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| Partner agencies collaborate in the Michigan Child Support Program. |
The Michigan Child Support Program[1] (“Program”) wanted to approach its new strategic plan differently and began a process of revamping the plan this year. The Program Leadership Group (PLG) decided that the new plan would be a three-year plan and take the program through 2020. Grays Peak Strategies was hired to help facilitate the process and recommended Agile strategic planning.[2]
The concept of Agile, which has taken a stronghold in the world of system implementation projects, can be effectively applied to strategic planning. Agile strategic planning allows the agency to review, analyze, react, and revise. It also provides a framework for an interactive dialogue with all levels of the agency rather than being limited to top-down communication. The plan: offers employee satisfaction and buy-in; simplicity; is a living document; provides for communication that fits the needs of the participants; supports the child support agency staff and the public; adapts to changing environments; is people-centric; makes work better.
The strategic planning process started in Michigan with interviews of key stakeholders from the Program.
These stakeholders were asked what they liked about the last plan, what they would like to improve for the next plan, and what inspires them. Their feedback was used to develop a survey sent to all child support professionals in the state.
Child support professionals were asked how they felt about the stated values, and if the vision and mission were still applicable and inspiring. In addition, they were asked to prioritize goal areas, their preferred method and timing of feedback on the plan, one thing that could be improved in the Program, and finally one thing that inspires them about their job.
The responses to what inspired them provided real insight into what makes this Program so special. Answers such as, “I am inspired because I know that I am making a difference in families’ lives,” and “Solving problems for clients and employees on a large scale, hopefully impacting families for years to come,” show the dedication and passion for serving Michigan families through the child support Program.
This survey built the foundation of employee buy-in with the new plan. The 263 survey responses were calculated and analyzed for the Program Leadership Group (PLG) to review. The list of all of the ideas on how to improve the Program were reviewed, and many ideas were incorporated into the planning discussions and strategies.
Stakeholders from the Friends of the Court, State Court Administrative Office, Office of Child Support, and Prosecuting Attorneys Association of Michigan assembled in Lansing in August to review the survey results and develop a draft plan. They were given access to live polling throughout the meeting. The first poll was for the participants to create a word cloud on the future of Michigan child support. (see above image). This activity got the creative juices flowing and was a visual representation of the hope, creativity, and determination for a positive future for the Program.
The strategic planning process started in Michigan with interviews of key stakeholders from the Program.
These stakeholders were asked what they liked about the last plan, what they would like to improve for the next plan, and what inspires them. Their feedback was used to develop a survey sent to all child support professionals in the state.
Child support professionals were asked how they felt about the stated values, and if the vision and mission were still applicable and inspiring. In addition, they were asked to prioritize goal areas, their preferred method and timing of feedback on the plan, one thing that could be improved in the Program, and finally one thing that inspires them about their job.
The responses to what inspired them provided real insight into what makes this Program so special. Answers such as, “I am inspired because I know that I am making a difference in families’ lives,” and “Solving problems for clients and employees on a large scale, hopefully impacting families for years to come,” show the dedication and passion for serving Michigan families through the child support Program.
This survey built the foundation of employee buy-in with the new plan. The 263 survey responses were calculated and analyzed for the Program Leadership Group (PLG) to review. The list of all of the ideas on how to improve the Program were reviewed, and many ideas were incorporated into the planning discussions and strategies.
Stakeholders from the Friends of the Court, State Court Administrative Office, Office of Child Support, and Prosecuting Attorneys Association of Michigan assembled in Lansing in August to review the survey results and develop a draft plan. They were given access to live polling throughout the meeting. The first poll was for the participants to create a word cloud on the future of Michigan child support. (see above image). This activity got the creative juices flowing and was a visual representation of the hope, creativity, and determination for a positive future for the Program.
The team then got busy dissecting the former plan focusing on obstacles to implementation, and priorities for the future. This process is called eco-cycle planning and is a “liberating structure” activity (www.liberatingstructure.com).
The vision statement, “Engaging parents to improve children's lives,” was kept the same because it still accurately captures the vision of the Michigan Child Support Program.
It was very powerful for the members of the team to read survey feedback from the child support professionals. The results confirmed the new priorities:
- Reimaging Child Support Business Processes
- Customer Experience
- Staff Education and Outreach
- Technology
Ideally, Michigan’s strategic plan will help stakeholders collaborate to proactively make policy decisions that are best for Michigan families. The need to work together is evident, and the stakeholders included a commitment in the strategic plan that reads, “We commit to working together to promote excellence in service to families through: educating, engaging and empowering child support professionals, communicating clearly and timely, and embracing Michigan’s diversity.” With uniting statements like this, the 2018 to 2020 strategic plan will be a living document that the Program can refer to enthusiastically.
For Michigan, the Agile approach allowed the PLG to consider not only where the Program should be in 2020, but also how to get there and how to make adjustments and track progress along the way. This approach recognizes that things change, and for the plan to remain relevant and useful in guiding the Program, it needs to be flexible. By conducting strategic planning using this method, Michigan child support is on the forefront of effective program management.
Maureen Leif, J.D., is President and Founder of Grays Peak Strategies. Maureen has worked within the human services and court arenas on strategic planning, policy development, and training for over 18 years.
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