Strategic Plan

The five-year goals for the Dane County Department of Human Services form the foundation for the Department to improve outcomes to those it serves and strengthen the core competencies of the organization. The Department’s goals focus on four areas: improving the lives of the individuals it serves; improving the performance of its systems and its ability to publicly report on that performance; improving its financial health; and improving its organizational effectiveness and infrastructure.

1. Plan for and manage transitions in funding and programs.

Work Plan – Administration

Initiative Area
Family Care Implementation Planning (fiscal)
Current Status
Currently Dane County is one of 8 counties that continues to operate the Home and Community Based Waiver programs (commonly referred to as the Legacy Waivers). These programs support frail elders and adults with disabilities. 2015 Act 55 directs the Wisconsin Department of Health Services to make changes to the Family Care Program including incorporating acute and primary care in addition to long-term care services and expands the program state-wide. There will be a transition from Legacy Waivers to Family Care in the near future.
Chosen Target
  • A clear picture of the budget impact of the Family Care transition.
  • A plan for ongoing management of programs and budgets after the transition.
Tactics to Close the Gap
  • Work with managers and program staff to determine which programs need to remain intact after Family Care.
  • Begin modeling what potential budgets could look like given agreed-upon assumptions.
  • Prioritize staff, program and operating needs.
  • Assess impact on the centralized overhead cost and existing revenue earning percentages.
  • Evaluate whether there will be funding gaps to support the remaining needs.
  • Explore alternative funding sources and revenue earning capacities.
  • Management, fiscal and program staff agree on priorities.
Measures of Success
  • Budget models are developed.
  • Informed plans are developed to better manage the impact of the Family Care transition.
Lead Staff Responsible
Edjuana Ogden, Fran Genter, Jean Kuehn & Lynn Green

Work Plan – Adult Community Services

Initiative Area
Mental Health Community Options Program (COP), OBRA, MH Matching and MH Block Grant funding of $1,076,985 ended . Community Mental Health Allocation (CMHA) replaced this funding with new criteria for its use.
Current Status
Mental Health staff are defining the use of the CMHA to meet State requirements while at the same time, continuing to fund COP-enrolled individuals’ services. Not all of the COP-approved services are CMHA approved.
Chosen Target
Individuals who were enrolled in COP as of will transition out of COP-funded services by securing other resources or enrolling in Community Recovery Services (CRS).
Tactics to Close the Gap
  • Define the use of funds for each service area.
  • Create a structure to fund services not approved within CMHA.
  • Expand the Community Recovery Services (CRS) and the Comprehensive Community Services Programs’ (CCS) enrollment.
  • Inform system individuals and staff regarding the changes.
  • Hire a Behavioral Health Resource Specialist to assist individuals with accessing services covered under their insurance provider.
Measures of Success
  • Individuals continue to get needed services necessary to maintain their ability to live in the community using the appropriate funding.
  • There is a smooth transition to the new system.
  • Maximize use to CMHA funds to draw down federal MA revenue.
Lead Staff Responsible
Mary Grabot –
Initiative Area
Expand Jail Re-Entry Services to provide case management for Dane County Jail inmates who have substance use concerns.
Current Status
The 2016 budget included funding for Genesis Social Services to provide case management to Dane County residents re-entering the community following incarceration at the Dane County Jail.
Chosen Target
Participants will reduce their frequency of use of alcohol and other drugs at the time of discharge when compared to the time of admission. (The frequency of use at admission and at discharge shall be based on non-incarcerated time only.)
Tactics to Close the Gap
  • Case management service to begin prior to release from Dane County Jail.
  • Assure half of the program’s participants will participate in an AODA assessment following release from Dane County Jail.
Measures of Success
Frequency of use has reduced among participants at the conclusion of their involvement in the program.
Lead Staff Responsible
Todd Campbell –
Initiative Area
Intellectual/Developmental Disabilities (I/DD) children’s case managers will be qualified to provide services to dually eligible CLTS/CCS children and young adults.
Current Status
I/DD case managers are trained and credentialed to provide case management to participants of the CLTS and other DD home and community-based waivers.
Chosen Target
All I/DD children’s case managers and community services manager will be trained and credentialed to provide CCS service navigation to children dually eligible for CLTS and CCS waiver services.
Tactics to Close the Gap
All case managers, case manager supervisor and community services manager will attend trainings required to bill for CCS service navigation.
Measures of Success
By all impacted staff will have completed required training and submitted necessary documentation to CCS program specialist for credentialing.
Lead Staff Responsible
Angela Radloff/Monica Bear –
Initiative Area
With the State of Wisconsin deciding to implement Family Care statewide in or as soon thereafter as the Wisconsin Department of Health Services deems reasonable, DCDHS’s adult service system needs to plan for the eventual transition from Medicaid waivers to Family Care/IRIS 2.0
Current Status

There are about 2,200 adult consumers receiving Medicaid Waiver services.

