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2015-16 STRATEGIC PLAN

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Mission

Collaborating with our partners, our mission is to design and deliver high quality humanservicesandhealthcarethatimprovethesafety,independenceandwell-beingofthepeopleofColorado.

VisionThepeopleofColoradoaresafe,healthyandarepreparedtoachievetheirgreatestaspirations.

ValuesTheColoradoDepartmentofHumanServiceswill:• Makedecisionswith,andactinthebestinterestsof,thepeopleweservebecause

Colorado’ssuccessdependsontheirwell-being.• Share information, seek input, and explain our actions because we value

accountabilityandtransparency.• Manageourresourcesefficientlybecausewevalueresponsiblestewardship.• Promote a positive work environment, and support and develop employees,

becausetheirperformanceisessentialtoColorado’ssuccess.• Meaningfullyengageourpartnersandthepeopleweservebecausewemustwork

togethertoachievethebestoutcomes.• Commit to continuous learning because Coloradans deserve effective solutions

todayandforward-lookinginnovationfortomorrow.

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BackgroundThe Colorado Department of Human Services (CDHS) annually prepares a strategic plan tooutline the goals and activities to be undertaken in the coming state fiscal year. The plan’sformat was adopted to meet the requirements of the state's “State Measurement forAccountable, Responsive, and Transparent (SMART) Government Act.” Its contents are areflection of the vision of the Department and a synthesis of the input received from staff,stakeholders and community partners, collected through a series of town hall and staffmeetings, webinars and online surveys conducted throughout the summer. The Plan wasmadeavailabletotheDepartment’semployees,includingthecertifiedemployeeorganization,Colorado WINS. Since 2011, the Department has conducted a diverse statewide outreacheffort.In2012, theDepartment reachedout toall cornersof thestateandconveneda seriesof13town hall meetings in Colorado Springs, Walsenburg, Granby, Cortez, Montrose, Gunnison,Salida,Leadville,FortCollins,Greeley,Sterling,LaJunta,BurlingtonandDenver.In 2013, the Department convened town hall meetings in Silverthorne, Lamar, Burlington,Golden,GrandJunctionandPueblo.Intotal,317partnersandstakeholdersattendedtownhallmeetings,and143employeesparticipatedinthewebinarsorattendedmeetings.Inaddition,245partners,stakeholdersandemployeesprovidedwritteninputtothestrategicplanthroughanonlinesurvey.In 2014, theDepartment continued its commitment to community and staff engagement byconvening townhallmeetings in thecitiesofAurora,Cortez,DelNorte,Durango,Eagle, FortMorgan, Montrose, Pagosa Springs, and Pueblo. Town hall meetings were also held on theSouthernUteandUteMountainUteIndianTribereservationsinIgnacioandTowaoc,Colorado.ThiswasthefirsttimeDepartmentleadershiptraveledtothereservationstoincludetheTribesin the development of the Department’s strategic plan. State employees were invited tocomplete an online survey about the strategic plan or attend forums in Denver and GrandJunction.Intotal,nearly1,000individualshaveparticipatedinwebinarsorattendedmeetingsin addition to partners, stakeholders and employeeswho providedwritten input through anonlinesurveyandquestionnaires.Through these town hall meetings and employee webinars, the Department’s strategic plancontinuestogrowandevolve,incorporatingthediversityofthoughtandinsightprovidedbyitsworkforceandthestakeholderswhobothdeliverandreceiveservices.

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This year the Department framed its activities and the feedback received into threeWildlyImportantPriorities(WIPs).ThethreeWildlyImportantPrioritiesmakeitclearthatCDHSwillstriveforeveryColoradantohavetheopportunityto:

A. Thriveinthecommunityoftheirchoice;

B. Achieveeconomicsecuritythroughmeaningfulwork;and

C. Prepareforeducationalsuccessthroughouttheirlives.

TheseWildlyImportantPrioritieslaythefoundationforeverythingCDHSdoesas“peoplewhohelppeople.”Thisfoundationsupportsthepursuitofthefivestrategicgoalsin2015-16.

A. Thriveinthecommunity1. ToexpandcommunitylivingoptionsforallpeopleservedbytheDepartment.2. Toensurechildsafetythroughimprovedprevention,accessandpermanency.

B. Achieveeconomicsecuritythroughmeaningfulwork

3. To achieve economic security for more Coloradans through employment andeducation.

C. Prepareforeducationalsuccessthroughouttheirlives.

4. To improvekindergartenreadiness throughqualityearlycareand learningoptionsforallColoradans.

5. To return youth committed to the Division of Youth Corrections (DYC) to thecommunity better prepared to succeed through education received while in thecustodyoftheDepartment.

In addition to these five goals, the Department has developed a comprehensive Two-Generation approach. Two-generation approaches work with children and their parentssimultaneously to harness the family’s full potential and put the entire family on a path topermanent economic security. When programs and policies are designed with the wholefamily’s educational and economic future inmind, and they are assisted to access the socialnetworksneededtobesuccessful inlife,opportunitybecomesafamilytradition.Fragmentedapproachestoservingfamilies,thataddresstheneedsofchildrenandtheirparentsseparately,leave either the child or parent behind, reducing the likelihood of each family’s chance atsuccess. A two-generation approach brings all family members along together, assesses all

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familymemberstogetherandprovidesallfamilymemberswithopportunities,together,tobesuccessful.The specific approaches being implemented by the Department are designed to improveoutcomes for low-income families, in particular, and are shaped by the following tenets: 1)familiesachieveself-sufficiencythroughwork,2)wealthisachievedthroughfinancial literacy,and3)childrensucceedthroughearlylearning.ThesetenetsareinalignmentwithandsupporttheaboveWildlyImportantPrioritiesandassociatedstrategicgoals.Moreover,specificpracticeand policy innovations aimed at advancing this approach are highlighted throughout thedocument. The Department is committed to furthering this approach by identifying andfocusingacoordinatedefforttoalignprogramsandtobuildnewinnovationsinastrategicwaythatengagesthewholefamilysystem.

