Health & Human Needs Committee - Regular Meeting

Welcome everyone to the Thursday, August 6th, 2026 meeting of the Health and Human Needs Committee of the Dane County Board of Supervisors. And I will ask Amanda to call the roll.

Thank you, Chair. Supervisor Glazer? Not present. Chair Weigleitner?

Here.

Supervisor Jackson?

Here.

Supervisor Walsh? Here. Supervisor Heuselman? Heuselman here. Supervisor Obese?

Here.

Supervisor Dantzler, Jr.? Not present, but we do have quorum.

Thank you. And just a couple of reminders at the outset. It's just if you're able, committee members, if you're able to appear with your camera on, that is certainly appreciated and it helps the chair and committee staff ensure that we have quorum. and remember the chat is for is not for debate or discussion so please do not put comments in the chat comments in the chat are our public record, but I don't believe our attendees can see them. So we want to make sure that all of our discussion is stated on the Zoom, on the record, spoken orally. So I would just prefer if committee members seek to be recognized and you're able to use the raise hand function. I think that will work best for me today. although I will try to be mindful of the chat if folks seek to be recognized in there. I just think raised hand is better for all of us. And with that, I guess before we get into the meeting business, I just wanted to take a minute here to a moment of silence to mourn the death of Corey Ruiz and reflect on how that tragedy, that violence has impacted his family, his friends, and all of our community. So if you'll just join me in a minute of silence. Thank you. And then we'll move to our consideration of minutes from our July 9th meeting. Is there a motion to approve the minutes?

So moved.

Moved by Supervisor Obese. Any discussion on the minutes? Any need for revisions, amendments? seeing no hands is there any objection to unanimous approval seeing no objection the minutes are approved no fund transfers tonight moving on to referrals 2026 resolution 77 authorizing new comprehensive community services ccs contract with the line of medical center dc dhs behavioral health division um do we have any registrants on this item amanda no chair Okay, then I will ask Director Schluter to provide some background on this item and answer any questions.

Okay, thank you. Am I coming through okay?

You are.

Resolution 77 authorizing comprehensive community service CCS contract with Alina Medical Center. And again, this is in behavioral health. So this is going to sound familiar. We add We're expanding the network of CCS providers in Dane County. Right now, the network of services for community members sits at around 120 providers that serve more than 3,000 people of all ages around Dane County. This contract authorizes a new CCS program. service with Alina Medical Center, then the providers receive reimbursement for all valid and billable activities that are performed in service of participants and is And we are reimbursed through Medicaid dollars. So we intentionally expand these to incorporate as many services so that the community has as many options as possible. So that expansion continues to be intentional.

Thank you. Are there questions from the committee? And if you do, as I said before, if you can just use your raise hand function and be on camera if possible. What do we know about, is it, I think I said Alina, Alina Medical Center and Farrakhan MD? I'm just interested to learn about our new providing partners.

Yeah, you bet. I'm going to ask for some help. I think I saw Ted Campbell and it looks like his mic is live. And I don't know if it's pronounced Alina or Alina. Alina, I'm sorry. I think I said it both ways too.

And to be honest with you, thank you for the question, Chair Wegleitner, Todd Campbell, Behavioral Health Division Administrator. To be honest with you, I'm not sure how to say it either. I know that this is a clinic that's located on Odana, and they'll be a new provider. They are designated to provide a host of array services, including diagnostic evaluations, medication management, psychotherapy, substance abuse treatment, skill development, peer support, and individual or families, psychoeducation, they're eligible to provide all those services. It remains to be seen which services they will concentrate in. Most of our agencies do kind of pick a lane for the array services that they'll provide. And so we'll find out as time goes on.

Great. And I wonder if you or someone else in the division can talk a little bit about the process for recruitment or outreach to potential, you know, as part of this expansion effort. I imagine there's a some outreach or initiative on behalf of the department to connect with new providers or maybe providers are coming to the county. But can you speak to that process a little bit? I don't recall if that's been explained to me before.

To be honest, a lot of the contracts that you're seeing come through, come through in a couple of different ways. Word of mouth among providers just brings the providers to our doorstep. There are some occasions where personnel who are working at an existing CCS agency will branch off and start their own CCS agency. And so that brings us some providers as well. A third way in which new providers commonly come to us is if an individual or a family is already connected with a provider and then they join CCS, they enroll in CCS. they will want their provider to continue with them. And so that provider will join for that specific person to continue services with that person. Sometimes those service providers stay and expand to take in other CCS participants. Sometimes they don't. Sometimes they stick with just that one specialized service. Yeah. Those are the common routes by which providers are coming to us.

