with a possible phased retirement of a
supervisor would hire new supervisor to allow for cross training period.
Would not hire until signed pro agreement is in place.
Fiscal Impact: Click here to enter text.
Attorney Review: Not Applicable

Board Action: Approved Denied Tabled No Action
Motion: ________________________
Second: _______________________
Roll Call Vote: Henkels Holmen Hummel Oeltjenbruns Schmidt
Schultz Stevens Tusa Willink White
Notes:_____________________________________________________________________________________
__________________________________________________________________________________________
__________________________________________________________________________________________
__________________________________________________________________________________________
__________________________________________________________________________________________
__________________________________________________________________________________________
6/5/2014
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A B C D E F G H I J K
2014 2014
ADMINISTRATION EXPENSES ACTUAL BUDGET VARIANCE ACTUAL BUDGET VARIANCE
COMMUNICATIONS 5,329 $ 5,489 $ (160) $ 32,944 $ 27,445 $ 5,499 $
UTILITIES 1,836 $ 3,719 $ (1,883) $ 10,543 $ 18,597 $ (8,054) $
ADS, DUES, LEGAL NOTICES & SUBSCRIPTIONS 594 $ 1,856 $ (1,262) $ 7,837 $ 9,278 $ (1,441) $
CONFERENCE, TRAINING & REGISTRATION 69 $ 1,369 $ (1,300) $ 2,687 $ 6,846 $ (4,159) $
REFERENCE BOOKS & MATERIALS - $ 548 $ (548) $ 1,000 $ 2,739 $ (1,739) $
COMPUTER SOFTWARE 117 $ 3,318 $ (3,202) $ 7,987 $ 16,592 $ (8,605) $
PROFESSIONAL SERVICES 11,723 $ 13,497 $ (1,774) $ 69,891 $ 67,485 $ 2,405 $
LEGAL FEES 1,948 $ 5,355 $ (3,408) $ 10,659 $ 26,776 $ (16,117) $
EQUIP. SERVICE CONTRACTS 1,510 $ 2,463 $ (953) $ 22,737 $ 12,316 $ 10,420 $
REPAIRS & J ANITORIAL SERVICES 3,830 $ 6,302 $ (2,472) $ 19,015 $ 31,508 $ (12,493) $
TRAVEL 8,828 $ 6,478 $ 2,351 $ 31,655 $ 32,388 $ (733) $
RENT VEHICLES - $ 1,358 $ (1,358) $ - $ 6,792 $ (6,792) $
RENT EQUIPMENT 271 $ 349 $ (78) $ 1,264 $ 1,746 $ (482) $
RENT BUILDING 13,817 $ 13,367 $ 450 $ 69,083 $ 66,833 $ 2,250 $
INSURANCE 6,090 $ 1,410 $ 4,680 $ 17,226 $ 7,050 $ 10,176 $
SUPPLIES-OFFICE 1,202 $ 2,486 $ (1,284) $ 15,015 $ 12,430 $ 2,585 $
SUPPLIES & MATERIALS 353 $ 3,605 $ (3,252) $ 7,856 $ 18,025 $ (10,169) $
NURSING SUPPLIES & VACCINE - $ - $ - $ - $ - $ - $
CAR EXPENSE 4,235 $ 1,428 $ 2,807 $ 10,561 $ 7,138 $ 3,423 $
EQUIPMENT & FURNITURE NON-CAPITAL - $ 2,864 $ (2,864) $ 2,783 $ 14,320 $ (11,537) $
CAPITAL EQUIPMENT - $ 9,522 $ (9,522) $ - $ 47,612 $ (47,612) $
OTHER - NON FFP 75 $ 13,360 $ (13,285) $ 6,795 $ 66,802 $ (60,006) $
VAC/SL/RETIREMENT 6,103 $ 2,470 $ 3,633 $ 29,886 $ 12,348 $ 17,539 $
OTHER (22) $ 400 $ (422) $ 990 $ 2,002 $ (1,011) $
TOTAL ADMIN COSTS 67,907 $ 103,014 $ (35,107) $ 378,416 $ 515,069 $ (136,653) $
SALARIES (INCLUDES ALL BENEFITS)
ADMINISTRATIVE 78,190 $ 73,315 $ 4,874 $ 384,462 $ 359,246 $ 25,216 $
ACCOUNTING DEPARTMENT 23,156 $ 17,863 $ 5,293 $ 124,930 $ 87,530 $ 37,400 $
ELIGIBILITY WORKERS 49,780 $ 58,813 $ (9,033) $ 240,022 $ 288,182 $ (48,159) $
