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.

Measure and communicate system performance for each division.

Work Plan – Administration

Initiative Area
Data needs and performance measures
Current Status
  • Planning and evaluation (P&E) staff have been working with contract managers to get appropriate performance measures in contracts. Many of the current performance measures in place are set forth by funders (Federal and State). Staff assist in developing performance measures where they are lacking and pointing out where performance measures exist but are not documented in existing contracts.
  • A number of surveys and reports of outcomes are completed annually and posted to the Department’s website including a quarterly Key Performance Indicators report.
  • Staff routinely respond to requests to provide data and reports internally to assist managers and staff to meet program guidelines and standards as well as responding to external requests for program data.
Chosen Target
  • Develop performance measures for prioritized service areas.
  • Provide analysis and management tools that assist staff in meeting program requirements.
  • Collect and report outcomes regularly to our stakeholders.
Tactics to Close the Gap
  • Post reports and evaluations to the Department’s website.
  • Strategize on ways to obtain meaningful consumer input and feedback on programs.
  • Establish a work group to discuss development of GIS reporting and process for prioritizing related data requests.
  • Develop a dashboard template as a first step to creating dashboards for identified program areas.
  • Develop options for reporting out on performance measures in a meaningful and consistent way.
Measures of Success
  • Develop reports or tools to meet reporting needs of Divisions across the Department.
  • Develop performance measures for programs/services as needed.
  • GIS reports (ad hoc and annual) are developed.
  • Dashboard is completed for one program area.
Lead Staff Responsible
Jean Kuehn, Lori Bastean and Ariel Barak –

Work Plan – Adult Community Services

Initiative Area
Define measurable outcomes and use for program evaluation.
Current Status
  • Program outcomes identified in contracts are inconsistent and at times difficult to measure.
  • Limited use of the MH/AODA Functional Screen.
  • Data gathered is often incomplete and not readily accessible for use in program evaluation.
Chosen Target
  • Outcomes identified in contracts are measurable, meaningful, and consistent across services.
  • POS produces reports that are complete and are in compliance with State and county expectations.
Tactics to Close the Gap
  • Work with IT to improve data collection and accessibility.
  • Work with Planning and Evaluation to define meaningful outcome measures.
  • Increase the use of the MH/AODA Functional Screen and fully complete the MH Supplemental Information.
  • Keep abreast of Program Participation System (PPS) changes at the State and pass on to POS system.
  • Hold stakeholder groups to inform about the data needed and seek input on identifying outcomes.
Measures of Success
  • We will begin to routinely administer the MH Functional Screen to CSP clients.
  • POS Agreements will include improved performance requirements.
  • MH Supplemental Information is fully completed for at least 75% of consumers served in 2016.
  • Online portal available to POS agencies for entering MH Supplemental data.
Lead Staff Responsible
Mary Grabot, Carrie Simon, Administration –