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STRATEGICINITIATIVESThe Colorado Department of Human Services is striving to become the most effective 21stcentury human services system in the country by embracing the concepts of efficiency,effectiveness and elegance, and focusing on the Wildly Important Priorities of education,employment and thriving in the community. The Department developed five goals andcorresponding2015Planstohelpachievetheseobjectives.WILDLYIMPORTANTPRIORITY#1:Individualswillhavetheopportunitytothriveinthecommunityoftheirchoice.GoalNo.1:ToexpandcommunitylivingoptionsforallpeopleservedbytheDepartment.Coloradocontinues its rich traditionof innovation in services toelderly individualsand thosewith disabilities, mental illness or substance use disorders. Colorado remains committed todecreasing the number of people housed in public institutions through the development ofcommunityresourcenetworksandhigh-qualitycommunity-basedservices.TheDepartmentispursuingcomprehensivestrategiestosupportindividualsastheytransitionoutofitsinstitutionsandintocommunitiesoftheirchoice,iftheysochoose.TheDepartmentutilizesaperson-centeredapproachforanypersonleavingastatefacilityandstrivestomeetthe individual desires of each person. Since 2012, the Department has assistedover100individualstopermanentlytransitionfromthethreeRegionalCentersintomorehome-likesettings.In2013,theDepartmentworkedwiththeGeneralAssemblytopassanewlawthatestablishedmandatoryreportingforat-riskelders,ages70yearsandabove.ThislegislationtookeffectJuly1, 2014 and redefined theway seniorswill be cared for and how theywill be protected. Itrequirescertainprofessionals, suchasphysicians, surgeons,medicalexaminersandcoroners,bankemployeesandsocialworkpractitionersamongothers,toreportanysuspicionofabuse,neglectorexploitationofat-riskelderstolawenforcement.In2012,theGovernorannounced“StrengtheningColorado’sMentalHealthSystem:APlantoSafeguard All Coloradans.” The Department remains committed to the belief that patientsserved in thestate’sMentalHealth Institutes shouldbeserved in the least restrictive settingavailabletomeettheirneeds.

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TheDepartmentcontinuestosupporttheCommunityMentalHealthCenters(CMHCs)toassistindividualsduringtheirtransitionfromtheMentalHealthInstitutesoncetheyhavecompletedtheircourseoftreatment.TheDepartmentstaffattheInstitutespartnerwithCMHCstoreducebarriers to patient reintegration into their community. The Department has been takingdeliberatestepstoimplementbestpracticesintheInstitutesbyreducingoreliminatingtheuseofseclusionandrestraint.In2014,theDepartmentpartneredwiththeGovernor’sOfficeandtheDepartmentsofHealthCarePolicyandFinancing(HCPF)andLocalAffairstofinalizethestate’sfirstever“CommunityLivingPlan”(i.e.,theOlmsteadPlan),whichoutlinesthestepsthethreedepartmentswilltaketo help people appropriatelymove out of institutions (e.g., Regional Centers,Mental HealthInstitutesandnursinghomes)intothecommunityoftheirchoice.ThisplancomplieswiththeOlmsteadSupremeCourtdecision.TheDepartmentmadesurethatTheCommunityLivingPlan includedchildreninchildwelfareandyouthcorrectionsplacementsandspecificallyemphasizedthatchildreninthecareoftheDepartmentneedtobeplacedintheleastrestrictivesettingtomeettheirneeds.Thisincludesreducing the use of congregate care (e.g. group settings) for children and youth, which is aDepartmentpriority. In fact, theDepartmenthascommittedtosafely reducethenumberofchildrenplacedincongregatecarethroughthechildwelfaresystemfrom1,036to978byJuly1,2015.In addition, theDepartment finalized contractswith partnerswhodelivermental health andsubstanceusedisorderservices throughasingle, statewidecrisissystemthat includesa24/7crisis hotline andwalk-in crisis stabilization services for urgent behavioral health care needs.TheDepartmentimplementedperformance-basedcontractswithitscommunitysubstanceusedisorderprovidersonJuly1,2014.2015Plan:TheDepartmentremainscommittedtotheprinciplethateveryindividualdeservestherighttolivewith the fewestpossible restrictionsand in thecommunity settingof their choice. In itsthree Regional Centers, the Department will continue to implement the person-centeredservicemodelusedforindividualswithintellectualanddevelopmentaldisabilities.In its Veterans Community Living Centers (VCLCs), the Department will continue “EdenAlternative” initiatives in the traditionofhaving theVCLCsoperateand feelmore likehome.TheEdenAlternativemeanseachVCLCstrivesto“enhancewell-beingbyeliminatingthethreeplaguesofloneliness,helplessnessandboredom.”EachVCLChasbeenEdencertified,meaning

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each VCLC has adopted and been evaluated as meeting certain home-like conditions in anursinghomesetting.Inaddition,theVCLCsareworkingveryhardtoshareandadopttreatmentmodalitiesresultinginpositiveoutcomesforveterans.Forexample,eachVCLChasworkedsteadilytoreducefallsofresidents,reducetheuseofpsychotropicmedicationsandreducetheincidenceofbedsoresamongresidents.TheDepartmentplanstoworkwiththeColoradoCommissiononAgingtodevelopaStrategicPlanforColorado’sAgingPopulation. ThisplanwillbegintoaddressthedemographicshiftinColorado as the population over age 65 increases exponentially. It will strengthen humanservices and other government systems to allow our seniors to ‘age in place’ to the extentpossible and in the community they desire. It will also explore gaps in the system such astransportation and housing and complement the work occurring in local communities, theDepartmentofHealthCarePolicyandFinancing,andwithcommunityprovidersregardingthebehavioralhealthneedsoftheagingpopulation.TheDepartment’s Adult Financial Assistance programs (includingOldAge Pension (OAP) andAidtotheNeedyDisabled(AND))willcontinuetomovetowardagreaterfocusonoverallclientwell-being. Theseprogramswill assist clients to design individual service plans that connectvulnerableadultswithavailableresourcesintheirowncommunitiesandsupportthemastheymeettheirneeds.Theseprograms,thatserveseniorsandpeoplewithdisabilities,willcontinuetoalignwithotherpublicassistanceprogramstoincreaseaccess,removebarrierstoassistancefor eligible participants, and increase administrative efficiencies for county departments ofhumanservicesthatadministereligibility.TheDepartmentwillcontinuetoleveragetheexpertiseofcommunitypartnerssothatmentalhealthandsubstanceusedisorderservicesareavailableforallpeopleinallareasofthestate.Thiswill increasetheDepartment’scapacitytoprovidetherightservices,attherighttime, inthemostappropriatesetting.