Thank you. Any other questions from the committee? All right. Not seeing any. Is there a motion to recommend approval of Resolution 77? So moved. Moved by Supervisor Welch. Thank you. Any discussion on the motion? seeing no hands. And I guess I would also just invite folks to unmute and speak up in this format if they do want to be recognized, because sometimes we move through quickly and I don't want to miss you. So don't hesitate to do that. I don't want to miss anyone. But I'm not seeing anyone and I'm not hearing anyone. So is there any objection to unanimous approval? Seeing no objection, the motion carries unanimously. And we'll move on to D2, 2026, Resolution 78, Awarding Professional Services Contract for Greenfield Rehabilitation Agency, Inc., in the Department's Badger Prairie Health Care Center Division. Do we have any registrants on this item? Amanda? No, Chair. Okay, then. Director Schluter?

Thank you. So Badger Prairie Health Care Center went through the RFP process and Greenfield Rehabilitation Agency was awarded this contract. And what the contract is, it's for therapy services. So occupational therapy, physical therapy and speech therapy. The CMS regulations require a skilled nursing facility, so Badger Prairie is designated as a skilled nursing facility to have these types of therapies. The contract is awarded five one-year agreement and not to total more than five years. And the contract total amount is not to exceed 1.2 million, which is spread over those five years.

And is Greenfield the existing provider of these services?

That is a good question. I don't think they are. Bill is not on.

If I remember correctly, we had to, is this one of the services with Badger Prairie that we had to kind of do an extension or have a stop gap sort of measure because services ended and then we were going to go out to RFP or something. I remember something with that. I think it was a bid waiver type thing where we needed to fill a gap and I'm just wondering if there's going to be, you know, what that looks like with new providers. Sometimes that is a change for people utilizing care, right?

I can get back to you on that. I don't know if this was an existing provider or not. We can pull that information and get it to you.

Okay. Is this a time sensitive?

Not that I know of, no.

I mean, I haven't heard any concerns about this provider, so I guess I'm not inclined to hold it up. It's just useful to have that information for these meetings. And I know I was on vacation last week, and I did miss the check-in meeting, so that's on me. But if someone could follow up in writing ahead of finance committee, that would be useful.

Yep. Okay. If they're the existing provider, the continuity of operations, who's providing the service now. Yep.

Thank you.

If they are not the existing provider.

Can I jump in real quick?

Mm-hmm.

Again, I'm very naive to this, so I may be wrong. I know we had a contract addendum last year for Greenfield Rehabilitation, so I don't know if that means they're existing or not.

For the same service, Amanda?

Physical Occupational Speech Therapy Services for skilled nursing.

They're probably continuing M1, the RFP. It would be nice to get a little more background in terms of You know, did anyone else compete for the contract? Do you know that, Director Schroeder?

No, I don't. Okay.

But it did go out to RFP. Yeah, it did. All right. Any other questions from the committee? Not seeing any. Is there a motion to recommend approval of Resolution 78? So moved. Thank you, Supervisor Jackson. Any discussion on the motion? I just want to thank Amanda for pulling that, doing that quick research on the fly there. Appreciate it. And if there's no objection, is there any objection to unanimous consent in approving the motion? Seeing none, motion carries unanimously. On to 2026, Resolution 80, accepting funds from the City of Madison. Dane County Department of Human Services, Disability and Aging Services Division. Do we have any registrants on this item, Amanda? No, Chair. All right, Director Schluter?

All right, thank you. So this accepts funds, Resolution 80 accepts funds from the City of Madison and Disability and Aging Services Division. The Disability and Aging Services Division was awarded funding from the City of Madison that provides group access rides for elderly and disabled residents of the City of Madison. The program provides routed, scheduled, specialized transportation services to groups of older adults. and persons living with disabilities for group rides to events such as meals, meal sites, congregate meal sites, adult day care center and grocery shopping. The goal of the program is to provide older adults and persons with disabilities the ability to to maintain and retain independence, staying in their own homes. So, you know, dignity and quality of life. The total funds in this are, in this resolution, $154,000. There's no budgetary change for accepting these funds. The funds are already included in the 2026 budget. The city of Madison Transit is federally recognized recipient of these funds. And that are then passed from the city to us as a subcontract. So city of Madison Transit is the federally recognized recipient of the funds. Which was a question that... that Supervisor Walsh had for us at the check-in.

