Audit: DHS workers feel overworked, stressed, underpaid

Workers at the Oregon Department of Human Services are largely proud of the work the agency does, but significant numbers of workers feel overworked, stressed, underpaid and under-supported in their jobs, according to an audit released Wednesday by the Secretary of State’s office.

Using a work environment survey of DHS employees, state auditors identified seven areas that need improvement: tools and resources, compensation, hiring practices, recognition, professional development, stress and workload, and communication. They recommended that managers develop and implement a plan to address those weak spots.

“DHS does some of the state’s most important work, helping Oregon children, seniors, and people with disabilities stay safe while providing them with opportunities to thrive,” Secretary of State Jeanne P. Atkins said today. “Oregon’s frontline workers at DHS have some of the toughest jobs in state government. It is my hope that the agency’s new leadership will take these findings and recommendations seriously as they develop an improvement plan that supports the division in its work to take care of our most vulnerable.”

Following a recent change in leadership at DHS, with Gov. Kate Brown’s 2015 appointment of Clyde Saiki as the interim director, the employee survey was meant to provide new agency leadership with a snapshot of employee perceptions of the department. Saiki was confirmed as DHS director in May 2016.

The audit team conducted a 51-question survey in April 2016. More than 4,500 employees responded — a 62 percent response rate — and contributed more than 1,800 substantive written comments that helped illustrate their concerns.

The survey responses indicated seven areas in critical need of improvement and four areas where DHS is doing well.

Some key findings of the survey include:

55 percent of respondents felt they had the tools and resources to do their job.
53 percent of respondents felt they received fair compensation.
53 percent of respondents felt opportunities for advancement were fair and merit-based.
At least 50 percent of respondents reported a high level of stress, with 73 percent of Child Welfare respondents reporting work-related stress is too high.
Less than half of respondents felt communication and information flow effectively between the central office and field offices.
Nearly all respondents reported they know the mission, vision and goals of DHS and how their work relates to them.
More than 85 percent of respondents reported they are proud to work at DHS.

Workplace environment surveys are designed to measure the level of engagement an employee has with their work. For public service organizations, higher engagement rates correlate with higher rates of achieving goals, higher employee retention, and fewer days of sick leave and lost time.

“I am encouraged to see that DHS employees have stayed engaged with agency goals and that they are proud of their important roles in our state government,” Atkins said. “That gives managers a great opportunity to respond to their concerns in other areas.”

DHS, one of the largest public service agencies in state government, consists of two units — Shared Services and Central Services — and five programs: Aging and People with Disabilities, Child Welfare, Intellectual/Developmental Disabilities, Self Sufficiency, and Vocational Rehabilitation. Shared Services include support functions like information, technology, financial services and human resources that are shared with Oregon Health Authority. Central Services provides functions directly related to policy and program areas of the agency.

In total, the agency’s biennial budget is about $10 billion with 7,897 full-time equivalent staff.

The goals of the agency are safety for children; safety for vulnerable adults; independence of older adults and people with disabilities; community employment for people with disabilities; family stability and employment; job retention for low-income working families; school readiness for young children; and program performance and integrity.