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GoalNo.2:Toensurechildsafetythroughimprovedprevention,accessandpermanency.In2012,GovernorHickenlooper introduced theState’s first childwelfareplan, “KeepingKidsSafe and Families Healthy,” in support of the commitment that children living anywhere inColoradoshouldbeentitledtothesamelevelofprotectionfromabuseandneglect.In2013,theGovernordirectedanexpansionofthisplan,bringingnewinitiativesandfundingfor1)preventionandearlyinterventionservices;2)astatewidechildabuseandneglecthotlineandpublic awareness campaign;3) implementationof innovativeapproaches to keepkids intheirownhomesorwithkinwheneverpossible;4)mobiletechnology forcaseworkers in thefield; and 5) increased transparency and public engagement with the state’s child welfaresystem.TheDepartmenthasmadeconsiderableprogressimplementingtheGovernor’s2012and2013childwelfareplans.ThedevelopmentoftheColoradoChildAbuseandNeglectHotlineSystemis well under way and the statewide, toll-free hotline will be available to all Coloradans aspromised onJanuary 1, 2015. A soft roll-out of a corresponding public awareness andpreventioncampaignwillalsobegininJanuary2015,withapubliclaunchinAprilinrecognitionofChildAbusePreventionMonth.AnothercomponentoftheseplansistheColoradoCommunityResponseCenter(CCRC),whichprovidesacomprehensivearrayofvoluntaryfamily-drivenservicesdesignedtosupportfamilystability.Thusfar,367familieshavebeenservedbytheCCRCandtheDepartmentisontargettoserveanother250familiesbyJuly2015.Otherprogressincludesthere-designoftheChildWelfareTrainingAcademy,theimprovementofthescreeningprocessforchildwelfarecases,theprovisionofmobile technologies tocaseworkers in the fieldandsimplifiedchildwelfarerulesforcountyworkers.TheGovernor’schildwelfareplansalsoincludeSafeCareColorado,aNurseFamilyPartnership(NFP)augmentation,andbasicCoreServices for families. SafeCareprovidesparentswith in-home direct skills training in parenting, home safety, health, problem-solving andcommunicationskills.TheaugmentationoftheNFPistoincreasecollaborationbetweenchildwelfarecaseworkersandNFPnursesthroughincreasedtraining,includingmandatoryreportertraining.TheNurseFamilyPartnershipconnectsfirsttimemotherstopre-natalcare,parentingclassesandotherbenefitsthatareshowntocontributetohealthybirthsandhealthychildren.Core Services funding can be used for prevention and intervention services for open childwelfarecases,orforthosecasesthatcouldbepreventedwithsomeadditionalsupporttothechildand/ortheirfamily.

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LaunchedinApril2014,theCDHSCommunityPerformanceCenter(CPC)sharesreal-timedataaboutthechildren,youthandfamiliesinvolvedinColorado’schildwelfaresystem.Thesedataallow CDHS to increase transparency and accountability in the childwelfare system, use thedata to analyze performance, and inform policy improvements at the state and countylevels.While the CPC provides a compilation of tables and graphs, each report tells a storyabout real children and their families, and how collectively we are achieving the goals ofsafety,permanency,andwell-being. CDHS encourages readers to explore the data andworkwith state and local staff andother communitypartners to improveservices and the livesofchildren.ThedirectlinkfortheCPCiswww.cdhsdatamatters.org.

Lastly,theDepartmentdevelopedthestate’sfirst-everonlineMandatoryReporterTrainingforthose professionals who are required by law to report suspected child abuse and neglect.Individualswhowanttounderstandtheirresponsibilitiesandhowtoidentifyandreportchildabuse and neglect have easy access to this information and training online on the CDHSwebsite.Thedirectlinkforthistrainingiswww.coloradocwts.com.Lastyear,theDepartmentreceived$2.0millionthroughS.B.14-215forS.B.94(AlsoknownastheTonyGrampsasYouthServices(TGYS)program)dedicatedforthescreeningandtreatmentofmarijuana abuse among youth in detention or detention diversion. TheDivision of YouthCorrections (DYC) is currently reviewingplans from judicialdistricts toensure theyalignwiththe intention of S.B. 14-215 funds and is modifying the Trails system to track theseexpenditures. The TGYS Board distributed these funds to community-based agenciesimplementing positive youth development programming impacting the outcomes related toyouthmarijuanauseandattitudes. Twenty-oneagencieswereprovided funding through thisallocation and Colorado StateUniversity (the TGYS evaluator) has been engaged to evaluateoutcomes. Additionally, TGYS isworking in close collaborationwith themany state agenciesinvolvedinpreventingyouthmarijuanause.ThisincludesopportunitiesforTGYS-fundedand-unfundedagenciesaliketobenefitfromtechnicalassistanceandtrainingaroundpositiveyouthdevelopmentandthepreventionofyouthmarijuanause.The TGYS funding is one of many projects designed to identify youth with substance usedisorder issues. DYC isalso in theprocurementprocess forpurchasing theGAINAssessmentBuildingSystem(ABS).TheGAINABSisaweb-basedassessmenttooltoquicklyandaccuratelyidentify clients who have behavioral health and substance abuse disorders and track theirprogress.InconjunctionwiththeOfficeofBehavioralHealth(OBH),DYCreleasedanRFPfortheAdolescentCommunityReinforcementApproach (A-CRA)curriculum.TheA-CRAcurriculum isan evidenced-based behavioral treatment for substance use disorders for youth and theirfamilies. TheA-CRAaims to increaseutilizationof social, familial, andeducational/vocational

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resourcesforadolescentstoachieveandsustainrecovery.DYCwillpartnerwithOBHtotrainupto40professionalsinthecommunitytoprovidethisservice.2015Plan:TheDepartment,inpartnershipwithcounties,willcontinuetoimplementtheseinitiativesandcontinue to use data and evidence-based practices to improve outcomes for Colorado’schildren.Thestatewidehotlinewillstrengthencommunityaccesstocountyworkerstoreportconcernsaboutchildabuseorneglect.Thehotlinewillprovidenewdata,helpunderstandwhatis being done well, identify areas for improvement, and provide information to enhancetrainingopportunities.In pursuit of strategies to keep kids safely at home, the Department is strengthening itsprevention programs through Title IV-EWaivers (strategies that keep kids safely at home orwith kin), as well as better prepare caseworkers through its re-tooled Training Academycurriculum.TheDepartmentwillcontinuetoimplementbestpracticesinthechildwelfareandyouth corrections systems, such as reducing the use of congregate care settings for childrenandyouth in childwelfareandpursuingpreventiveeducation strategies regardingyouthandmarijuanause.Additionalpreventionstrategiesare inmotion. Forexample theDepartment isworkingwiththe Colorado Department of Education-Office of Dropout Prevention and Engagement todevelopstrategiesandimplementbestpracticestoimprovetheeducationaloutcomesofyouthin foster care. TheDomestic Violence Programand theDivisions of ChildWelfare and YouthCorrections are exploring opportunities to collaborate and develop strategies to greatlyimprove services to children, youth, and families who are served across the three divisions.Revisions to the Child Protection Statutes are in progress, which will improve consistencybetweenpracticeandlaw.WILDLYIMPORTANTPRIORITY#2:Coloradanswillhavetheopportunitytoachieveeconomicsecuritythroughmeaningfulwork.Goal No. 3: To achieve economic security formore Coloradans through employment andeducation.The Department remains focused on making public benefits more effective and increasingaccess topublicbenefits.There is increasedemphasisonemploymentandhowto transform