Thank you. Are they federally originated funds or are they state funds going to the city based on their federally recognized status?

Angela, you're on.

Yes, they are federal dollars. City of Madison is the applicant. And then our Specialized Transportation Commission annually submits an application for those dollars. They're not guaranteed every year, but we are the top awardee in terms of the recipient of those dollars. Thank you.

As a former member of the Specialized Transportation Commission, I should have remembered that, but I know that there's a state pot of money we get to. All right. Thank you. Any other questions? Who provides these rides? We use this fund to contract with.

It's a contract with... Why am I drawing a blank? We have contracts with group access ride providers in the city of Madison. That would be Madison Metro Transit. And they provide the group access rides to the meal programs, et cetera.

Thanks. Because these are only within the city, because they're city.

Yes.

Yes. Thank you. Any other questions from the committee? Not seeing any. Is there a motion to recommend approval of Resolution 80? So moved. Moved by Supervisor Jackson. Any discussion on the motion? Oh, sorry. If there's no objection from the committee, I have one more question of staff. I'm not seeing any objection. Angela, how do these funds compare over last year? Will we see any increase in service, or is it basically just continuation type funds? Oh, I can't hear you. You're on mute.

Sorry, it's basically flat. Yeah, okay. That's what I sort of assumed. It's not a decrease.

Yeah, at least it's not a decrease, right. Okay. Well, thank you for answering that. We have a motion before us. Is there any other discussion? I'm not seeing any. Is there any objection to unanimous approval of the motion? Seeing no objection, motion carries unanimously. On to 2026, Resolution 93, amending our purchase of service contract with WisHope Incorporated for room and board expenses in the Department's Behavioral Health Division. Do we have any registrants on this item, Amanda?

No, Chair.

Thank you. And Director Schluter.

Thank you. Resolution 093, adding funds to the contract with WIS HOPE to pay for room and board expenses. So this expense is similar to something that we bring forward to HHN occasionally, so it should be familiar to you. The resolution adds $165,000 of funding to the contract with WISHO to pay for room and board expenses that is based on our current utilization. The amount is being, it increases the total contract amount to $265,000. And again, that's just to meet current utilization. And as a reminder, room and board expenses will be paid on behalf of Medicaid beneficiaries who are in the residential substance disorder treatment at Wisco and our Dane County residents. Because medicaid only is able to fund the treatment portion the related portion of expenses which of that leaves a gap and that gap is what we are that gap that room and board expenses, the gap that we are, we are paying for in with with with this type of with this money.

Um, is this located in Dane County?

The location of this facility is in Broadhead, which is in Greene County.

Okay. Any other questions? I'm seeing now. Oh, did I see one? Supervisor Obizi.

Yeah, thank you. So if it is in Ring County, why are we funding it?

We have one provider that we have a contract with in Dane County, and that's Five Door Recovery, which is operated by Catholic Charities. We fund a good deal of their facility through this type of a contract. But we have more demand out there that needs to be met. And so we have contracted with several out of county providers with hope was able to to find this facility in Broadhead, which really is not that far from from Dane County compared to some of the other facilities that we have been contracting with. and Dane County residents have been traveling to. It just requires greater coordination on discharge planning and making sure that folks are coming back to Dane County in some stable condition. There's a little more demand on those providers.

And the people that we are paying for these days are Dane County residents. Correct. So we're contracting to serve Dane County residents that go to WISL.

Thank you. And if I can ask one more follow-up question. So you talked about we have other contracts. So how many other contracts do we have that provide this type of services?

I believe we have about 5 other facilities that we're using in this that we have contracts within the same fashion.

Thank you.

Great good question, thank you supervisor any other questions. All right, not seeing any. Is there a motion to recommend approval of Resolution 93? Move approval. Moved by Supervisor Welsh. Any discussion on the motion? Not seeing any hands. Is there any objection to unanimous approval? Seeing no objection, motion carries unanimously. And those, we have no... Other action items for the evening, but we have a few presentations. And let me just check. Amanda, none of our registrants tonight are registered to speak. I just want to confirm that, right? They're just listening? Yeah. Okay. Okay. And I don't think that can change now unless somebody suspends the rules. So if somebody does want to speak, you should try to reach out and we wouldn't need to suspend the rules. But we will go then to our first presentation. This is part of, well, we have two division overviews and then we have an accessibility presentation from Sofia Pianka. And the division overviews are just part of this educational series we're doing to get to better know the department for all of us, and particularly newer supervisors and newer supervisors to the committee. And tonight we have fiscal and management services, behavioral health, and we'll start with FMS, if that's all right. Director Schluter.

