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.

6. Improve alternatives to inpatient care for children and adults.

Work Plan – Adult Community Services

Initiative Area
Revisit the potential for creating ways to divert older adults and adults with physical disabilities at risk for an institutional admission.
Current Status
In Dane County, there is no facility that provides short-term crisis care for elders with dementia and severe behaviors or adults with physical disabilities. The purpose of a crisis home would be to divert admissions from MMHI and/or be a step-down facility. The Department should research whether there is a potential target population and the cost and resources required to develop the resource. Additionally, the county should explore ways to provide in place stabilization supports to facilities / caregivers using existing county and community resources.
Chosen Target
  • Feasibility assessment for crisis home is completed.
  • Increased communication with BPHCC, ESU, Community TIES APS and Focal Points to identify persons at risk of institutionalization and a more comprehensive way in which to offer resources and support to those situations.
Tactics to Close the Gap
  • Aging/PD LTC Program Manager will form a work group to assess viability of a crisis home.
  • If a facility appears viable, work with 1 or 2 assisted living providers to develop and design the special features of a home for elders with dementia and behavior issues.
  • Aging/PD LTC Program Manager will work with the Division Administrator to facilitate a system by which LTC manager is made aware of at risk individuals so that can try to connect to resources that will minimize risk of institutionalization.
Measures of Success
  • Feasibility/viability determined.
  • If feasible, program model and cost structure is determined.
  • If feasible, RFP or outline for an RFP is prepared.
  • Dementia-specific trainings will be developed for Focal Point Case Managers to increase their knowledge and skills in supporting individuals with dementia and their caregivers. Training will be offered summer of .
  • By end of , there will be a system in place by which ESU, BPHCC, APS, Focal Points and Community TIES are in communication on a regular basis about at risk adults with behavioral challenges.
Lead Staff Responsible
Beth Freeman –
Initiative Area
Explore additional funding/resources that could expand the current services provided by the Dementia Support Team.
Current Status
Currently the Dementia Support Team (DST) is limited in its support to persons with dementia who have been admitted to an institution and those with dementia eligible for CIPII / COPW funding. Increased capacity for support may help reduce inpatient stays at an institution and reduce county costs.
Chosen Target
DST capacity is expanded to serve individuals with dementia at risk of institutionalization in the community who may not be connected to the Department or funding sources.
Tactics to Close the Gap
Aging/PD LTC Program Manager explores any additional funding options within the county and grant opportunities that may be available to expand the capacity of the DST.
Measures of Success
  • Aging/PD LTC Manager will analyze the budget by to determine if any monies within current budget could be moved to support expanded DST.
  • Ongoing monitoring of Dementia Capable communications to identify any other funding / grant opportunities for which the Department could apply.
Lead Staff Responsible
Beth Freeman – Ongoing
Initiative Area
Develop alternative treatment and placement options for people with challenging behaviors.
Current Status
  • There are several people who stay in inpatient settings for long periods of time because we have no other alternative for them. This applies to those with serious and persistent mental illness as well as those dropped by the Department of Corrections and converted to 51 commitments and people with complex needs due to overlapping disabilities and severe trauma histories.
  • Often, we rely on Dodge and Trempealeau Counties for high-need placements as Dane does not have alternatives.
  • Having Winnebago Mental Health Institute (WMHI) as the primary Institute creates problems for case managers, law enforcement and support agencies due to distance.
Chosen Target
  • Reduce placing people with challenging behaviors out of county.
  • Have additional treatment facility options in Dane County.
  • Improve cross-system collaboration to meet the needs of those with multiple disabilities.
Tactics to Close the Gap
  • Define needs that require alternative placement options.
  • Work with providers to expand placement options.
  • Collaborate with law enforcement seeking funding for alternative treatment options.
  • Issue an RFP for the Care Center model and residential supports, including serving those with challenging behaviors.
  • Explore enhancements to the Transitional Housing Program.
  • Participate in system conversations including stakeholders from throughout the community.
  • Reduce use of WMHI, Trempealeau Co. Health Care Center, and Dodge County’s Clearview facility.
Measures of Success
  • People who no longer clinically need hospitalization do not remain in inpatient settings for lack of a less restrictive placement.
  • People receive care in Dane County rather than facilities far from their home, family, and support system.
  • Use of WMHI decreases.
  • Individuals with multiple disabilities will receive cross-system supports to address their complex needs and help them remain in the community.
Lead Staff Responsible
Mary Grabot, Carrie Simon, Administration –

Work Plan – Badger Prairie Health Care Center

Initiative Area
Reduce delays in transitioning hard to serve mentally ill or behaviorally challenging individuals out of high cost specialized facilities.
Current Status
Some very complex individuals end up at State facilities or specialized out-of-county institutions for extended periods at high cost to Dane County.
Chosen Target
Have enough care options to serve this population in the most appropriate care setting in a cost-effective and timely manner.
Tactics to Close the Gap
  • Assess recent profiles, care needs of individuals who have been a challenge to place.
  • Assess BPHCC’s capability to serve these individuals.
  • Assess community care options.
  • Establish a monthly meeting with supervisors from ACS to review current and potential clients.
Measures of Success
  • Inpatient psychiatric days within ACS will be at or below the number of days for the past five years’ average.
  • Reduce the number of EDs from BPHCC that do not return.
Lead Staff Responsible
Bill Brotzman/Dee Heller/Jean Katzer/Fran Genter/Mary Grabot –

Work Plan – Children, Youth and Family

Initiative Area
Implement Comprehensive Community Services (CCS) programming expansions, refinements.
Current Status
DCDHS commenced CCS programming in . Social workers (2.25 FTE) and support staff are in place. Additional staff are in order, however.
Chosen Target
A fully staffed and trained staff contingent to serve children and youth eligible for CCS programming is in place at the close of .
Tactics to Close the Gap
  • Create 1.0 FTE social worker position supported by CCS funding to provide CCS intake and service facilitation.
  • Create 1.0 FTE Mental Health Specialist position to perform required CCS Service Director function.
  • Train newly-hired staff in CCS rules and services.
  • Certify staff in CCS rules and services.
  • Provide community information re: CCS availability for children.
Measures of Success
  • Positions created and staff in place as of .
  • Staff trained and certified as of .
  • Information disseminated to community.
  • Fifty new children screened for CCS benefits by .
  • Thirty children enrolled in CCS programming by .
Lead Staff Responsible
Mental Health Services Manager Marykay Wills; other managers –