CHILD SUPPORT 19,339 $ 23,281 $ (3,941) $ 94,962 $ 114,075 $ (19,113) $
OFFICE SUPPORT 21,259 $ 29,007 $ (7,749) $ 104,671 $ 142,136 $ (37,465) $
CASE AIDES 22,281 $ 20,582 $ 1,699 $ 109,492 $ 100,850 $ 8,642 $
SOCIAL WORKERS 122,959 $ 119,449 $ 3,510 $ 619,907 $ 585,300 $ 34,607 $
PUBLIC HEALTH NURSING 91,514 $ 87,234 $ 4,279 $ 442,385 $ 427,449 $ 14,936 $
BOARD MEMBERS 952 $ 956 $ (5) $ 4,521 $ 4,685 $ (164) $
TOTAL AGENCY SALARIES 429,429 $ 430,501 $ (1,072) $ 2,125,352 $ 2,109,453 $ 15,899 $
TOTAL AGENCY ADMINISTRATION 497,336 $ 533,514 $ (36,178) $ 2,503,767 $ 2,624,522 $ (120,754) $
DES MOINES VALLEY HEALTH and HUMAN SERVICES
JANUARY to MAY MAY
CURRENT MONTH YEAR TO DATE
6/5/2014
VARIANCE
Total Admin Costs 378,416 $ 515,069 $ (136,653) $
Total Agency Salaries 2,125,352 $ 2,109,453 $ 15,899 $
TOTAL AGENCY ADMINISTRATION 2,503,767 $ 2,624,522 $ (120,754) $
Child Protection Program (Excludes OHP) 42,824 $ 52,203 $ (9,379) $
Out of Home Placement (OHP) 440,037 $ 560,968 $ (120,932) $
MFIP Employment Services & Child Care Program 3,720 $ 10,177 $ (6,457) $
CD Program 38,539 $ 36,080 $ 2,459 $
Mental Health (excluding OHP) 357,231 $ 438,508 $ (81,277) $
DD Services 107,354 $ 162,316 $ (54,962) $
Adult Services 42,132 $ 44,700 $ (2,568) $
County Paid Assistance Programs 42,729 $ 64,191 $ (21,463) $
Other Programs 135,768 $ 137,147 $ (1,378) $
TOTAL HUMAN SERVICE NON ADMIN. EXPENDITURES 1,210,333 $ 1,506,290 $ (295,957) $
Disease Prevention and Control 2,545 $ 6,503 $ (3,958) $
Family Health 7,035 $ 6,741 $ 294 $
Health Promotion 63,337 $ 75,891 $ (12,554) $
Home Health Care 53,249 $ 34,112 $ 19,137 $
TOTAL NON-ADMINISTRATIVE PUBLIC HEALTH 126,165 $ 123,247 $ 2,919 $
TOTAL NON-ADMINISTRATIVE DVHHS 1,336,498 $ 1,629,537 $ 9,796 $
TOTAL EXPENDITURES DVHHS 3,840,266 $ 4,271,942 $ (413,793) $
VARIANCE
Reimbursement for Administration Costs 660,079 $ 524,240 $ 135,839 $
Case Management 209,067 $ 323,931 $ (114,865) $
Program Cost Reimbursements 211,624 $ 359,040 $ (147,417) $
Fees & Recoveries 69,790 $ 131,528 $ (61,737) $
Grants 133,571 $ 335,862 $ (202,291) $
TOTAL HUMAN SERVICE REVENUE 1,284,130 $ 1,674,600 $ (390,470) $
PUBLIC HEALTH 59,153 $ 94,893 $ (35,740) $
DISEASE PREVENTION AND CONTROL 29,589 $ 32,574 $ (2,985) $
FAMILY HEALTH 138,720 $ 88,579 $ 50,141 $
HEALTH PROMOTION 122,671 $ 115,533 $ 7,138 $
HOME HEALTH CARE 104,244 $ 230,765 $ (126,522) $
TOTAL PUBLIC HEALTH REVENUE 454,376 $ 562,344 $ (107,968) $
State Aid - $ 12,577 $ (12,577) $
Misc 9,891 $ 5,579 $ 4,312 $
TOTAL DVHHS REVENUE 1,748,398 $ 2,255,100 $ (506,703) $
Appropriation 2,218,910 $ 2,218,911 $ (1) $
NET CHANGE IN CASH POSITION 127,042 $ 202,069 $ (92,911) $
2014 ACTUAL
DES MOINES VALLEY HEALTH and HUMAN SERVICES
2014 ACTUAL
JANUARY to MAY 2014
EXPENDITURES
2014 BUDGET
REVENUE
2014 BUDGET
Complete and email this form to: dvhhs-boardsecretary@dvhhs.org
Des Moines Valley Health and Human Services
Request for Board Action
** Requests must be received by the Board Secretary before noon the Thursday
PRIOR to the regularly scheduled board meeting. ***