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theColoradoWorksprogramtobefirstandforemostaboutsupportingindividualstopreparefor,attain,andretainemploymenttosupporttheirfamilies.The SupplementalNutritionAssistanceProgram (SNAP - Colorado’s foodassistanceprogram;formerly Food Stamps) persists in improving the timeliness and accuracy of eligibilitydeterminations.Thestatehasdemonstratedrelativelysteadyprogressinthetimelyprocessingofnewapplicationssincethebeginningofcalendaryear2014.Overthepastfewyears,theDepartmenthasmadenumerousimprovementstotheColoradoBenefits Management System (CBMS). In 2014, the Department will improve staff training,makingtheoperationofCBMSmoreefficientforColoradocitizens.InsupportoftheDepartment’sassertionthatallColoradochildrendeservethesupportofbothparents, it has invested in the Colorado Parent Employment Project (CO-PEP). CO-PEP is afederal grant that focuses on providing non-custodial parents with similar employment andparenting supports as those that are available to custodial parents. The Division of ChildSupport Services (CSS) has implemented CO-PEP in five counties and assisted a total of 219individualstogainemploymentthroughJune2014.Ofthe219parentswhohavebeenenrolledin CO-PEP, 183 have found full-time employment and are making regular child supportpayments.ColoradoWorks (i.e., Temporary Assistance to Needy Families or TANF) has intensively andproactively engaged county partners in adapting the state's TANF program to result inemployment as a key outcome for participants. This ongoing effort has gained momentumthroughavarietyofmechanisms:1)offeringanoptionalemployment-basedmemorandumofunderstanding(MOU)tointerestedcountiesthatestablishesemploymentstandards in lieuofprocessmeasures;2)thedevelopmentofanemploymentprogramassessmenttoolforcountyuse;3)thecreationofanemploymentworkgroupcomprisedofstateandcountystaff;4)therevision of the participant employment plan; and 5) the provision of national level technicalassistancethroughMathematicaPolicyResearch,anationalsocialpolicyresearchorganization.Through Re-Hire Colorado, 48 noncustodial parents are now earning wages, paying childsupportandstrivingto lift theirchildrenoutofpoverty.Re-Hire isa transitionalemploymentprogramforpeopleoverage50andnon-custodialparents. Duringthefirstsevenmonthsofprogramming(January6,2014-July31,2014),theRe-HireProgramhelped186Coloradansfindpermanent employment and placed 343 people in transitional employment. The averagehourlyrateforpermanentlyemployedRe-Hireparticipantsis$10.44,whichis$2.44higherthanthe minimum wage (as of August 2014). One hundred forty (140) businesses actively

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participateintrainingandhiringRe-Hireparticipants.FivelocalagencycontractorsprovideRe-HireProgramservicesinLarimer,DenverMetro,ElPaso,Teller,Pueblo,andMesacounties.

Another avenue for CDHS clients to seek employment is through the Division of VocationalRehabilitation(DVR).TheDepartmentisworkingtoreducethewaitinglistforpeoplewhowishto receive vocational rehabilitation services. The DVR provides supports to individuals withdisabilities in their pursuit for employment. In 2013,Coloradowas required to implement awaitinglistforclientsbecauseitlackedsufficientfundsandthefinancialmanagementtoolstoeffectivelyserveclients. Inordertoensurethatallclientsarereceivingneededsupportsandservices, and to provide financial security to the program, the Department solicited anindependentfinancialandperformanceauditoftheprogramsandestablishednewleadershiptobringenhanced integrity and improvedoutcomes to theprogram. This audit produced64recommendations,andtodate,56recommendationshavebeenimplemented.

Inadditiontocompliancewiththeaudit,theDepartmenthasprioritizedsupportingDVRclientsintheirpursuitofemployment.ByJuly1,2015,theDepartmentexpectstoincreaseitsrateofsuccessfulemploymentoutcomesforDVRclientsfrom37%to40%.

2015Plan:As the Department strengthens its focus on employment across the Colorado Works, ChildSupportServices,andSNAPEmploymentandTrainingprograms, itwillexamineandmitigatehowbenefitsareadjustedoncegainfulemployment isachieved(i.e., the ‘cliffeffect’). Itwillexplorehowtoexpandworkertrainingandemploymentcoachingandconsidernewmethodsfor engaging and incentivizing employers, such as providing employment subsidies toemployers.Inaddition,theDepartmentwillcontinueitsfocusonreducingthewaitinglist,completingalloftheauditrecommendations,andimprovingoutcomesforclients.In the ColoradoWorks program, theDepartment has a set of initiatives aimed at increasingemploymentandretentionrates,boostingfamilyincome,andgenerallyimprovingfamilywell-being among the State’s poorest families. This multi-year redesign consists of five corecomponents: 1) changing the Colorado Works culture; 2) assessment and employmentplanning,includingutilizationofanemployment-focusedself-assessmenttool;3)individualizedcasemanagement;4)employmentservices;and5)performanceoutcomes.ToincreasetheDepartment-widefocusonemployment,severalprogramswithintheOfficeofEconomic Security plan to better align their employment initiatives. The SNAP programwillshifttowardagreateremphasisonskillsattainmentthroughaservicedeliverymodelthataims

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to generate real employment outcomes. In another example, the Child Support Servicesprogramrecentlychanged itsnamefromChildSupportEnforcement,symbolicof itsmovetosupplement its enforcement activities with employment and parenting services to non-custodialparents (NCP). These servicesare intended tohelpNCPshonor their child supportobligations and improve their relationship with their children. Colorado’s Refugee ServicesProgram(CRSP)willmaintain its strategyofachievingemploymentoutcomesbymeeting thebusinessneedsofemployersconsistentlyandeffectively. Thesuccessof thismodeldependson refugees proving their reliability and dependability, which requires CRSP to focussimultaneously on employment and several other domains of integration such as housing,education,health,andchildcare.WILDLYIMPORTANTPRIORITY#3:Colorado parents and their children will have the opportunity to prepare for educationalsuccessthroughouttheirlives.Goal No. 4: To improve kindergarten readiness through quality early care and learningoptionsforallColoradans.As the Office of Early Childhood enters the third year since its creation in 2012, it remainsfocusedonsupportingtheparentsofyoungchildrentoensureeducationalsuccess. ThetwodivisionsintheOfficeofEarlyChildhoodworkcollaborativelytochampiontheneedsofyoungchildren in Colorado through their work with community partners, including local counties,Nurse Family Partnership, Head Start, child care providers, Early Childhood Councils, FamilyResourceCenters,andtheChildren’sTrustFund.InconjunctionwiththeOfficeofChildren,YouthandFamilies,theOfficeofEarlyChildhoodhasimplementedtheCCRCandhomevisitingprograms. Asmentionedearlier, theCCRCaimstoreducechildmaltreatmentandincreaseprotectivefactors.Duringthefirstsixmonthsofinitialimplementation, comprehensive voluntary services (via a combination of referral and directservice provision) were provided to parents in 13 counties. The initial launch of the CCRCprogram in Colorado has shown early success in reaching the intended target population,familiesknowntolocalchildwelfaredepartmentswhohavebeenscreenedoutduetolackofevidenceofchildabuseorneglect.Byserving367families,theprogramexceededitsFY2013-14expectationofserving300families.Through the federal Race to the Top Early Learning Challenge Grant ($45 million), theDepartment is working to implementColorado’s next generation Quality Rating and