Yep.

and i'm going to so for our from our fiscal team we have division administrator chad lillithan and then it's gonna go to todd campbell um who's the division administrator for behavioral health um so i'm going to chad you ready ready live looks like your mic's on yeah i'm ready to rock all right i'm going to kick it why Chad's been very, very busy with the budget. So we're gonna.

Yeah, I'm in.

Yep. Kicking it right to him to watch through this.

Thanks, John. Good evening. Thanks for having me. My name's Chad Littleton. I serve as the Division Administrator over Fiscal and Management Services. We generally describe ourselves as sort of the business service end of the Department of Human Services. As you can see from that sort of purview paragraph that's up on the screen right there, a lot of that is very fiscal oriented, so as the name would suggest, Fiscal and Management Services. We lean heavily toward budget, really any sort of fiscal management aspect of department administration you can think of. We're involved in that budget, accounting, accounts payable. We'll get into some of those details in a minute. The management services piece really is sort of a nod to the IT aspect of what we do. So it's a little bit of a mix between our, again, fiscal orientation and more of an IT bent in terms of how we sort of organize and manage our focus. This slide that's in front of you just gives a nod, these four bullet points, I guess, is what I'm looking at, gives a nod to some key areas that are worth mentioning for the sake of overview with the understanding that this is just for purposes of high level overview. You could probably touch on that. And then we can talk a little bit more about organizational structure. I think that's maybe the next slide. But for the sake of that first bullet, budget management. So as John mentioned just a moment ago, we spent a lot of time with organizing the department's budget. So as a matter of context, I think a lot of folks here on the call at this meeting know that human services department represents about 40 percent of dane county in terms of uh expenditure activity in terms of the size fiscally associated with um our dane county's overall cost structure we're roughly 40 percent of that uh 2026 this current fiscal year shows us at about a $313 million operating budget. So that's for this current fiscal year. We operate with two funds. So it's a fund structure obviously in government that also rely on levy funding. The two funds are the Human Services Fund and the Badger Prairie Fund. Those in combination total the $313 million. About $110 million of that $313 million is levy. So to just kind of give you a sense of what that looks like. So $110 million in Dane County levy also happens to represent approximately 40% of Dane County's operating levy as well. So we are on an all funds basis. 40% of the county spend from an operating budget perspective and our levy sort of load. If you want to call it, that is is as well about 40 to 41%. This year's budget, as folks know, we're coming into another deficit year in terms of what we're managing around, and that's where a lot of our focus is. Last year, we all know we were provided a 4% reduction in terms of the levy target this year. Our target is more around 3.8% roughly is what it amounted to in terms of levy reduction that we're managing to through the budget process. It's about a $4.2 million levy reduction. So $4.2 million that we are trying to work throughout the department to manage in terms of coming off that $110 million total. So that's a lot of our focus. That budget team is has a number of analysts and a budget manager that works within that group. And We also partner with fiscal staff out of Badger Prairie. So that is also important to note as well. So they have a fiscal team that helps develop sort of the Badger Prairie outlook, which, you know, very soon we have a deadline coming up where we will be providing numbers to Department of Administration by Monday, not next week, but the week after. I think it's the 17th. We need to have our numbers in for the budget for the end of August release. Just a quick jump. I'll jump back to the couple of the other. Yeah, sorry. I'll keep moving. I know we're kind of tight on time. Contract administration is a big item that we also work through. Contract administration folks know we have over 400 contracts that we manage in terms of execution. The workflow through to this body and to county board staff. as it relates to oversight, contract compliance, reviews, audit management, all happening also within the Division of Fiscal Management Services. We are partnering with the Department of Administration now to do a contract review as part of the broader Dane County Contract Review Initiative. It's been shared that it's maybe interesting as sort of a fun fact, human services generates more than 50%. It's well north of 50% of all the contract activity that this body is acting on throughout the counties coming through human services. So human services is huge in terms of generating, not just initial contract documents, but as you were talking about documents that happen very frequently. It is over 600 contracts and amendments on an annual basis that's managed through the Division of Fiscal and Management Services. Program Revenue Administration. The thing that's really kind of important to be thinking about there is if our budget is $300 million and our levy is roughly 100 million of that, 110 million, we have about 200 million in program revenue that we manage through the Division of Fiscal Management Services. So what that means is that... and we all know none of this money is actually quote unquote free. I mean, it all has requirements, strings attached. We all have reporting responsibilities that are all required under federal and state law in order for us to claim the program revenue, the 200 million in program revenue to help support our programs, the lot of programs we have, and that's spanning the entire program spectrum where we have contracts with the state, some pass-through dollars, occasionally if we're dealing with sort of a more of like a crisis situation as we did with COVID, ARPA dollars and so on and so forth. All of that requires program management support to the extent that we have, again, this $200 million pot of funds that we need to claim to. So it really, and it's, I should probably mention, it's the kind of thing that is, it's challenging in that we have literally hundreds of revenue accounts that need to be accounted for and segregated and reported out on to make up that $200 million. Software and hardware infrastructure. Importantly, this is probably useful to be aware because people may be thinking, wondering about the fact that Dan County has a separate IT area, the Division of Information Management that operates out of DOA. We partner with them. We have our own internal IT team that operates through the Division of Fiscal Management Services. It's roughly around eight staff members. We don't have internal developers. They aren't coders per se. What they do is they manage project management and IT sort of hardware deployment. We have moved intentionally toward a model of doing less custom development work and more off-the-shelf purchasing of products. pre-built, if you will, configurable software packages for human service program needs. So the staff that are a part of this team are heavily involved in that type of work, as well as the type of work that comes about when, let's say, there's a new ADA requirement as we're dealing with where we need to upgrade our documentation to ensure that our documents that are out on the internet are posted externally, are ADA compliant, that type of sort of support from a documentation IT sort of PDF building process that is managed through this group as well. So that kind of gives you a sense of some of the key areas that we focus on. We can kind of keep moving. I know we're a little tight on time, but I can also pause if there are questions related to anything I just said.