Requested Board Date: June 12
Agenda Type: Regular Agenda
Agenda Item: Budget Meeting
Presenter: Robert Pankratz Estimated Time: 10
Board Action Required: Set the date for a special meeting to approve 2015
DVHHS budget.
Attachments: No Attachment Name: Click here to enter text.
Background: In order to get appropriation amounts to County
Auditor/Treasurers the budget needs to be discussed prior to the August
14th Board meeting.
Fiscal Impact: None
Attorney Review: Not Applicable

Board Action: Approved Denied Tabled No Action
Motion: ________________________
Second: _______________________
Roll Call Vote: Henkels Holmen Hummel Oeltjenbruns Schmidt
Schultz Stevens Tusa Willink White
Notes:_____________________________________________________________________________________
__________________________________________________________________________________________
__________________________________________________________________________________________
__________________________________________________________________________________________
__________________________________________________________________________________________
__________________________________________________________________________________________

Complete and email this form to: dvhhs-boardsecretary@dvhhs.org
Des Moines Valley Health and Human Services
Request for Board Action
** Requests must be received by the Board Secretary before noon the Thursday
PRI OR to the regularly scheduled board meeting. ***

Requested Board Date: J une 12, 2014
Agenda Type: Regular Agenda
Agenda Item: Facilitator for Strategic Planning and Cultural Integration
Presenter: J anice Fransen Estimated Time: 15 minutes
Board Action Required: Select facilitator for Strategic Planning and Cultural
Integration
Attachments: Yes, identify below Attachment Name: Scope of Work and
Proposals from Springsted and Work Effects
Background: At the May 8 meeting, the DVHHS Board authorized a Scope of
Work for Strategic Planning and Cultural Integration facilitation. Proposals
were submitted by Springsted and Work Effects. Toni Smith (AMC) and MN
Department of Human Services were sent the Scope of Work, but declined to
submit proposals.
Fiscal Impact: $7,500 minimum up to $69,875 maximum, depending on which
facilitator and which options selected.
Attorney Review: Not Applicable

Board Action: Approved Denied Tabled No Action
Motion: ________________________
Second: _______________________
Roll Call Vote: Henkels Holmen Hummel Oeltjenbruns Schmidt
Schultz Stevens Tusa Willink White
Notes:_____________________________________________________________________________________
__________________________________________________________________________________________
__________________________________________________________________________________________
__________________________________________________________________________________________
__________________________________________________________________________________________
__________________________________________________________________________________________
Scope of Work
Strategic Planning for Des Moines Valley Health and Human Services
Des Moines Valley Health and Human Services (DVHHS) was formed on J anuary 1, 2014.
In a study by Springsted, Inc., the cultural integration of the three merged organizations was a
primary concern for staff, management and the Board.
The organization has merged and is working to integrate fiscal processing, office support and
various workloads. While weekly all staff communication continues, little time has been carved
out for strategic planning or cultural integration based on a unified mission and vision for the
new agency.
We have identified the following key organizational needs and are seeking proposals to assist
DVHHS with this work.
1) Facilitate strategic planning
Plan and implement a strategic planning process with a cross section of DVHHS staff,
management and Board members where the outcome of the process results in an agency wide
Mission Statement and Vision, and the identification of Core Values and Objectives.

2) Develop plan for cultural integration
Work with a cross section of DVHHS staff, management and Board members to develop a
twelve to eighteen month plan that fosters the integration of the distinct cultures of the three
merged organizations into an inclusive culture that fosters the acceptance of DVHHS Mission
and Vision.

3) Long range plan
Develop long term plan to implement and integrate Mission Statement, Vision, Core Values and
Objectives resulting from strategic planning.

Proposals must be submitted no later than noon on Friday, May 30 to J anice Fransen, J ackson
County Coordinator to be considered. Proposals will be accepted by email at
janice.fransen@co.jackson.mn.us or by mail at
J anice Fransen, County Coordinator
405 Fourth Street
J ackson, MN 56143
DVHHS shall not be liable for any expenses incurred by the proposer in preparing the proposal
or making any presentations in its regard.
Responses should include the following:
Proposal for each identified need
Proposed time frame
Proposed cost
Contact J anice Fransen at janice.fransen@co.jackson.mn.us or 507-847-4182 for questions.

Des Moines Valley Health and Human Services. Proposal for Facilitation of a Strategic Plan. 1
Des Moines Valley Health and Human Services
Proposal for Facilitation of a Strategic Plan
May 30, 2014
Amended June 5, 2014

Introduction
Springsted is one of the most established independent public sector advisory firms in the United States.
For nearly 60 years, we have continually grown in the range of our local government relationships, the
comprehensiveness of our services and our prominence within the industry. Our managed growth is
focused on providing local governments with a balance of national perspective and local expertise.

Springsted is a women-owned business and is certified as a Womens Business Enterprise (WBE) by
the City of Saint Paul, Minnesota. Three employee-owners lead Springsted and our 70 staff members.
Our headquarters are located in Saint Paul, Minnesota, with offices strategically located throughout the
United States. Specifically, our regional offices include Milwaukee, Wisconsin; Des Moines, Iowa;
Kansas City, Missouri; Richmond, Virginia; Denver, Colorado; Los Angeles, California and Dallas,
Texas.

Contact Information and Brief Bio

Springsted Incorporated
Mr. David Unmacht, Senior Vice President
380 J ackson Street, Suite 300
Saint Paul, Minnesota 55101
651-223-3047 Office
612-202-2391 Cell
dunmacht@springsted.com

Mr. David Unmacht is Director of Springsteds Organizational Management/Human Resources group.
He is a long time local government professional with more than 15 years of county administration
experience, having worked for Scott and Dakota Counties, Minnesota. He has also worked as City
Manager in Prior Lake and City Administrator in Belle Plaine, Minnesota. He works closely with city
and county governments in many different fields including executive searches, organizational
assessments, intergovernmental collaborations, facilitation services, goal setting and strategic planning.
He has a masters degree in Public Administration from Drake University in Iowa and a bachelors degree
in Business Administration and Political Science from Wartburg College in Iowa.

