Transforming lives Residential Care Services Carl I. Walters II. Director Aging and Long-Term Support Administration

Transforming lives

Residential Care Services

Carl I. Walters II.Director

Aging and Long-Term Support Administration

Transforming lives

Washington State Department of Social & Health Services

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Carl I. Walters II., Director Bett Schlemmer, Field Operations Office Chief Lisa Yanagida, Policy Unit and Training Office Chief Scott Bird, Business Operations Office Chief Loida Baniqued, HQ Operations Office Chief Tim Hoekstra, Compliance Office Chief Shirley Steiner, Region Administrator, Region 1 Elizabeth Donovan, Region Administrator, Region 2 David Moon, Acting Region Administrator, Region 3

Senior Management Team Infrastructure

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To promote and protect the rights, security and well-being of individuals

living in licensed or certified residential settings.

Residential Care Services Mission

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Directors background

General operating budget: $34 million

FTEs – budgeted for 307.5

7 Field offices

Residential Care Services Overview

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Divisional Organizational Chart

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Core Leadership Principles and Philosophies

There is fundamental difference between managing and leading

As a leader, once a problem or challenge is brought to our attention, we own the problem and we work tirelessly as a team to resolve the problem

We respond to our internal and external customers in a timely, appropriate and respectful manner

We work diligently to meet established deadlines We work as a team. Oftentimes the best

decisions are not made in isolation but rather through inclusive dialogue with the people who know best how to solve a problem

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Core Leadership Principles and Philosophies

True effective leadership is skilled at working

collaboratively in a mutually-respectful, mission-driven/focused matrixed learning environment.

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RCS Strategic Imperatives

Move from reaction-based to strategy-based Resident–centered, customer service-oriented operational model

Development of core RCS performance scorecards (through enhanced business intelligence report generation capability/capacity)

Operationalize performance metrics consistent with federal, state laws and strategic goals

Bring up a more formal RCS QA/QI program infrastructure

Look for ways to better leverage technology to help improve RCS operational efficiency/effectiveness

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Strengthen/stabilize Management team and infrastructure

Strengthen/stabilize RCS staffing (reduce global

Divisional staff turnover)

Bridge a closer and more mutually respectable work rapport between Headquarters and the Field Offices

Bridge a closer and more mutually respectable work

rapport with RCS internal and external stakeholders

Strengthen/stabilize our NH surveyor teams

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Fundamentally transform the RCS Divisional culture to promote more transparency, collaboration/true teamwork, mutual respect, communication and elevated operational efficiency and effectiveness (we are breaking down the current Divisional “silos” that exists)

Need to enhance Divisional professionalism, unity and “warmth” (Rebrand divisional image)

Position Division to be agency employer of choice


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Field Office/HQs/Business Unit integrational strategy update

* Standing meetings expectations* 80/20 rule implementation * MBWA 25% rule implementation

Residential Care Services Status Update

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Divisional rebranding initiative update Meeting with legislative officials Meeting with facility CEOs Meeting with internal stakeholders to

drive enhanced intra-Divisional integration/customer service

Reinstituting standing provider stakeholder meetings

Residential Care Services Status Update

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237 Nursing Homes regulated 543 Assisted Living facilities

regulated2,750 Adult Family Homes regulated 13 ICF/IID Facilities regulated 143 Supported Living providers

regulated Coming soon…Enhanced Services

Facilities

Residential Care Services Regulatory Oversight

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30,612 complaints processed12,595 Investigations performed 266 IDRs conducted198 NH facility surveys conducted

(10/1/13 -09/30/2014)341 ALF facility surveys conducted1,916 AFH facility surveys conducted

Residential Care Services Performance Metrics

7/2013-6/2014*

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13 ICF/IID facility surveys conducted87 SL Provider certifications

conducted551 of BAAU applications processed

(7/2013-8/2014)6 Discovery/230 Public Disclosure

requests processed

Residential Care Services Performance Metrics

7/2013-6/2014*

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Residents come first

Our work impacts thousands of families across this state

Desire to see Divisional infrastructure strengthened to play a larger agency role moving forward

Desire to align the Division to provide greater value-added agency customer service moving forward

Will continue striving for operational and customer service performance excellence

“Your customer doesn’t care how much you know until they know how much you care.” Damon Richards

Closing Comments

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“A customer is the most important visitor on our premises. He is not dependent on us. We are dependent on him. He is not an interruption in our work. He is the purpose of it. He is not an outsider in our business. He is a part of it. We are not doing him a favor by serving him. He is doing us a favor by giving us the opportunity to do so.” Mahatma Gandhi

We remain “A Division on the move”

Closing Comments

Documents

Transforming lives Residential Care Services Carl I. Walters II. Director Aging and Long-Term Support Administration