LEFT: JUSTIN BROWN, DIRECTOR OF THE OKLAHOMA DEPARTMENT OF HUMAN SERVICES, VISITS WITH EMPLOYEES AT DALE ROGERS TRAINING CENTER, WHICH PROVIDES VOCATIONAL TRAINING AND JOBS FOR PEOPLE WITH DISABILITIES. BROWN TAKES A SPIN WITH METRO KIDS AT THE YMCA IN OKLAHOMA CITY.
What has been most eye-opening during your first year as director? Coming from the private sector, my initial view as an outsider of what a government state employee is could not have been more wrong. Within the first day, it was clear that we have an unbelievable workforce. These people are so passionate about what they do and they are highly qualified, from the state office level to the employees at the county level across the state. They’re all in. As the agency has been built up over the years, barriers have gotten in the way. We have created well-intentioned programs but not always thought about how they work together. Combined with underinvestment in technology, I could see within the first few weeks that our system is not set up to facilitate really great working relationships and support for one another. The fact that we have such great people who are so dedicated is a testament to how passionate they are, even with a broken system. What is your impression of DHS employees now, specifically those who work within Child Protective Services? I went on a Child Protective Services ride-along a few months ago to a home with a claim of neglect. The CPS employee walked right up to the door and knocked, having no clue what was on the other side of the door. She does this every day; she’s so courageous. I was a glorified babysitter for three hours, playing with the kids and dogs, while she did the interviews, and it was eye- opening to me what heroes these people are. The same goes for a call I went on with a permanency planning worker. They are always walking in with an advocate heart for those they are trying to help.
What are the biggest successes you’ve noted in the last year? We have so much to do that as I move forward I haven’t been great at looking back often enough to celebrate successes. The biggest success has been all about teamwork; we are creating a culture of relationships and collaboration. This intentional culture of working more closely together within our own agency is starting to take hold with inter-disciplinary teams. If we have a child welfare issue, the real concern might be poverty, so we create these teams to all work together. We want to work well with our partners in the community, whether that’s foster care agencies, the legislature, tribes or nonprofits all over the state. This culture is being perpetuated, and we have to have help to do this the right way, to create real, genuine working relationships. How has being a dad impacted you in this role? Having kids and being a dad is my joy. One of my favorite things is making breakfast for my kids every morning. Hannah is 12 and Ford is 10, and being their dad puts a mission behind this role that’s even deeper than my desire to support my state and serve others. To help build a state that provides the same opportunities my kids have for all kids, that personalizes the mission for me because I think about them in the same situations that we see.
METROFAMILYMAGAZINE.COM / MAY 2020 17
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