Mr. Unmacht was the recipient of the Minnesota Association of County Administrators (MACA) J oe Ries
Excellence in County Management Award in 2000 and the Minnesota City/County Management
Association (MCMA) Award for Management Excellence in 2006. Mr. Unmacht is also a Credentialed
Manager with the International City/County Management Association (ICMA) and a community faculty
member with Metropolitan State University in Saint Paul, Minnesota.


Approach
Mr. Unmacht brings extensive experience in working with elected officials and staff in many different
settings and situations. Within the past four years he has been the lead facilitator on dozens of work
sessions with local government officials. His work includes a wide range of local governments including
Des Moines Valley Health and Human Services. Proposal for Facilitation of a Strategic Plan. 2
small, medium and large-sized departments and organizations. He is noted for high energy, engaging and
informative presentations and discussions. He has a crisp and clean writing style and easily grasps
different concepts and offers ideas and experiences in support of the entities goals and objectives. He
brings a seasoned, experienced and practical approach to his facilitation style.

Des Moines Valley Health and Human Services (DVHHS) is a new organization that was formed on
J anuary 1, 2014. The upcoming work sessions will allow the organization and staff to focus on
implementation details related to cultural integration and strategic planning. This is a very important step
for DVHHS as the outcomes will support and direct the organizations priorities for the future.

Process Ideas

The final process will be determined in conjunction with the DVHHS Board and staff; the following is
proposed for consideration.
Meetings and interviews it is important for the facilitator to fully understand the status of the
integration and implementation. Mr. Unmacht will meet with the DVHHS Board and staff to
gather information and collect personal observations to learn how things are going and where to
focus the discussion in the work session agendas.
o This could be an on-site meeting or accomplished via Skype.
Once completed he will partner with the staff to prepare the first work session agenda and
meeting logistics.
It is anticipated that the process will involve three work sessions as follows:
o Initial meeting and brainstorming session
o Presentation of ideas and draft concepts and strategies
o Presentation of strategic and cultural integration plan

It is important to be open and flexible and to learn more about the specific goals and objectives before
finalizing the number of meetings and facilitation methods to be used in the actual work sessions. As a
matter of preference, Mr. Unmacht will keep the group together and unless otherwise directed, will not
use any small group breakout sessions during the meeting(s).

Knowledge of DVHHS

One of the advantages of the Springsted work plan is our knowledge of the DVHHS process and
personnel. We were involved in a review of the merger plans prior to the implementation; this knowledge
will give us a solid foundation and shorter learning curve to step in and begin work immediately.


Outcomes
There are three outcomes of the process and work sessions:
1. Agency wide Mission Statement and Vision and the identification of Core Values and Objectives.
a. We will collect and review existing statements from comparable agencies; and develop
DVHHS statements based on the cultural norms and expectations of the Board and staff.
2. Develop a 12-18 month plan that fosters the integration of the distinct cultures of the three
merged organizations into an inclusive culture that fosters the acceptance of the DVHHS mission
and vision.
Des Moines Valley Health and Human Services. Proposal for Facilitation of a Strategic Plan. 3
a. We will understand the current integration and implementation status and make
recommendations for how to ensure that the three merged organizations become one
inclusive culture. This will include ideas and recommendations on specific activities and
actions that are required by the Board and staff.
b. Optional Services to expand the consultants role in cultural integration objectives
from gaining an understanding and making recommendations --- to supporting and
assisting in the immersion and implementation.
Facilitate the process through meetings with the Board, leadership and staff
Introduce organizational change practices and principles; offer ideas
Monitor the success through interviews, surveys and employee engagement
Conduct a series of training session(s) for managers and supervisors
Conduct a series of training session(s) for employees
Provide advice and counsel to the Board, and leadership on employee
performance and accountability
Be available for consultation and advice on an ongoing basis for supervisor and
managers when they have questions or want to discuss concerns
3. Develop a long term plan to implement and integrate the Mission, Vision and Core Values and
Objectives resulting from strategic planning.
a. We will prepare a long term plan that integrates the work of sections one and two and
introduces implementation and immersion strategies for the Mission Statement, Vision
and Core Values and Objectives.

We anticipate the final documents will:
Create a consensus based organizational foundation
Address a primary concern expressed by the Board and staff in the merger process
Provide a written road map for the Board and staff
Provide direction on where to allocate financial resources
Improve accountability and capacity to measure performance and outcomes
Create partners and advocates within the DVHHS community


Philosophy and Qualities
Mr. Unmacht will bring a genuine passion and interest in working with DVHHS. He approaches the
experience with an underlying philosophy and professional qualities articulated as follows.

Philosophy

Establishing goals or initiating a strategic planning process is a deliberate and intentional decision to
understand where the agency is today and where you want to go in the future. A strategic planning
experience including the process and outcomes are effective tools for DVHHS officials in four distinct
ways:
Decision-Making to assist you in making choices
Leadership to assist you in identifying and establishing goals and strategies
Management to operationalize your plans and accountabilities
Des Moines Valley Health and Human Services. Proposal for Facilitation of a Strategic Plan. 4
Communication to inform others about your plans and priorities

Professional Qualities

We believe you will find each of these qualities in Mr. Unmachts work with DVHHS:
Organized and effective meeting management
Extensive knowledge of county government and health and human services
Extensive knowledge of the elected officials and staff roles and relationships
Flexible process to adapt to the goals and objectives
Value added contributions to the work sessions and discussions
Fair, objective and impartial to all participants
Stimulate and encourage open discussion and creative ideas
A focus on implementation and next steps after the work session is completed

References
The following county-based references are available for you to contact. Each one of these projects was
strategic planning related, but unique to each county. Feel free to contact any one of the individuals. If
you would like additional references, please let me know.