Many local agencies and businesses provide MA Waiver-funded services. These agencies and businesses and their employees will be impacted by the transition to Family Care.

MA Waiver funding helps to cover administrative, facilities and infrastructure costs in DCDHS and the Adult Community Services Division.

Dane County has unique services and exemplary outcomes that could be compromised or lost in the transition to FC 2.0.

Chosen Target
DCDHS identifies steps to take to minimize disruption and negative impacts to consumers, families, POS agencies, DCDHS staff and future DCDHS operations.
Tactics to Close the Gap
  • Engage DCDHS staff, consumers, family members, guardians, POS providers, elected officials and other stakeholders in conversations regarding the upcoming transition.
  • Use this information to develop first draft of a transition blueprint.
  • The draft document attempts to identify roles of county staff during the transition, what county staff positions will endure beyond the 2.0 transition; how the county can partner with POS partners to best serve participants during transition; a fiscal plan for DCDHS during and post transition and what if any role Dane County will maintain in a redesigned long-term care system.
Measures of Success
By we will have the first draft of a transition blueprint.
Lead Staff Responsible
Fran Genter, Lynn Green, Jean Kuehn & Edjuana Ogden, with support from DCDHS program and fiscal management staff –
Initiative Area
Maximize caseload capacity while enhancing the timely processing of new COPW / CIPII pending applications.
Current Status
Current wait list time for frail elderly participants is one year and wait list time for adults with physical disabilities is nearly two years. Any persons on the COPW or CIPII waiting list 90 days prior to transition to Family Care 2.0 could wait up to 3 years to be enrolled into Family Care 2.0. It is incumbent upon DCDHS to maximize caseload size, shorten wait list times and process new applications in a timely manner. This will ensure the maximum number of COPW/CIPII participants can be transitioned to Family Care 2.0 when it arrives in Dane County
Chosen Target
  • Monthly monitoring of caseload capacity, attrition and waitlist.
  • Caseload capacity within the Aging/PD system will be increased prior to Family Care 2.0 implementation.
Tactics to Close the Gap
  • Aging/PD LTC Program Manager will work with IT to develop a report that measures the following each month: number of clients open on COPW/CIPII, number of clients closed on COPW/CIPII, number of new clients opened onto COPW/CIPII, CM units reported by POS agency and LTS case manager.
  • Aging/PD LTC Program Manager will request start up monies from the State to expand case management capacity with POS agencies.
Measures of Success
  • At a minimum, all LTC case managers will serve 30 clients by the end of 2016.
  • Each POS agency and LTS will open an average of 3 new COPW/CIPII clients per month.
  • By the end of the Frail Elder wait list will be under 1 year.
  • By the end of the PD waiting list will be under 1 year.
  • Case Management capacity will be expanded at CLA and SMCE by one case manager.
Lead Staff Responsible
Beth Freeman –

Work Plan – Children, Youth and Family

Initiative Area
Shift of (teen) Independent Living (IL) program/monies to State in .
Current Status
The State will shift monies allocated to counties for mandated IL services to youth in out-of-home care (OHC) to regional agencies across the State in . CYF will lose financial support for the current IL social work (SW) position a result. However, significant mandated IL responsibilities for youth will remain with counties.
Chosen Target
CYF will continue to provide meaningful IL services to youth ages 14-18 in OHC.
Tactics to Close the Gap
  • Convene committee of relevant staff to develop service-delivery strategies.
  • Financially support the IL SW position in budget if funds allow.
Measures of Success
A system for provision of IL services, which could include new county financial support for the IL position, will be in place as of .
Lead Staff Responsible
Managers Marykay Wills, Julie Ahnen, and Andre Johnson –