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ImprovementSystem(QRIS)alsoknownas“ColoradoShines,”whichisdesignedtoincreasetheaccess and participation of low-income families in high-quality child care throughout thestate.Thisgrantissupportingeffortstoincreasekindergartenreadiness,andultimately,thirdgrade readingproficiency, aswell as provide tuition assistance for child care educators. ThefirstphaseofColoradoShinesissettorolloutinlatefall2014.As a result ofHouseBill 14-1317, a joint implementation task force comprisedof child careproviders, parents, counties, stakeholders, advocates, and other community partners, cametogether to implement the State’s most sweeping Colorado ChildCareAssistanceProgram(CCCAP)reforminrecenthistory. Withafocuson improvingaccessandqualitycareforlow-incomefamiliesandchildren,thetaskforcehasimplementedchangesthat will ensure every child has an opportunity for educational success, and parents andprovidersaresupportedasbothsmallbusinessesandcontributorstoColorado’seconomy.Some of the innovative provisions of H.B. 14-1317 include raising the floor of eligibility forCCCAPfrom130%to165%ofpoverty;providing90daysof"fiscalcliff"eligibilitycoverage(i.e.,transitioncoverage)forenrolledfamilieswhoexperienceanincreaseinincomethatthreatenstheir access to child care; and tiered reimbursement for child care centers that focus onproviding high quality care and educational opportunities in their child care programs. Inaddition, the Department has committed to increasing the percentage of children age 0-5,utilizingCCCAP,whoreceivecareintopratedfacilities(Levels3through5)from21%to31%byJuly1,2015.2015Plan:Sinceresearchindicatesthatchildrenwhoreceivechildcareinhighqualitychildcarefacilities(levels3-5)aremorelikelytobereadyforkindergarten,Coloradoisstrivingtosteadilyexpandthenumberofchildcarefacilitiesthatareratedandincreasethenumberofchildrenattendinghigh quality facilities through Colorado Shines. The Department will explore how to createincentivestohelpchildcareprovidersbecomerated,expandthenumberofchildcarefacilitiesinunderservedareas,andincreasechildcareplacementsforinfantsandtoddlers.TheDepartmentcontinuestoimproveoutcomesforchildrenwithdevelopmentaldelaysservedthrough the Early Intervention program, and will continue to manage any caseload growthassociatedwith this program (as is federally required) and improve access tomental healthservices for childrenwith persistent, serious and challenging behaviors. TheDepartmentwillidentifywaystoprovidesupportstoparentsandcaregivers,increasestafftraining,consistencyandretention,anddevelopsupportive,instructivechildcaresettings.

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As noted above, the Department will continue to implement H.B. 14-1317 to improve theaccess to quality childcare for low-income families and high-needs children. New CCCAPservicessupportedthroughthislegislationwillcontinuetorolloutoverthenexttwoyears.TheDepartmentalsoreceived$2.2millioninfundingtoenhancequalityinitiatives.Thesefundswillbe targeted towards facilities serving CCCAP families to help these facilities improve theirqualityratings.Combinedwiththeincreasedfundingfortiered-reimbursementinfutureyears,theDepartmentwill be able to continue to improvequality and increase access for years tocome.Goal 5: To return youth committed to the Division of Youth Corrections (DYC) to thecommunitybetterprepared to succeed througheducation receivedwhile in the custodyoftheDepartment.

The Division of Youth Corrections (DYC) continues to provide educational services to youthresiding in state-operated facilities and thoseplaced in contract residentialprograms. YouthreceiveafulleducationalassessmentuponcommitmenttotheDYC.Onceyouthareplacedintheir permanentDYC residence, educational staff utilize amatrix that takes into account thefactorsnecessary toensureyouthareona trajectory toachieveeitheraGEDorhigh schooldiploma. Thematrix takes into account critical information including but not limited to theyouth’sage,sentencelength,andcreditsrequiredtograduatefromhighschool.

Inadditiontotheservicesprovidedtoyouthinstate-operatedandcontractprograms,DYCalsoassists youth to connect with community services and institutions upon parole. Division ofYouthCorrectionsclientmanagerparoleofficersworkcollaborativelywithlocalschooldistricts,alternative schools, community colleges and private providers of tutoring services to ensureyouthareplacedintheappropriateschoolsettingtomeettheirneeds.

AlthoughtheDYChasconsistentlyachievedratesof85-95%ofyouthdischargingfromtheDYCwitheitheraGEDordiploma,DYCisworkingtoupgradeitstechnologyinfrastructuretocreateadditionalonlinelearningopportunitiesforyouth.TheDYChasbeguntoupgradeitstechnicalinfrastructure and expand career technical education (CTE) offerings. The DYC works toconnectyouthtolocalcommunitycollegeswhilestillresidinginsecurefacilities. Thisoccursmost often at the Zebulon Pike Youth Services Center in Colorado Springs and the LookoutMountainYouthServicesCenterinGolden.

In2014,subjectmatterexpertshavebeenhiredandhardwarepurchasedtolaythefoundationforimprovingtheDYCeducationalinfrastructure.Hardwarehasbeenpurchasedtoestablishasecure network at the Spring Creek Youth Services Center and the Governor’s Office ofInformationTechnology(OIT)isintheprocessofimplementinganOITnetworkineducationatthreefacilities:SpringCreek,ZebPike,andMountView.

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2015Plan:

TheDYCongoingplan toenhanceeducationaloutcomes for youth includes implementinganenhancedvocationalandcareertechprogrammingforyouthwhohaveachievedtheirGEDorhigh school diploma. This includes a new construction trade vocational program in severalfacilities, as well as community college course credits. In addition, while the DYC builds itstechnologyinfrastructureforonlinelearning,itwillexploreoptionstohavecommunitycollegesprovide courses in the facilities. The DYC estimates 25% of youth in commitment in statefacilitieswillparticipatedirectlyinexpandedCTEprogramming,onlinelearning,orcommunitycollege.Thisincludesyouthwhohavecompletedbothsecondaryandpost-secondaryeducationandisapproximately125youthperyear.

18 December 8, 2015

Goals,StrategiesandPerformanceMeasures

The CDHS has implemented C-Stat, amanagement strategy that analyzes performance usingthemostcurrentlyavailabledata.C-StatallowsDivisionswithinCDHStopinpointperformanceareasinneedofimprovementandthenimprovethoseoutcomes,helpingtoenhancethelivesofthepopulationsthatCDHSservesandtoprovidethebestuseofdollarsspent.Throughrootcause analysis, CDHS can determine what processes work and what processes needimprovement. By measuring the impact of day-to-day efforts, CDHS makes informed,collaborativedecisionstoaligneffortsandresourcestoaffectpositivechange. ThefollowingmeasuresdemonstratewhichitemstheCDHSistrackingonaregularbasis,whichtietogoalsofthedepartment.