Carver County, Minnesota
Mr. Dave Hemze, County Administrator
952-361-1526

Dakota County Community Development Agency,
Minnesota
Ms. Cheryl Jacobsen, Director of Administration
651-675-4433

Dodge County, Minnesota
Mr. Jim Elmquist, County Administrator
507-635-6239

McLeod County, Minnesota
Mr. Patrick Melvin, County Administrator
320-864-1324

Nicollet County, Minnesota
Mr. Ryan Krosch, County Administrator
507-934-7204

Pipestone County, Minnesota
Ms. Sharon Hanson, County Administrator
507-825-6742

Washington County, Minnesota
Mr. Kevin Corbid, Deputy County Administrator
651-430-6003







Timeline
The strategic planning process generally takes two to three months to complete. Many factors are
involved in the final timeline, including the ability to schedule key decision-makers for meetings. If the
process begins in early J une, unless there are extenuating circumstances, it is anticipated that the scope of
work and outcomes will be completed no later than mid-September. Summer months are often
challenging for scheduling purposes; so our plan will be to remain open to whatever timeline DVHHS
Board and staff need.


Des Moines Valley Health and Human Services. Proposal for Facilitation of a Strategic Plan. 5
Fee
The cost for the strategic planning is $6,500. Miscellaneous expenses associated with the process include
travel and general expenses; these costs will not exceed $1,000. This fee includes all preparation; pre-
session meetings and planning, facilitation and working with the staff on the follow-up document after
the sessions are completed.

I propose that the optional services be priced and agreed upon at some key point in the strategic planning
process when more information is learned, understood and the specific services can be quantified and
more accurately scoped. At any time in the process at the request of the DVHHS we can finalize the
work plan and scope to determine the exact price and timeframe. For budgeting and consideration, I
recommend you consider an estimated price to be $6,500; with a range as low as $2,500 and as high as
$10,000. This amount does not include miscellaneous travel expenses.





_____________________
David Unmacht
Springsted Incorporated
J une 5, 2014


One of the greatest impediments to executing
a successful business strategy is the companys
culture. If the two are not aligned, failure is
inevitable. Fortunately, many companies have
cracked the code on getting strategy and culture
to work together to achieve strong business
results. And Work Efects has developed a process
to guide your company leaders to what is arguably
the strongest business diferentiator: a culture
thats aligned with your business strategy.
The evidence is overwhelming: books abound
on the subject and a quick Google search for
corporate culture and performance results in
more than 75 million hits. The John Kotter and
James Heskett book, Corporate Culture and
Performance, reports their study fndings that over
a period of 10 years companies that intentionally
managed their companies well outperformed
similar organizations that didnt:
In a half-day session, your strategic leadership
team will be challenged to take the pulse of your
organizations health (the ability to function
efectively), identify and prioritize the dimensions
of purposeful culture that impact the strategy most,
clarify the business strategy in relation to culture,
build action plans to align culture, strategy, and
determine milestones to measure success.
A workshop to jump start results
Revenue +682% +166%
Stock price +901% +74%
Net income +756% +1%
Job growth +282% +36%
T R US T. T R ANS F OR M. P E R F OR M.
www.work-efects.com | 612.333.4272
CULTURE INTENTIONALLY MANAGED CULTURE NOT INTENTIONALLY MANAGED
ALIGNING
STRATEGY AND
CULTURE
Work Efects 2014. All rights reserved.
T R US T. T R ANS F OR M. P E R F OR M.
www.work-efects.com | 612.333.4272
Leadership Knowledge. Follow-through,
Confdence in Management
Trusted Organizations Integrity,
Strategy
Trusted Individuals Respect,
Communications
Individual Capacity Job-Company Fit,
Performance
Team Capacity Resources, Problem
Solving, Team Efectiveness
Organizational Capacity Customer
Intensity, Alignment, Quality, Resilience
Organizational Climate Fairness, Safety
Dimensions of Organizational Health
Dimensions of purposeful culture
Takeaways
Customer Transactional or Intimate
Market Approach Market Adopter or
Market Leader
Identity Brand Centric or Brand Neutral
Focus External or Internal
Risk Tolerance Risk Mitigation or
Embrace Risk
Operational Approach Low Process
Variation or High Process Variation
Decision Making - Information Facts or
Intuition
Decision Making - Location Centralized
or Decentralized
Atmosphere Disciplined or Social
Results How or What
At the conclusion of the workshop, your leadership
team not only will have an appreciation for the
importance of aligning culture with strategy, but
also will have a blueprint for remodeling your
organization into a diferentiated business with a
competitive advantage.
To learn more about how Work Efects can help you
focus and strengthen your organization, visit our
website, send us an email or call us.
Part of the work efects process is to review your companys organizational health. Youll participate in
discussions of the elements that determine an organizations health including:
Work Efects will lead a discussion and analysis of the ten dimensions of culture and their impact on
strategy. Through the workshop activities, you will identify and prioritize the three or four aspects of
purposeful culture most important to executing your unique strategy. Youll learn about:



Strategy and Culture Integration Proposal

Janice Fransen, Jackson County Coordinator

May 30, 2014

Submitted by:
Robert Sicora, Lead Consultant & Solutions Officer
robert.sicora@work-effects.com
612.288.2282


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Table of Contents

I. Executive Summary ......................................................................... 2
II. Provider Information ....................................................................... 5
A. Customer Expectations ........................................................................... 5
B. Partial Client List ..................................................................................... 7
III. Scope of Services ............................................................................. 8
IV. Timeline .......................................................................................... 9
V. Investment Summary .................................................................... 10
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I. Executive Summary

Work Effects is pleased to respond to your request to collaborate with Des Moines Valley Health and
Human Services in building an integrated strategic and culture plan aligned to your mission. WE believe
we are uniquely qualified to assist you in this journey. As one of the worlds premier full-service human
resource consulting firms, Work Effects (WE) has the capabilities to support DVHHS in a wide variety of
initiatives. WE fully understand the demands placed on people in todays working environment. In light
of that, we leverage the energy, wisdom, skills, creativity, and attitudes of an organizations workforce
to generate innovative solutions. WE believe the culture of your organization is your most valuable
asset, and how purposeful you are in shaping it will determine the level of success you have in the
marketplace over the long-term.
Your organizational culture is simply your most critical asset. Your culture can be your biggest and most
lasting competitive advantage or it can be your biggest detractor.
Work Effects can provide DVHHS a streamlined and structured approach that allows you to be very
intentional about how you create your strategy and manage your culture. To do so, we recommend the
following approach, separated into the three requested phases.



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Phase IA: Pre-Strategic Planning Needs Analysis
Work with the leadership of DVHHS to understand the current situation within the organization.
Activities may include:
o Facilitated discussions with the leadership group
o One-on-one interviews between the consultant and each member of the leadership
team
o Quick employee survey to gather opinions on which direction DVHHS is heading
During this phase, we will accomplish:
o An understanding of the current situation using baseline measures what is working
and what is not working
o Initial steps of a SWOT analysis of DVHHS
Phase IB: Strategic Planning
Facilitate group sessions focused on the Mission, Vision, Core Values, and Objectives of the
organization.
Introduce organizational culture and how to be purposeful in its creation.
Survey all employees on opinions of Organizational Health and Culture using the Work Effects
Health + Culture survey tool.
During this phase, we will accomplish:
o Drafted Mission, Vision, Core Values, and Objectives
o Understanding of completed SWOT
o Drafted Strategic Plan and Business Model for DVHHS
o Determine the current health of DVHHS
o Determine the current organizational culture.
Phase II: Culture Development and Integration
Utilize results of the Health + Culture Survey and group sessions to confirm the Mission, Vision,
Core Values, and Objectives.
Conduct the Strategy Culture Alignment Workshop with the leadership group to define the
needed, purposeful organizational culture of DVHHS.
Facilitate the alignment of the new strategy and purposeful culture across the organization by:
o Developing facilitation skills to lead change efforts around organizational culture
o Identification of culture alignment gaps, root causes, and potential organizational health
obstacles.
o Creating clear and attainable goals and actions for every employee
o Developing action plans to implement these goals over the next 12-18 months.
During this phase, we will accomplish:
o Confirmed organizational strategy
o Needed, purposeful organizational culture to achieve the new strategy
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o Understanding of both the strategy and organizational culture at the employee level
o Drafted action plans to achieve the strategic objectives
o Drafted communication plans to implement all changes.
Phase III: Develop Long Range Plan
Forming, training, and supporting a governance committee to oversee the transformation
Sharing leading practices across workgroups
Creating outcome metrics that are reported to leadership group on a monthly dashboard
Conduct quarterly facilitated meetings to touch-base on progress in the transformation journey
During this phase, we will accomplish:
o Creation of an accountable governance committee responsible for oversight
o Fully developed communication plans both internal and external to the department on
the transformation journey
o Creation of actionable scorecards that cascade down to each employee
o Creation of agendas for quarterly meetings to ensure the transformation is sustainable.

Recommended Additional Services
In addition to this set of services, Work Effects highly recommends the addition of two other services to
ensure the highest level of success in creating a successful strategy at DVHHS.
Insights Discovery is an assessment at the individual level to assist leaders in clear communication and
building successful professional relationships. Work Effects recommends this tool to be used with the
leadership group during the Strategic Planning process to enhance the end results. WE also recommend
this tool to be used with all employees during the Culture Integration process to build stronger teams
who communicate clearly within their team as well as with other groups.
Work Effects also recommends adding in Process Management education to the Long Range Plan. With
several existing organizations and cultures coming together to form DVHHS, work processes may
become muddled, redundant, or simply unnecessary. A full Process Management program, including
facilitated training and analysis sessions, allows work to be done in a more clear, aligned manner. It also
provides employees the skills and language to continually improve their own work environments in the
future.

