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.

Improve IT support for the Department to effectively manage its programs.

Work Plan – Administration

Initiative Area
Identify areas for improvement in existing IT systems to potentially promote efficiencies.
Current Status
Current IT systems are in need of updates and transition to new platforms. Staff would like to improve and automate manual processes.
Chosen Target
  • Eliminate work-arounds and increase system supports where necessary.
  • Improve and automate manual processes.
Tactics to Close the Gap
  • Identify work-arounds and duplication of effort, prioritize system upgrades.
  • Explore new systems and IT resources for potential options.
Measures of Success
  • Staff replaces manual processing with automated processes.
Lead Staff Responsible
Edjuana Ogden, Kari Clemens –
Initiative Area
Strategic Plan
Current Status
  • Project planning group meets regularly to review in progress projects and outstanding projects.
  • List of programming projects continues to grow with new needs, new programs and changing state requirements.
  • Identified a need for additional programming staff. Currently in the process of hiring two project programmers.
Chosen Target
  • Fully staffed IT team.
  • Cohesive department IT strategy / plan for the upcoming 3 years.
  • Any resource deficiencies identified and addressed or escalated.
Tactics to Close the Gap
  • Fill existing programming vacancies.
  • Evaluate overall department needs.
  • Evaluate ability to meet those needs.
  • Develop a project plan identifying resources and timelines.
  • If needed, advocate for additional resources.
Measures of Success
  • Strategic plan is in place.
  • Resources are on-board to carry out the strategic plan.
Lead Staff Responsible
Kari Clemens –
Initiative Area
Enhance billing capabilities and fix high priority issues in Comprehensive Community Services (CCS) module.
Current Status
  • CCS module is in use and program is live.
  • Claims are entered manually.
  • Detailed remittance information is not readily available to providers.
  • CCS administrator has identified “top ten” issues list of items that are highest priority.
  • There is a long enhancement list of desired improvements.
Chosen Target
  • A file to interface claims information is developed.
  • Providers receive detailed reports.
  • CCS Administrator’s top issues are addressed.
  • There is overall confidence in the system.
Tactics to Close the Gap
  • Hire additional programming staff dedicated to the CCS development needs.
  • Develop claims data file for sending claims data to Forward Health. This will increase billing efficiency.
  • Develop a process to load remittance information into the web application and make additional detailed reports available to CCS providers.
  • Dedicate programming resources to items on CCS administrator’s priority list.
Measures of Success
  • Claims information sent to Forward Health in interface file.
  • High priority items that have been identified by CCS administrator are addressed.
  • Providers have access to additional billing reports showing detailed claim information.
  • Baseline and follow up surveys reveal improvement in perception of system. (For ).
Lead Staff Responsible
Kari Clemens –
Initiative Area
Improve data collection, reporting capabilities and functionality of the Juvenile Justice System.
Current Status
A series of meetings were held throughout 2015 to identify and document needs and work-flows. IT released updates to the existing Access database to meet immediate needs. Need to move on to larger overhaul to meet upcoming needs.
Chosen Target
  • Business rules for overhaul of juvenile justice database application are finalized.
  • A project plan for programming work is developed.
Tactics to Close the Gap
  • Continue with regular meetings.
  • Formalize business rules, project plan and commit programming resources to development project.
Measures of Success
  • Stakeholders agree on business rules.
  • Project plan is completed.
Lead Staff Responsible
Kari Clemens –
Initiative Area
Give tools to managers to allow better understanding of the data.
Current Status
In 2015 IT implemented reporting services. Many reports were made available as requested.
Chosen Target
  • Greater access to more ad-hoc reporting.
  • Provide additional reports as requested to assist staff in managing programs and analyzing information.
Tactics to Close the Gap
  • Create a capability for ad-hoc reporting.
  • Solicit reporting needs.
  • Develop additional reports to help staff manage programs and analyze information.
Measures of Success
  • Ad-hoc reporting is in place.
  • FMS, ACS, CYF and EA given opportunity to request additional reports.
  • Additional reports developed and made available.
Lead Staff Responsible
Kari Clemens –
Initiative Area
Streamline device management and better utilize device capabilities.
Current Status
Human Services uses Apple Configurator and Meraki MDM for device management. We can track and secure devices, but it is difficult to manage updates, applications and some functions on the devices. The system is not configured to manage paid apps.
Chosen Target
  • In collaboration with Information Management, profiles using a more fully featured MDM to manage devices, Apple updates and paid apps are implemented.
  • Paid apps that allow users to securely do work such as secure document collections, note taking and form completion are evaluated.
Tactics to Close the Gap
  • Work with Information Management to develop profiles for groups of devices in use within Human Services.
  • Fully test and then deploy updates to devices.
  • Work with groups that have devices and have identified needs to determine if there are applications that can help them improve their work-flow and efficiency.
Measures of Success
  • Application operating system updates are managed centrally.
  • Improved application for note taking and other needs as identified are made available to users.
Lead Staff Responsible
Kari Clemens –
Initiative Area
Maintain focus on monitoring and improving Call Center Anywhere (CCA) experience at Job Center. Improve communication and response during issues.
Current Status
  • A series of meetings were held in 2015 connecting Job Center managers, HS IT staff and Department of Information Management (DIM).
  • Backup phone lines were added for redundancy.
  • Changes were made to servers.
  • Reliability has improved, but there continue to be periodic Dane issues.
  • Continue to have support issues when problems crop up.
Chosen Target
  • Maintain focus on CCA reliability.
  • A more streamlined support plan is developed.
Tactics to Close the Gap
  • Continue with meetings to keep focus on CCA reliability.
  • Track and report on Dane IT issues. Evaluate any major outages for opportunities for improvement.
  • Develop plan to streamline issue troubleshooting, communication and resolution.
Measures of Success
  • Improvements implemented based on recommendations from meetings.
  • Written plan for procedures in event of major outages exists and communicated to people involved.
Lead Staff Responsible
Kari Clemens –