I just want to ask a kind of clarifying question. So you talked about contract administration. Sure. But is it true that maybe the FMS does kind of the billing side of it and there's also contract managers within the division that are more program oriented? Yes.

Absolutely. And it's a great question. Thanks for the question. Right. So, yeah, FMS does not constitute all of the contract administration. There is a sort of the program management contract managers that exist in the program side. that will often be here and speak to their contracts from a program needs perspective they are also involved in the overall contract sort of quote-unquote administration process the fms process is more the back office function for the sake of the accounts payable the payment of the of the contracts the contract compliance for the financial requirements managing Those along with audit requirements and contract compliance associated with that end of it, the sort of the back office need and not the program direct program service management piece of it. It also the budget, the budget contracts and operations team also manages sort of like the legislative routing. As it relates to this. So in order to get 600 plus documents to you all, it requires a team effort to to make that happen. People aren't individually running down there coming. There's there's there's a role involved for everybody from the program side, as you just alluded to, all the way through to the accounting and the budget. and contract team that manages the workflow. So, yes, it is absolutely a team effort to make that work, and FMS is not the entirety of that.

Thanks.

There was a big number that you mentioned at the very beginning, Chad, and that was $110 million in levy. And that our total budget, the operating budget's around 313. So if everybody's tracking, there's 200 million in funds that come in from other sources. And I want to underscore that that 100 million of investment in levy, there's You know, for every $100 spent, we're leveraging an additional $200 of services for people in the community. And so many of these dollars are tied directly to that investment. That means that they're not available unless we contribute matching dollars. So in my mind, it just underscores that number. It underscores the importance of holding the line of the investment. We lose a lot more when we reduce the funding. It's not just, you know, it's not just $50,000. It could be, you know, two times that.