19 December 8, 2015

GoalNo.1:ToexpandcommunitylivingoptionsforallpeopleservedbytheDepartment.OfficeofCommunityAccessandIndependence

StateVeteransCommunityLivingCentersResidentsWithoutFalls

Strategy: Colorado’s State Veterans Community Living Centers serve honorably dischargedveterans, veterans’ spouses/widows, and “Gold-Star” parents (parents whose children diedwhile serving in the Armed Forces). Community Living Center residents have the right toreceivesafe,high-qualitycare,evidencedbyalownumberofresidentfalls.Performance Measure: In the United States, falls among nursing home residents occurfrequentlyandrepeatedly,andcanresultindisability,functionaldeclineandreducedqualityoflife.Performanceismeasuredmonthlybydividingthenumberofresidentswithoutfallsbythetotal number of nursing home residents. The annual performance is the average of the 12months.Thebenchmarkof88%isgreaterthanthenationalaverage. FY2010-11 FY2011-12 FY2012-13 FY2013-14 FY2014-15 FY2015-16 FY2017-18 Actual Actual Actual Actual Request Request RequestBenchmark: 88% 88% 88% 88% 88% 88%Actual: 80%* 81% 79% 80% 82.8% *January–June2011.Performance Evaluation: The state operates four Veterans Community Living Centers. ThismeasureiscollectedateachCenter.ForeachCenter,performanceisoftenbelowthegoalandnational average. The State Veterans Community Living Centers have explored existing andneeded fall mitigation strategies, as well as best practices to address falls due to cognitiveimpairment,andcontinuetoexamineeffective interventionstoaddressthismeasureateachCenter.

79.20%79.21%82.09% 82.71%

86.49%80.68%

82.64%85.64%

85.37%83.47%83.24%83.02%

60%

70%

80%

90%

100%

Percen

t

Month

2014 2015 Goal(88%)

20 December 8, 2015

OfficeofCommunityAccessandIndependenceDisabilityDeterminationServices

AccuracyofInitialEligibilityDecisionsStrategy:TheDivisionofDisabilityDeterminationServices(DDS)makesdisabilitydecisionsforthe Social Security Administration (SSA). Accurate processing of initial eligibility decisionsincreasesaccesstofinancialassistancetovulnerablepopulationsandensuresthatonlythosewhoareeligiblereceivethebenefit.Performance Measure: Accurate eligibility decisions are measured by dividing the totalnumberofaccurateinitialeligibilitydecisionsbythenumberofinitialeligibilitydecisions. FY2010-11 FY2011-12 FY2012-13 FY2013-14 FY2014-15 FY2015-16 FY2017-18 Actual Actual Actual Actual Request Request RequestBenchmark: 97% 97% 97% 97% 97% 97%Actual: 97.9% 95.1% 98.0% 97.0% Note. Performance is based on the federal fiscal year and runs from October 1 throughSeptember30eachyear.PerformanceEvaluation:DDShasshownvariableperformanceoverthepastyearrangingfrom94.9%to97.7%.ThemajorityofDDSerrorshavebeenrelatedtodocumentationaccuracyascompared to decisional accuracy. To improve DDS’ performance, DDS: 1) requested federalassistance for case reviews, 2) re-allocatedquality assurance resources to audit functions, 3)increasedinternalsamplingrates,4)increasedsamplingandsupervisoryreviewsforexaminers,and 5) increased quality assurance outreach to providers of Medical Evidence of Record toprovidemorecomplete,accuratemedicalrecords.

97.7%

95.3%

92%

94%

96%

98%

100%

Percen

t

RollingQuarters

CO US Goal(97%)

21 December 8, 2015

OfficeofBehavioralHealthMentalHealthInstitutes

PercentofCivilReadmissionswithin30daysStrategy:TheMentalHealthInstitutesworkwiththeCommunityMentalHealthCenters,alongwithmentalhealthprofessionals,patients,families,andmentalhealthadvocacygroupstowardthegoalofpreparingpatientstoreturntotheirhomesandcommunities.Arapidreadmissionmayreflectafailureofcontinuityofcarebetweenthehospitalandthecommunityprovider,resultinginapatientsufferingdecompositionandsubsequentneedforhospitalization.Performance Measure: Percent of 30-day readmissions are measured by dividing the totalnumberofpatientsreadmittedwithin30daysofdischargebyallpatientsdischarged30daysprior. FY2010-11 FY2011-12 FY2012-13 FY2013-14 FY2014-15 FY2015-16 FY2017-18 Actual Actual Actual Actual Request Request RequestBenchmark: 5.4% 5.4% 5.4% 5.4%Actual: 4.95% 2.75% PerformanceEvaluation:Performancehasimprovedinthetwoyearsthatarecapturedinthegraph. The MHIs have attempted to enhance the transition into the community throughstrongercollaborationwiththeCommunityMentalHealthCenters.

0%2%4%6%8%

10%12%14%

Percen

t

Month

MHIRate Goal(5.4%)

22 December 8, 2015

OfficeofBehavioralHealthMentalHealthInstitutes

PercentofCivilReadmissionswithin180daysStrategy:TheMentalHealthInstitutesworkwiththeCommunityMentalHealthCenters,alongwithmentalhealthprofessionals,patients,families,andmentalhealthadvocacygroupstowardthegoalofpreparingpatientstoreturntotheirhomesandcommunities.Arapidreadmissionmayreflectafailureofcontinuityofcarebetweenthehospitalandthecommunityprovider,resultinginapatientsufferingdecompositionandsubsequentneedforhospitalization.PerformanceMeasure: Percent of 180-day readmissions aremeasured by dividing the totalnumberofpatientsreadmittedwithin180daysofdischargebyallpatientsdischarged180daysprior. FY2010-11 FY2011-12 FY2012-13 FY2013-14 FY2014-15 FY2015-16 FY2017-18 Actual Actual Actual Actual Request Request RequestBenchmark: 12.2% 12.2% 12.2% 12.2%Actual: 14.89% 9.51% PerformanceEvaluation:Performancehasimprovedinthetwoyearsthatarecapturedinthegraph. The MHIs have attempted to enhance the transition into the community throughstrongercollaborationwiththeCommunityMentalHealthCenters.

0%2%4%6%8%

10%12%14%16%18%20%22%

Percen

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Month

MHIRate Goal(12.2%)

23 December 8, 2015

GoalNo.2:Toensurechildsafetythroughimprovedprevention,accessandpermanency.

OfficeofChildren,YouthandFamiliesDivisionofChildWelfare

CompliancewiththeStatutoryRequirementRelatedtoTimelinessofAssessmentClosure

Strategy:Reportsofchildabuseandneglectareassignedforinvestigation/assessment.Timelycompletion of assessments indicates that child safety issues are identified and mitigatedquickly; thatthechildwelfaresystemisnotunnecessarily lingering ina family’s life;andthatinformationregardingtheassessmentofthecaseisup-to-date.PerformanceMeasure: The percent of assessments that are closed timely is calculated bydividing thenumberofassessments closedwithin60daysof referralby the totalnumberofcompletedassessments.1 FY2010-11 FY2011-12 FY2012-13 FY2013-14 FY2014-15 FY2015-16 FY2017-18 Actual Actual Actual Actual Request Request RequestBenchmark: 90% 90% 90% 90%Actual: 59.4% 61.2% 73.7% 86.1% 87.3% PerformanceEvaluation:Performancehassteadilyimprovedoverthelast5years.TheDivisionof Child Welfare has actively worked with counties to enhance performance by identifyingeffectivepractices such as enhanced supervision andeliminating anyback log. The90%goalwasachievedforthefirsttimeinMay2014.

