Denver Human Services - 2013 Partnership Survey
2013 Collaborative Community Partnership Survey
As part of the new Denver Human Services (DHS) Strategic Plan, we are focusing on Collaborative Community Partnership. We’d like to hear from all of our partners about how we are doing. Please take a moment to fill out this quick, ten question survey. The results will help us concentrate our efforts on areas in need of improvement. Thank you!
What kind of partner are you?
Vendor / Contractor / Service Provider
Community Based Organization
Funder (Grants / Donations)
Government Partner (Federal, State, Other County or Other City Agency)
Have you partnered with different areas of DHS?
If you have partnered with more than one area at DHS, you can take this survey multiple times. Please select just one area below, and when you reach the end of the survey, you will have the option to take the survey again, for a different area of DHS.
What area of DHS do you work with?
Family & Adult Assistance Programs (Food, Cash & Medical Benefits)
Child Care Assistance
Energy Assistance (LEAP & Heatwave Help)
Emergency/Burial Financial Assistance
Protection & Prevention
Foster & Adoptive Families Unit
Denver’s Road Home
Drug Strategy/Resource for Awareness & Prevention
Financial Services (includes Accounts Payable & Receivable)
Business Management (includes Contracting & Grants)
Performance Improvement & Accountability (includes Audits)
Facilities (includes meeting space, parking and deliveries)
Communications & GIVE Denver
When it comes to POLICY MAKING, our partnership is:
5: Thriving - Policy making is COLLABORATIVE
Major policy changes represent true collaborative efforts. Partners are given the opportunity to be involved in every step of the process. Resulting policies reflect significant team effort.
4: Safe - Policy making is INCLUSIVE
Partners are generally involved in making policies and have at least some degree of input. Although there are some limits, partners are usually consulted, and the final product reflects partner suggestions.
3: Stable - Policy making is RESPONSIVE
Partners have some input in policy-making; however, it is not always substantial. The agency responds to questions or complaints, but does not actively seek partner participation in the planning phase.
2: Vulnerable - Policy making is CONTROLLED
Opportunities to comment are limited. Comments are solicited only to meet funder or legislator requirements, in response to previously made decisions, with no changes made from feedback.
1: In Crisis - Policy making is UNILATERAL
The agency makes policies without consulting or considering the opinions of partners. Policy making does not take into account either the interests of the partners or their effect on partner agencies.
When it comes to POLICIES & PROCEDURES our partnership is:
5: Thriving - Policies & Procedures are EMPOWERING
Policies are visionary and encourage innovation. Procedures, reporting requirements, and forms serve identifiable purposes, are generally flexible, not burdensome and advance ability to reach joint goals.
4: Safe - Policies & Procedures are SUPPORTIVE
Policies are designed to meet program goals. Procedures, reporting requirements and forms represent minimal burdens on partner agencies, and allow the agency and partners to meet their own goals.
3: Stable - Policies & Procedures are INDIFFERENT
Policies impose some burdens. Partners are able to manage these burdens without great difficulty though some appear to exist because of tradition, rather than to serve larger program goals.
2: Vulnerable - Policies & Procedures are IMPEDING
Policies are burdensome and partners devote considerable time, effort, and resources to comply with regulatory requirements. Partners have difficulty meeting goals; innovation and creativity are stifled.
1: In Crisis - Policies & Procedures are INHIBITING
Policies impose insurmountable burdens on partners who must devote inordinate amounts of time, staff, and resources to meet bureaucratic requirements with no apparent impact on program goals.
When it comes to ADVOCACY our partnership is:
5: Thriving - Advocacy is STRONG
The agency is a strong and visible advocate for partners. The agency advocates for the program, partners, and clients with policy makers, other agency programs, and other organizations.
4: Safe - Advocacy is CONSTRUCTIVE
Activities of the agency contribute positively to the image of programs, partners, and clients. Advocacy activities of the agency complement those taken by partners.
3: Stable - Advocacy is LIMITED
The agency’s advocacy on partners’ behalf is limited in breadth or frequency. The agency may be unable to increase advocacy efforts due to organizational constraints or factors beyond its control.
2: Vulnerable - Advocacy is WEAK
The advocacy activities of the agency are infrequent. Limits on agency advocacy are internal; the agency seemingly chooses to be largely inactive in promoting programs, partners and clients.
1: In Crisis - Advocacy is ADVERSARIAL
The agency does not publicly promote programs, partners, or client and may even be critical of partners, making it difficult for them to gain favor with both public and private sector stakeholders.
When it comes to TRAINING & TECHNICAL ASSISTANCE our partnership is:
5: Thriving - Training & Technical Assistance is COMPREHENSIVE
Training provided through the agency is thorough and comprehensive. Training and technical assistance addresses partner needs and results in identifiable improvements in partner performance.
4: Safe - Training & Technical Assistance is USEFUL
Training is useful and beneficial to partners. Training reflects some recognition by the agency of partner needs, and is appropriate to partner capabilities. Technical help is able to meet most partner needs.