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II. Provider Information

Work Effects (formerly Creative Metrics) was formed in 1997 as a company to bring exceptionally bright
people together to solve complex human resource problems. WE have the knowledge, expertise,
systems, and resources to deliver a project of any size in any language. WE have primary offices in
Minnesota and Colorado with faculty located around the world. The talent we bring to each project
includes highly accomplished individuals in the following disciplines:
Business Leaders people who have run large companies and now help others.
Facilitators, Trainers, and Curriculum Designers educators with proven abilities to enlighten,
challenge, and entertain executive audiences.
Executive Coaches wise professionals who have worked with thousands of executives in
hundreds of companies in the North America, South America, Asia, and Europe.
Industrial/Organizational psychologists experts in assessment design and research.
Project Managers organizers who make projects seem simple and easy.
System Developers brains who make all the things in the black box work smoothly.
Graphic Designers artists who make thinks look professional and beautiful.

A. Customer Expectations

Commitments
Anticipating and exceeding customers expectations is the key to successful partnerships. A central
component to meeting your expectations is the quality delivered with each milestone and the process
used throughout implementation. While we have decades of experience, each new initiative introduces
new challenges. We fully comprehend the impact of this initiative and institute numerous quality
controls and creative approaches to adapt our solutions to your specific needs. We recognize our
continued success and growth is derived from fully understanding and exceeding our clients
expectations. Our track record demonstrates our ability to continually exceed our clients high
expectations. We approach our work with several core commitments.
Build a Collaborative Partnership
A relationship with Work Effects is more than a business arrangement, it is a collaborative partnership.
We work closely with each client to combine client knowledge with our processes, systems and
experience to provide the right solution, in the right way, at the right time. This allows our subject
matter expertise to be applied within the appropriate context of your organization. After all, who knows
your business better than you do?
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Pay Attention to Details
Our customers expect their programs to be flawless. Six Sigma experienced staff have carefully designed
and controlled our work processes to create predictable quality from start to finish. Solutions are
updated on an ongoing basis to reflect the latest advances and remain best-in-class.
Provide a Positive Experience
These initiatives are highly visible, personal in nature and often impact everybody. The professionals at
Work Effects understand the pressures these programs can have on the internal staff responsible for
them. Through careful planning, responsive communications and straightforward processes and
systems, we are able to minimize stress, inspire confidence, maximize the usefulness of the information,
and propel positive outcomes.

Meet Timelines and Budgets
Our entire staff is sensitive to your precious time and resources, thus Work Effects continuously
monitors schedules, deadlines, costs and expectations to complete each phase of a project on-time and
within budget. We continuously keep your staff fully informed of our progress towards completion and
anticipated next steps.
Be Responsive and Innovative
The service standard at Work Effects is, "Our clients don't call us; we call them". We believe it is our
responsibility to anticipate our clients' questions and proactively provide the answers. With a customer-
first philosophy and an innovative spirit for uncovering new and better solutions, Work Effects goes
above and beyond to identify and exceed customer expectations. This has allowed a 99% customer
retention rate over the last decade with 75% of our growth coming from existing clients.

Creativity
Work Effects is made up of people who are highly passionate about what we do. Our attitude is that
each organization is unique, and there is always a better wayone that is smarter, more efficient, more
powerful, more practical, and more elegant than what has ever been done before. We tailor our
solutions and involvement to maximize your internal resources and help transfer knowledge while also
reducing costs. We do not subscribe to a one-size-fits-all approach and embrace the journey of creativity
with our clients. Our reputation has demonstrated the positive effects of this creative and collaborative
approach in bringing about holistic and effective solutions.


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B. Partial Client List

Bernicks Bethel University Boston Scientific
Burger King Cass County Minnesota Centura Health
Citigroup City of Plano Texas Combined Insurance
Corning Courage Center Crow Wing County Minnesota
Deloitte Draka Flextronics
Hilton Hotels & Resorts Ingram Micro Johns Mansville
JP Morgan Chase Kaleida Health Kane County Illinois
KB Home Korn/Ferry International Lockheed Martin
McDonalds NCR The New York Times
The Ounce of Prevention Risdall Marketing Group PepsiCo
Solectron Spanlink Staples
Steele County Minnesota Sun Microsystems Sunbeam/Jarden
TRX UBS Weyerhaeuser


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III. Scope of Services

For the purpose of preparing this proposal, WE have made several key assumptions. As there is a great
deal of flexibility and experience with different solutions, we would encourage a more detailed planning
at the end of each phase to establish the specific solution(s) that would best meet your needs. To
establish a starting point of discussion, Work Effects has outlined the following process for
implementing DVHHSs strategy and culture integration initiative.