1DifferentialResponsecasesnotincludedintheperformancemeasureinprioryears’actualperformance.

78.1%79.8%

87.1%

82.8%

89.1%

89.9%

87.1%87.9%90.5%

90.3%

88.2%

83.1%79.3%

79.6%

89.5%

88.9%

88.6%

87.1%

70%

80%

90%

Percen

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Month

TimelinessofAssessmentClosure Goal(90%)

24 December 8, 2015

OfficeofChildren,YouthandFamiliesDivisionofChildWelfare

YouthinCongregateCareSettingsStrategy:All childrendeserve toachievepermanency inahometo lessen thedisruptionandtraumaoutofhomecarecancause.Reducingcongregatecareusecontributestotheseefforts.PerformanceMeasure:Thepercentofchildrenandyouth(ages0to21)inacongregatecaresettingiscalculatedbydividingthenumberofchildrenwhoexperiencedanycongregatecareplacement(clientsservedduringthereportingperiod)bythetotalnumberofchildrenservedinoutofhomecare. FY2010-11 FY2011-12 FY2012-13 FY2013-14 FY2014-15 FY2015-16 FY2017-18 Actual Actual Actual Actual Request Request RequestBenchmark: 21.7% 18.4% 15.0% 15.0%Actual: 22.3% 23.3% 23.0% 20.6% 20.0% PerformanceEvaluation:Inthepasttwoyears,thepercentageofchildrenincongregatecarehas been reduced. At the same the time, the number of children in out-of-home care (thedenominatorinthismeasure)hasdecreasedaswell.

25.2%23.3%19.9%

21.7%

10%

15%

20%

25%

30%

35%

Percen

t

Month

DCW&DYCPerformance DCWPerformance

FY2015-16Goal(15.0%) FY2014-15Goal(18.4%)

25 December 8, 2015

Goal 3: To achieve economic security for more Coloradans through employment andeducation.

OfficeofEconomicSecurityChildSupportServicesDivision

CollectionofCurrentChildSupportStrategy: Maximizing the collection of current child support owed increases the overalleconomic stability of the family, and has a direct impact on the well-being of children inColorado.PerformanceMeasure: All current child support owed in the Stateof Colorado through themonthcomprisesthedenominator;thenumeratoristhetotaldollarscollectedandappliedtocurrentsupportobligationsthroughthatsamemonth.This isa federalperformancemeasurethat is trackedcumulativelymonth-to-monththroughout thecalendaryear.Federal incentivedollarsareavailableforstrongperformanceonthismeasure. FY2010-11 FY2011-12 FY2012-13 FY2013-14 FY2014-15 FY2015-16 FY2017-18 Actual Actual Actual Actual Request Request RequestBenchmark: 63.9% 64.3% 64.3% 64.5% 65% 66% 66%Actual: 63.3% 62.8% 62.3% 63.1% 64.5%* *FY2014-15reflectsdataavailableforperformancefromJanuary1,2014throughOctober31,2015.PerformanceEvaluation: Statewide, current child support collectionshave increasednearlyeverymonthin2014.Overallcollectionsin2014haveexceeded2013,leadingtorecorddollaramounts of current support being collected. This is owed, in part, to an increased focus onmaintainingappropriateincomewithholdingorders(IWOs),decreasingthenumberofobligors(i.e., non-custodial parents) who are making no payments, and providing proactive casemanagementtonon-custodialparents.

63.8% 63.5%64.3% 64.7% 64.4% 64.4% 64.5% 64.5% 64.5% 64.5%

60%61%62%63%64%65%66%67%

Percen

t

Month

2014 2015 Goal(66%)

26 December 8, 2015

OfficeofEconomicSecurityFoodandEnergyAssistanceDivision

TimelyProcessingofExpeditedFoodAssistanceApplicationsStrategy: Timely processing of expedited food assistance applications ensures that eligibleColoradanshaveaccess,assoonaspossible,toneededfinancialassistanceforfood,ultimately,reducingthelikelihoodofColoradansgoinghungry.Performance Measure: Expedited food assistance applications are to be processed withinsevendays.Themonthlypercentageofapplicationsprocessedtimelyiscalculatedbydividingthe number of applications processed within seven days by the total number of expeditedapplicationsreceived.Theannualmeasurewillequaltheaverageofthe12monthsinthestatefiscalyear. FY2010-11 FY2011-12 FY2012-13 FY2013-14 FY2014-15 FY2015-16 FY2017-18 Actual Actual Actual Actual Request Request RequestBenchmark: 95% 95% 95% 95% 95% 95%Actual: 79.2% 85.4% 91.03% 90.0% 94.61% Performance Evaluation: Over the past five years, timeliness performance has risen nearly15%. The Division has invested in Business Process Reengineering (BPR) to standardizeprocessesandcreateefficienciesacrossthe10largecounties.

88.6% 88.3%

90.2%

88.4%87.7%

91.6%90.7% 90.3%

89.1%

90.6%91.5%

91.0%

84%

86%

88%

90%

92%

94%

96%

Percen

t

Month

2014 2015 Goal(95%)

27 December 8, 2015

OfficeofEconomicSecurityFoodandEnergyAssistanceDivision

TimelyProcessingofFoodAssistanceRedeterminationsStrategy: Timelyprocessingof redeterminationof foodassistancecasesensures thateligibleColoradans continue to have access to needed financial assistance for food, ultimately,reducingthelikelihoodofColoradansgoinghungry.PerformanceMeasure: Redeterminationoffoodassistancecasesaretobeprocessedbytheendofthemonthwhenreceivedtimelyfromthehousehold,orwithin30daysifreceivedafterthedeadline.Themonthlypercentageofcaseswithatimelydecisionofcontinuedeligibilityiscalculatedbydividingthetotalnumberofcasessubmittingredeterminationapplicationsbythetotalnumberofcases.Theannualmeasurewillequaltheaverageofthe12monthsinthestatefiscalyear. FY2010-11 FY2011-12 FY2012-13 FY2013-14 FY2014-15 FY2015-16 FY2017-18 Actual Actual Actual Actual Request Request RequestBenchmark: 95% 95% 95% 95% 95% 95%Actual: 55.1% 74.2% 88.76% 87.2% 85.67% PerformanceEvaluation:Overthepastfiveyears,timelinessperformancehasrisen30%.TheDivision has invested in Business Process Reengineering (BPR) to standardize processes andcreateefficienciesacrossthe10largecounties.