Right. And there's a lot of relationship management involved on the financial side with our state counterparts. So, for example, we talk a lot about Medicaid. I know here internally within the Department of Human Services as well. And I used to work over in Medicaid. And so those relationships in terms of maximizing our dollars, but also advocating in a way that doesn't put undue burden on us in terms of local match. As John was alluding to sort of the local match requirement in terms of the mix of program funds relative to levy requirements. That can require finessing on our part in terms of those relationships to sort of minimize the amount that we put in to maximize the amount that we can gain. And there's a lot of strategic discussion around that as we need to engage, particularly the Department of Health Services is probably the biggest player in that, but but not just them. Other questions, otherwise I can keep moving. Okay, so I don't wanna repeat everything I just said, but I'll go about this in terms of just a couple of quick bullets on how we organize. This is listed as programs, it's sort of more like business units. We operate really with four basic business units, no particular order. The accounting unit that's listed at the top, that accounting unit is geared toward our POS agencies. So we have a sizable accounting team because we have so many contracts, because the management of, back to the question of what does it mean to be administering contracts, we have a team of individuals that are engaged in the requirements associated with the business end of all of those contracts and the requirements that go along with that. Those contracts require expense reports, require budget and personnel schedules that are all incorporated, require audits, I've already mentioned that, required to be paid, and we need certain requirements met in order for those payments to occur. So we have uh, skilled staff that are part of this accounting team that manage, um, basically that accounts payable process and that end of the contract administration. So that's, that's what accounting looks like for, uh, FMS. Um, those same accountants are also part of that contract routing that, that routing workflow. So those 600 plus documents that make it through to, you know, HHN or, you know, some level of approval here within the department, on an annual basis, all of that is a partnership between the program teams and the accountants that manage the packaging of that contract for the sake of then routing review execution. The next team is accounts payable, receivable, and staff and payroll. Accounts payable isn't the same as the other accounts payable I was just referring to because these are non-contract payments. So you can imagine if you have And I'll just mention roughly 60% of our spend is contracted services, which helps explain why accounting is so big in gearing itself toward the contracting end of things. Then we have a separate sort of team, which is the second bullet that deals with all the non-contracted payables and receivables in terms of dollars coming in as we need to do with that. So that would be a lot of that would be some of the basic things you would think about utility payments or the AT&T, you know, cable, whatever. Cable out at Badger Prairie, not really cable for us, but yeah. But then we also have client services that aren't necessarily under contract and those would that would be running through this team. So separate sort of accounts payable that deals with out of home care providers. If you can envision foster care parents, you know, kinship care parents, we literally have hundreds of those that receive payments. I think probably about a million and a half dollars going out every month for those payments that are running through that team that aren't on contract or paid through this accounts payable team. Accounts receivable really reflects more of the areas that we have to be billing for. So we've done a pretty good job in not collecting as a priority area. We've been not collecting where we don't need to be collecting. In other words, we're not charging for services, generally speaking, but we have a couple programs where the state actually does require that we bill parental support and those in particular that's the CLTS program and the birth to three program so that footprint is pretty small in terms of that level of accounts receivable but we have a billing area that we need to staff based off of that requirement and of course staff payroll which is pretty self-explanatory and when we talk about sort of the business functions what we do it's payroll If there aren't questions, I'll keep moving then. IT, well, sorry, IT, and then I already mentioned contracts and budgets, so I don't need to repeat that. IT, I guess that will lead into the next sort of slide. So I mentioned with IT, you can go ahead and flip the slide forward, and then I can probably wrap up so Todd can get going. Wanted to give you an example of a strategic project that is sort of a non-fiscal area that FMS And this may be a project people are aware of. Again, just an example, but it's a big one. This isn't the type of thing that we're doing sort of like, you know, implementing each year. So we have a multi-year engagement in terms of our rollout plan for the electronic health record system. We've been working prior to the procurement from this last year, we engaged a consulting firm by the name of Gartner that helped This is a couple of years back. They were assisting in identifying basically what it makes the most sense given our internal IT infrastructure so we can modernize in a way that benefits our programs more holistically. And I mean, not just based off of one sort of area like behavioral health or housing aging, but something that will be able to lift all sort of program areas and contract service areas across the department. And this electronic health record system is where we landed. We've been working on that procurement, which is just wrapping up here this year. We have an intent to award out to a company called NetSmart. NetSmart operates in roughly 20 other counties in Wisconsin. um, through, uh, their software package called my avatar. My avatar is considered a, it's considered a behavioral kind of a behavioral health, electronic health record system that can span with other, or sort of expand into other, um, case management areas to include, uh, non-clinical, uh, service environments like aging, um, families, youth and families, housing, and large counties outside of Dane but within Wisconsin are moving in that direction. Milwaukee County is using them beyond behavioral health to engage with some of those types of programs. What the software will ultimately do is it will allow us to capture service level details when providers, whether it's internal providers or external providers or rendering services, They will be able to engage this system for the sake of tracking their service utilization, their service delivery in terms of the number of units who actually did it. That will allow us to track the claims, submit the claims, get paid for those claims, check insurance for those claims in terms of whether they're covered under Medicaid or perhaps have other third party liability in terms of other insurance. and generally generally allow us one platform that will scale across the entire department for tracking services and helping to manage our programs with With data in a way that we will be able to hopefully get better paid for but also help with data driven decision making, so this is scheduled for. Early 2027 implementation, we have an 80 page contract that's currently under review, we probably will have if things go well that contract will be. Before you within the next couple of months. Uh, hopefully within two months would be the goal there, uh, and, and potentially even a Q4, uh, beginning to the implementation for this, for this, but certainly by 2027, which, which is when we'd want to roll this out. Okay. And that's, that's kind of FMS high level. I see hands. It's great. Um, I can pause there. Um, Yeah. Supervisor Obese.