Phase IA & IB: Strategic Planning
WE will lead facilitated interviews and group sessions with key employees over a period of 3-4
weeks to determine the current situation
WE will facilitate a 2-day strategic planning session with the DVHHS leadership group
WE will conduct an employee survey with all employees in English
WE will provide pre-communication templates for use in internal communications
DVHHS will provide a demographics file containing all employees
WE will analyze results and deliver an in-person executive overview and roadmap
WE will provide an organizational level report during the executive overview
Phase II: Culture Development and Integration
WE will facilitate the confirmation of Mission, Vision, Core Values, and Objectives
WE will lead a 2 hour strategy and culture alignment workshop with up to 12 leaders
WE will work alongside with DVHHS to determine prioritized cultural dimensions best suited for
the business
WE will train up to 12 leaders in two half day facilitator training events, i.e. one afternoon and
one morning
WE will provide workgroup level reports for each of the leaders as well as defined demographic
reports, i.e. tenure, location, age, function, etc.
WE will provide all workgroup facilitation aides and action planning tools
Phase III: Develop Long Range Plan
WE will help to select governance committee members
WE will provide eight hours of training to committee members
WE will aid the committee in identifying DVHHS specific outcome metrics
WE will provide the committee with an executive dashboard to track and report outcome
metrics.
WE will provide quarterly support to the committee for up to 12 months


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IV. Timeline

To be sure, there are plenty of logistical efforts to be planned. The following timeline is provided as a
basis for discussion. As each phase is completed and a determination is made to continue to the next
phase, WE will provide a more specific timeline and documented requirements, deliverables, and
deadlines. We are committed to an accelerated transformation while also taking the necessary steps to
ensure your purposeful culture is sustained and provides the competitive advantages you expect.


Phase:Task Days Needed Duration / Suggested Dates
Phase IA: Pre-Strategic Planning Needs
Analysis
2 - 3 June/July 2014
Phase IB: Strategic Planning 2 - 3 July/August 2014
Phase IB: Socialization of Strategy 1 - 2 August 2014
Phase IB: Health + Culture Survey September 2014
Phase II: Confirmation of Mission,
Vision, Values & Strategy Culture
Alignment Workshop
2 - 3 September 2014
Phase II: Culture Integration 2 - 3 September/October 2014
Phase III: Create Governance
Committee
2 October 2014
Phase III: Develop Long Range Plan 1 - 2 October/November 2014
Phase III: Quarterly Touch-Base each time January 2015
April 2015
July 2015
October 2015


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V. Investment Summary

WE understand that organizations are in a continuous state of flux. We can provide you minimal amount
of expertise to set you on the right path or can walk hand-in-hand with you throughout the entire
journey. The following is a summary of the major components associated with transforming your
culture. A more detailed statement of work would be prepared at the end of each phase to identify
specific deliverables, timelines, and associated investments.

Billable Rates:
Standard Daily Rate: $3,500 Government Daily Rate: $2,000
Standard Half-Day Rate: $2,000 Government Half-Day Rate: $1,200
Standard Insights Profile: $ 295 Government Insights Profile: $ 175 - 195

Deliverables Total (Low) Total (High)
Phase IA: Pre-Strategi c Pl anni ng 4,000 $ 6,000 $
Phase IB: Strategi c Pl anni ng Faci l i tati on 6,000 $ 8,000 $
Phase IB: Heal th + Cul ture Survey 5,000 $ 5,000 $
Total Phase I 15,000 $ 19,000 $
Phase II: Cul ture Devel opment and Integrati on 8,000 $ 12,000 $
Total Phase II 8,000 $ 12,000 $
Phase III: Devel op Long Range Pl an 4,000 $ 10,000 $
Total Phase III 4,000 $ 10,000 $
Integration Total 27,000 $ 41,000 $
Recommended Additional Services
Phase I: Insi ghts Di scovery for l eadershi p group (25 @ $195) 4,875 $
Phase II: Insi ghts Di scovery for al l empl oyees (80 @ $175) 14,000 $
Phase III: Process Management educati on and faci l i tati on 6,000 $ 10,000 $




Complete and email this form to: dvhhs-boardsecretary@dvhhs.org
Des Moines Valley Health and Human Services
Request for Board Action
** Requests must be received by the Board Secretary before noon the Thursday
PRI OR to the regularly scheduled board meeting. ***

Requested Board Date: J une 12, 2014
Agenda Type: Regular Agenda
Agenda Item: Hiring of Health Educator change of professional status for
Emegency Preparedness Planner and Childhood Health Prevention .8 to 1.0
FTE. Increase of .2 FTE from current.
Presenter: Pat Stewart Estimated Time: 10 minutes
Board Action Required: Approval of Staff Change
Attachments: Choose an item. Attachment Name: Click here to enter text.
Background: This is an existing position in-which a retirement request has
been made to Pat Stewart, PH Director. Position currently is a .08 position in
combination with Emergency Planning at .4 and C&TC Outreach .4 FTE.
Currently I would like to fill this position at .6 FTE for the EP Planner due to
the requirements of the grant and the requirements to learn the position.
The position of C&TC will remain at .4 FTE covering both the J ackson and
Windom workload.
Fiscal Impact: Cost of this position at Grade 13 Minimum would be $64951.00.
The current 2014-2015 BP EP Grant is $48,000.00 and $16,951 or more
based on need may be used from our Child and Teen Administrative Grant
from DHS. This estimate of cost is based on family coverage with the lowest
dedutible.
Attorney Review: Not Applicable

Board Action: Approved Denied Tabled No Action
Motion: ________________________
Second: _______________________
Roll Call Vote: Henkels Holmen Hummel Oeltjenbruns Schmidt
Schultz Stevens Tusa Willink White
Notes:_____________________________________________________________________________________
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