3: Stable - Training & Technical Assistance is INCOMPLETE
The range of training reflects some assessment of partner needs making it somewhat useful. However, it may be incomplete, or geared more toward agency needs leaving some partner needs unmet.
2: Vulnerable - Training & Technical Assistance is MISDIRECTED
The agency arranges for some training, but it is of limited use to partners. Training is not based on assessment of partner needs and is facilitates compliance rather than improving partner performance.
1: In Crisis - Training & Technical Assistance is INEFFECTIVE
The agency does not provide useful training to partners. Any training provided does not attempt to address partner needs and is inappropriate, inaccurate, misleading, or possibly detrimental to partners.
When it comes to ASSESSMENT our partnership is:
5: Thriving - Assessment is VALUABLE
The agency collects reliable and accurate information on partners’ performance. Measurement includes quantitative and qualitative outcome data used to establish priorities and training needs.
4: Safe - Assessment is EFFICIENT
Information gathered by the agency provides a general picture of community partner performance. Some assessment aspects, especially meaningful outcome data, are not fully developed, or used.
3: Stable - Assessment is COMPLIANCE-DRIVEN
Information-gathering tends to reflect compliance needs with little attention paid to strengths, weaknesses, or training needs. Data is gathered only to comply with requirements imposed from above.
2: Vulnerable - Assessment is HAPHAZARD
The agency has some established processes for measuring partner performance, but they are informal or incomplete. No reporting standard exist; partner performance reports are inconsistent or misleading.
1: In Crisis - Assessment is NON-EXISTENT
The agency has no established means for determining performance of partners. Information is gathered sporadically at best, and is seldom a reliable indicator of partner capabilities or performance.
When it comes to INFORMATION our partnership is:
5: Thriving - Information is EMPOWERING
Partners receive communication high in quality and frequency. Information is tailored to meet partner needs. Partners see the agency as a reliable and valuable source of empowering information.
4: Safe - Information is POSITIVE
Agency communication is positive and useful and demonstrates a desire to see partners succeed. Partners are kept well-informed of agency issues and see the agency as a reliable source of information.
3: Stable - Information is INFORMAL
Agency communication represents a genuine effort to help partners, but suffers from some limitations. Partners are notified of developments that affect them, and informed of major, broad level issues.
2: Vulnerable - Information is SPORADIC
Lines of communication are kept open, but used inconsistently. The agency attempts to keep partners informed but only infrequently. Most information is irrelevant, and the overall tone is indifferent.
1: In Crisis - Information is RARE
Partners receive almost no information and may miss important opportunities. The agency limits communication to overly formal information required for compliance with federal or agency rules.
When it comes to RESPONSIVENESS our partnership is:
5: Thriving - Responsiveness is PARTNER-CENTERED
Responsiveness to the needs, requests, and questions of partners receives the highest priority at the agency. The agency is committed to meeting partner needs with timely and thorough answers.
4: Safe - Responsiveness is SATISFACTORY
Partners can generally rely on the agency to respond satisfactorily to requests which are treated as high priority items. There are rarely problems with timeliness, completeness, or correctness of responses.
3: Stable - Responsiveness is DISTRACTED
Agency attempts to be responsive, but is not always able to meet partners’ expectations. While the agency does respond to requests, responses are not always complete or timely due to other priorities.
2: Vulnerable - Responsiveness is INDIFFERENT
While the agency does respond to requests and questions, meeting partner needs is given low priority. Responses frequently are incomplete or poor quality, and rarely received in a timely manner.
1: In Crisis - Responsiveness is ANTAGONISTIC
The agency seems to view partner requests and questions as a nuisance. Responses are often not made at all, or may be incomplete or incorrect. Partners believe making requests is often counterproductive.
When it comes to COMMUNITY PHILOSOPHY our partnership is:
5: Thriving - Philosophy/Sensitivity is VALUING
The agency’s actions and decisions demonstrate it values and embraces community action principles. Agency activities are focused on encouraging and empowering partners to fulfill these principles.
4: Safe - Philosophy/Sensitivity is UNDERSTANDING
The agency’s partnership philosophy is marked by a thorough knowledge of how community action works and client needs. The agency supports partners’ efforts to serve the community.
3: Stable - Philosophy/Sensitivity is AWARE
The agency does not consistently demonstrate a commitment to community action philosophy. Agency tends to view their role as enforcing partners’ community action, rather than supporting their purpose.
2: Vulnerable - Philosophy/Sensitivity is IGNORANT
Agency is unaware of community action principles and does not recognize the uniqueness of partners. Agency shows little regard for community and low-income participation in the planning of activities.
1: In Crisis - Philosophy/Sensitivity is HOSTILE
The agency places bureaucracy and procedures above the core principles of community action. The agency appears hostile toward the values of community involvement and low-income participation.
Thank you for completing this survey.
Results will be posted to the Strategic Plan portion of the DHS website.
Note: This survey is based on the Kansas Partnership Matrix, designed to measure Community Services Block Grant (CSBG) administration and collaboration. The source document is available from ROMA – Results Oriented Management & Accountability at
under Tools & Resources. We appreciate their leadership in bringing government agencies and communities together in partnership.
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