83.4%80.9% 82.7%

85.2% 85.5%89.1%

86.7% 86.8% 85.0%81.2% 82.8%

86.3%

60%65%70%75%80%85%90%95%100%

Percen

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Month

2014 2015 Goal(95%)

28 December 8, 2015

OfficeofEconomicSecurityEmployment&BenefitsDivision

EmploymentEntryStrategy:ConnectingColoradoWorksparticipantswithemploymentdramaticallyincreasesthelikelihoodoflong-termeconomicsecurity.PerformanceMeasure:Thenumeratoristhetotalnumberofadultswhogainedemploymentand were participating in a work activity during the month. The denominator is the totalnumber of adults participating in workforce activities during the same month, except forindividualswhoarenot job ready.Theannualmeasurewill equal thecumulativepercentageoverthecalendaryear. FY2010-11 FY2011-12 FY2012-13 FY2013-14 FY2014-15 FY2015-16 FY2017-18 Actual Actual Actual Actual Request Request RequestBenchmark: 10% 25% 35% 35%Actual: 21.26%* 30.91% 32% *June2013-December2013.PerformanceEvaluation:Statewideperformanceinthefirstsix(6)monthsof2014isreachingsimilar levels as the last six (6)months of 2013. In addition, theDepartment hasworked tosimplify program requirements and remove administrative burdens to allow for additionalcapacityatthecountyleveltofocusonemploymentoutcomes.

0%

5%

10%

15%

20%

25%

30%

35%

40%

Percen

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Month

2014 2015 Goal(35%)

29 December 8, 2015

OfficeofCommunityAccessandIndependenceDivisionofVocationalRehabilitation

SuccessfulEmploymentStrategy:TheDivisionofVocationalRehabilitation(DVR)providesassistancetoindividualswithdisabilitieswhohavebarrierstoemployment.Attainmentofsuccessfulemploymentincreasesaperson’slikelihoodoflong-termeconomicsecurity.PerformanceMeasure:Successfulemploymentismeasuredasthetotalcumulativenumberofsuccessfulemploymentoutcomesthroughthecurrentmonth.Thegoalismetbyexceedingtheprior year’s performancebyoneormore successful employmentoutcomes. This is a federalperformancegoal. FY2010-11 FY2011-12 FY2012-13 FY2013-14 FY2014-15 FY2015-16 FY2017-18 Actual Actual Actual Actual Request Request RequestBenchmark: 2,400 2,497 2,958 1,705 1,687 1,688Actual: 2,349 2,496 2,957 1,704 1,686 Note: Performance is based on the federal fiscal year and runs from October 1 throughSeptember30eachyear.PerformanceEvaluation:InMay2013,theDivisionofVocationalRehabilitationinstitutedafullOrder of Selection waiting list. This ultimately reduced the number of active cases to beworked,andhastherefore,contributedtothereductionofsuccessfulemploymentoutcomesinFY2013-14andFY2014-15.

92 172299

417 526666

788 8941037

12421420

1686

0

500

1,000

1,500

2,000

Num

ber

Month

Goal(=>1,705) StatewideCumulatve

30 December 8, 2015

Goal4:ToimprovekindergartenreadinessthroughqualityearlycareandlearningoptionsforallColoradans.

OfficeofEarlyChildhoodDivisionofEarlyCareandLearning

AccesstoQualityChildCareforLowIncomeChildrenStrategy:ToensureallColoradochildrenhaveaccesstohighqualitychildcare,theDepartmentwill implement Colorado Shines, Colorado’s new Quality Rating and Improvement System(QRIS).Alllicensedchildcarefacilitieswillberequiredtoparticipateinthisnewsystem(allwillbe rated) and the department will provide technical support and financial incentives forlicensedchildcareproviderstoadvanceinlevelsofqualitythroughtheDepartment’sRacetotheTopEarlyLearningChallengegrant. ColoradoShineswillbegin rating facilitieswithin thenew system in FY14-15, and will target early supports to facilities that serve a substantialnumberofchildrenservedbytheColoradoChildCareAssistanceProgram(CCCAP).PerformanceMeasure:ThepercentofallchildrenunderfiveyearsoldutilizingCCCAPthatareinatoprated(levels3-5inColoradoShines)facility.Thismeasurewillbecalculatedbydividingthenumberofchildrenunderfive,whoutilizedCCCAPcareinafacilityratedinthetopthreetiers, by the totalnumberof childrenunder fivewhoutilizedCCCAPat leastonce in a givenmonth. FY2010-11 FY2011-12 FY2012-13 FY2013-14 FY2014-15 FY2015-16 FY2017-18 Actual Actual Actual Actual Request Request RequestBenchmark: 34% 34% 39% 39%Actual: 20.7%* 30.2% *DataarereportedfromAugust2013throughJune2014data.PerformanceEvaluation: TheDepartment improvedperformanceby10% in FY2014-15. TheRacetotheTopgrantwillallowalllicensedfacilitiesservingchildrenreceivingCCCAPassistancetobecomerated,andwillprovidetechnicalassistanceandqualityimprovementgrantstohelpthesefacilitiesmoveuptheratingscale.

31 December 8, 2015

34.8%31.9% 32.6%

0%

10%

20%

30%

40%Pe

rcen

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Month

TopRated Goal(39%)

32 December 8, 2015

Goal 5: To return youth committed to theDivisionof YouthCorrections to the communitybetter prepared to succeed through education received while in the custody of theDepartment.

OfficeofChildren,YouthandFamiliesDivisionofYouthCorrections

YouthEnrolledinEducationProgramsorEmployedStrategy: Themissionof theDivisionofYouthCorrections is toprotect, restoreand improvepublicsafetythroughacontinuumofservicesandprogramsthateffectivelysupervisejuvenileoffenders; promote offender accountability to victims and communities; and build skills andcompetencies of youth to become responsible citizens. Youth committed to the Division ofYouthCorrectionswhoareenrolled ineducationalprogramsorareemployedhaveagreaterlikelihoodofsuccessoncetheyreturntothecommunity.Performance Measure: Number of clients enrolled in a full or part time program upondischarge from DYC (education, employment, or other forms or pro-social communityengagement)dividedbythenumberofeligibleDYCclientsdischargedinaspecificmonth. FY2010-11 FY2011-12 FY2012-13 FY2013-14 FY2014-15 FY2015-16 FY2017-18 Actual Actual Actual Actual Request Request RequestBenchmark: 70% 85% 85% 85% 85%Actual: 59.6% 62.9% 70% 78% 89.8% Performance Evaluation: DYC has conducted exception analyses to determine reasons foryouthnotbeingenrolledinaneducationalprogramoremployedatdischarge.TheDepartmentsetahighergoalforperformancebeginninginApril2013.The85%goalforthismeasurewasachievedforthefirsttimeinApril2014andhasdemonstratedrelativestabilitysincethattime.

88.0%91.9%

88.9%88.2%

79.4%

88.0%

60%

70%

80%

90%

100%

Percen

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Month

2014 2015 Goal(85%)