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.

Diversify and maximize revenue streams.

Work Plan – Administration

Initiative Area
Billing and collection for Winnebago Mental Health Institute (WMHI) and Mendota Mental Health Institute (MMHI) inpatient accounts.
Current Status
The Department continues to be over budget for inpatient services. DCDHS currently relies on the Wisconsin Department of Health Services (WDHS) Bureau of Fiscal Services to handle collections and has no one designated for secondary review.
Chosen Target
Increase collections for inpatient costs.
Tactics to Close the Gap
  • Create a planning group to examine the problem with inpatient collections.
  • Hire an LTE to track and confirm accuracy of insurance and collection information.
Measures of Success
  • Increase in collections over the prior year.
Lead Staff Responsible
Fran Genter, Mary Grabot, Laura Yundt and Perry Hayes –
Initiative Area
Analyze whether there is the potential to maximize revenue earning.
Current Status
During both the budget and year end closing fiscal staff review funding levels vs. earnings. We’re constantly exploring new sources of revenue and trying to maximize existing sources of revenue.
Chosen Target
Revenue is fully maximized.
Tactics to Close the Gap
  • Identify funds that are under earned.
  • Explore reasoning for under earning.
  • Review contracted program requirements.
  • Determine whether program redesign or tweaking would facilitate additional earnings and fit in with the Department’s mission.
  • Determine whether program expansion is feasible.
  • Determine whether revenue can be earned in other areas without program redesign.
Measures of Success
  • Increased revenue earning.
  • Alternative areas are identified to earn existing revenues.
Lead Staff Responsible
Edjuana Ogden, Division Administrations & Program Managers –

Work Plan – Adult Community Services

Initiative Area
Ensure that contracted service units and contingent revenues are achieved by the POS programs.
Current Status
  • Many programs were placed under a contingent earning basis in .
  • Revenue targets are adjusted annually in an effort to have reasonable, accurate budgetary targets.
  • Inpatient costs are well over budget and have been historically as well. One problem is patients refuse to sign insurance forms, which results in lower off-setting insurance revenue.
Chosen Target
  • Revenues are maximized, risk to county is minimized, and POS agencies have incentives for increasing revenues earned.
  • Maximize number of people who are insured.
Tactics to Close the Gap
  • County staff to closely track service units and revenues. Adjustments are made annually.
  • Unit and revenue data is shared with POS programs monthly.
  • Payments to programs are based on revenues earned.
  • DCDHS makes policy decisions regarding netting and risk sharing and communicates those policies to POS partners.
  • Increase budgetary allocation for inpatient hospital costs.
  • Establish process to get people insured, to get insurance forms signed for inpatient care and to hold people accountable for payments.
  • Ensure that budgets and contracts have reasonable and accurate revenue targets.
  • Hire Consultant on an LTE basis to explore possible methods to increase reimbursement for inpatient services.
  • Improve methods of securing patient consent to bill insurance for inpatient care.
  • Define contract terms that improve transparency of services purchased and clients served.
Measures of Success
  • Programs are producing service units as contracted and earning budgeted third party revenue.
  • Budgets are adjusted based on actual cost of service units.
  • Inpatient costs fall within budget.
  • POS contracts clearly define eligibility requirements and reporting expectations. POS agencies adhere to these expectations.
Lead Staff Responsible
Mary Grabot, Carrie Simon, DCDHS fiscal and management staff –

Work Plan – Badger Prairie Health Care Center

Initiative Area
Maximize census to increase revenue.
Current Status
In , the average census was 111. Currently census is 112.
Chosen Target
Achieve an average census of 115 for .
Tactics to Close the Gap
  • Admit residents we are able to care for, not just the most challenging hard-to-place residents.
  • Evaluate creating a specialty unit to fill beds based upon diagnosis, supply, and demand.
Measures of Success
Census for will average 115.
Lead Staff Responsible
Bill Brotzman/Dee Heller/Jean Katzer –

Work Plan – Children, Youth and Family

Initiative Area
Revenues maximization.
Current Status
CYF leverages significant Medical Assistance, Social Security/SSI, private insurance, and other revenues on behalf of consumers. These monies are used to offset GPR monies; services may be maintained and/or expanded as a result. Additional monies of this sort are desirable at a time of budget strains.
Chosen Target
Claim any and all appropriate client-associated revenues in .
Tactics to Close the Gap
  • Continue efforts to maximize MA-monies.
  • Investigate any and all new federal, state, and private revenue opportunities.
Measures of Success
Pursue one or more federal, state, or private grants in to support new programming in future years.
Lead Staff Responsible
Division Administrator Bob Lee; Alt Care Manager Marykay Wills –