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Goal 6: Increased Organizational Capacity

From 2014 to 2019, together we:

Expanded and trained the staff and consultants we needed statewide to support the organizational goals.

How did we do this? We:

  • Increased our initial $500K budget (in 2014) to $800K (in 2015) to $1.1 million (in 2017) to $1.7 million (in 2019).
  • Grew from 2 staff to 6 staff. We added an Education Coordinator, Communications Director, Deputy Director, and Director of Civic Engagement to our team.  In 2019/2020, we will hire a Government Relations Director and a Policy Analyst. 
  • All staff members have received advanced professional and leadership training, including the Humphrey Fellowship, Change Network, bushCONNECT, and the state's Emerging Leaders Institute (ELI). 
  • Contracted with consultants and interns from the deaf, hard of hearing, and deafblind communities, and representatives from the Minnesota Deaf Muslim Community (MDMC) and Minnesota Black Deaf Advocates (BDA). All contractors and interns are provided with the training needed to support MNCDHH’s work. 

Provided consistent, accurate, timely information on commission activities and progress through the website, social media, and technology.

How did we do this? We:

  • Created a detailed communications plan that includes sharing information in both American Sign Language (ASL) and English.
  • Increased the number of subscribers to our newsletters. The subscriber list grew from 993 in 2015 to 4688 in 2019. There was also a dramatic increase in subscribers on our social media accounts (Facebook, Twitter, YouTube, and Instagram).
  • Created hundreds of vlogs. 
  • Launched a new main website and an age-related hearing loss subsite.  
  • Negotiated the inclusion of ASL interpreters and closed captioning in state emergency communications. 

Supported and maintained MNCDHH's ability to gather and analyze data, develop timely reports, and inform policymakers and stakeholders of constituent needs and program/service outcomes.

How did we do this? We:

  • Trained staff on Results-Based Accountability (RBA) and we measure how staff activities make a difference. 
  • Contracted with the Management Analysis Division (MAD), the Minnesota Department of Health (MDH), and the Minnesota Management and Budget (MMB) to collect and analyze hearing health data.
  • Contract with the Statewide Longitudinal Education Data System (SLEDS) to collect and analyze education data. 
  • Coauthored reports with Minnesota Management and Budget (MMB) on the Centralized Accommodations Reimbursement Fund.
  • Collaborated with the Deaf and Hard of Hearing Services Division (DHHSD) on the report to the legislature on the modernization of the Telecommunications Equipment Distribution (TED) Program.
  • Past legislative efforts resulted in biennial reports to the legislature on outcomes for deaf and hard of hearing children.
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