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 current use and maintenance of the Department’s leased and owned buildings.

Work Plan – Administration

Initiative Area
Develop internal tracking and reminder system to efficiently manage the Department’s leases.
Current Status
Various internal staff maintain lease documents’ information on a need-to-know basis.
Chosen Target
We have a centralized procedure for the management, review, and negotiation of the Department’s leases.
Tactics to Close the Gap
  • Identify centralized repository for all lease documents (electronic).
  • Establish point person(s) for various aspects of lease preparation, execution/resolution, payment and receipting.
  • Establish system of support to remind and track leasing timelines, due dates and contacts for the point person(s).
  • Communicate the plan to appropriate staff.
Measures of Success
  • Lease procedure is documented and staff are oriented & trained on procedures.
  • All lease agreements are accounted for and tracking system is implemented.
Lead Staff Responsible
Edjuana Ogden, Dyann Hafner –
Initiative Area
Upgrade the energy efficiency of the NPO facility.
Current Status

The 63,300 gross square foot building is in need of mechanical (HVAC), building envelope (roof, windows tuck-pointing), electrical and lighting upgrades to extend the life of the facility and increase the operating energy efficiency. The facility uses on average $97,507 in energy/water per year.

We are currently in Phase 1.

A company has been contracted to provide an energy assessment and capital improvement report. The draft report is complete and county staff are reviewing.

Chosen Target
The NPO facility energy/water expense will be in the range of $52,000/year.
Tactics to Close the Gap
  • Phase 1 – A high level analysis of the building systems with estimated project budget, estimated savings, and short narrative description of each identified project. This has been completed.
  • Phase 2 – A more detailed scope of work or basis of design is developed (as appropriate) for each project and more accurate project costs and savings are provided. An updated final Energy Assessment & Capital Improvements Report is prepared. The county agrees to enter into an Energy Savings Performance Agreement.
  • Phase 3 – The full design, modeling, and engineering of the projects is completed. Documents are submitted for final review and upon approval are submitted to contractors and final bids/proposals are received. After review of bids/proposals, the projects move forward to the construction phase.
Measures of Success
The NPO facility will be more energy efficient with energy/water expense in the range of $52,000/year.
Lead Staff Responsible
Greg Brockmeyer – the project will be completed by the end of .

Work Plan – Economic Assistance and Work Services

Initiative Area
Create a long-term strategic vision for the physical future of the Job Center.
Current Status
While our caseloads and lobby traffic has increased overall in the last decade, the physical footprint of the lobby has not been significantly adjusted. A discussion with all Job Center partners is needed to develop a vision for what the Job Center lobby should look like to serve area residents for the foreseeable future.
Chosen Target
Establish a forum to develop the long-term plan assumptions and a strategy to secure resources for both short- and long-term physical infrastructure changes.
Tactics to Close the Gap
Partner meetings to develop consensus recommendations and strategies to obtain necessary approvals through all partner stakeholders.
Measures of Success
  • An agreed upon short-term plan by the .
  • Moves, redesign, changes commence in the first quarter of to achieve the short-term vision.
  • Securing of resources for blue print design for the long-term vision by the .
Lead Staff Responsible
Shawn Tessmann –
Initiative Area
Improve alignment between space and use.
Current Status

EAWS is currently renting temporary office space for 30 ESS. That lease expires .

The Library occupies an area of the Job Center that can accommodate these staff.

Chosen Target
All EAWS assigned to the JCO location will be housed under one roof by .
Tactics to Close the Gap
Assist the Library with locating an acceptable site for relocation.
Measures of Success
  • Library has moved to a site that meets their needs and is considered permanent.
  • EAWS staff in the temporary space is relocated to the Job Center.
Lead Staff Responsible
Shawn Tessmann –