Yeah, thank you. Thank you so much, Chad. And I wanted to know, I mean, this is great. A couple questions is in terms of how this will be paid for. Is this like going to be in the 2027 proposed budget or has this already been budgeted?

Yep, great question. It's already budgeted.

It's already budgeted, okay.

It's already budgeted. There are, if this helps, there are two sort of buckets of funding associated with this. There are capital funds that were appropriated a couple years ago that will remain there. So there's no need for new capital funding. And as well as the operating ongoing maintenance funds have been budgeted as well. The primary area... in terms of funding will be Medicaid funds, not strictly Medicaid, but that is going to help support the rollout of this product for the ongoing implementation.

Okay, thank you. And my second question is, I'm assuming this will be for internal only. So I know last meeting, we can like, started brainstorming of something similar, but for outfacing for contracts. And I mean, you talked about how we have over 400 contracts or POS contracts out there. So, so, so I'm thinking this might be look, this sort of dashboard will be similar to that. If,

I'm familiar with what you're describing, though I wasn't here for that conversation. This isn't the same as a contracting system, as one might think. So a separate contracting system that actually documents, here's where the contract lives, here's the reporting that went on with that contract. that is a separate item of interest that this will not this will not supplant that you would need both systems. And the reason for that is if you could think about this in terms of By the way, just to answer another question, it's not necessarily just internal either. So we're rolling this out in a way that will impact external POS providers. So going back to some of what was discussed here, I think one of the early items on the agenda was bringing another CCS provider on board, right? So CCS providers will have access to this system. So when John mentioned we have approximately 120 CCS providers today, all of those CCS providers will have to give it like a portal they can get into the system. So when they see their clients for their appointments and they need to put in case notes and case planning and all of the business that needs to be made shareable from more of a clinical perspective. This is the system that will perform that function. And then when that information needs to be translated into something that is billable so we can receive revenue for those services, it will serve that function as well for capturing that type of clinical sort of service delivery, translating it into billable services, and then making that billable service meaningful in terms of claiming that money to Medicaid.

or not it or some other grant by the way we it's not strictly for medicaid but that that's how that would work so so so so it sounds like it's more relatable to like epic system right okay okay but but in terms of the other aspect that you weren't you were not there last time so that would be separate but but it would be similar idea but it would be some separate items

Right. If I'm understanding that point of interest, that had to do with a contract dashboard that deals with more of the actual legal sort of contractual structure itself, as opposed to what I'm describing, which is here's the system that has the clinical record for a client that's being served.

Okay. So this is more of client being served. The one I'm referring to is more of the taxpayers knowing where those dollars are going to.

Okay. All right.

Thank you.

Yep.

Um, will this make it easier for folks? I mean, is it the type of thing that folks can log in and, and access and see their own file and records like,

I don't believe that's going to be part of the scope in terms, it's not going to be like, you know, for Dean, I can go out to my, whatever they call it, my chart. It's more for the providers themselves and us internally.

Any other questions of Chad? Great. Okay. Thanks so much.

Thank you.

And our next presentation on behavioral health from Todd. Thanks.

Did you want to say anything, John, or am I good to go?

Just that behavioral health is our largest division. And with that comes, you know, our largest, Todd has the largest portfolio, the largest piece of the pie as far as funding, both from those internal and external funding streams. So this is a really, this is an important, all areas are important, but this is a big one as far as, this is our largest division as far as fiscal impact.

Can I just ask a quick question on that? Has that always been true? Or is that, I mean, is that, is it actually bigger than EAWS? Like, or is it just different in?

I think it's the big, like, I'm thinking of all of, because of the Medicare, Medicaid billing, the billing and how expensive all of that is. I don't know if that's always been true or not.

I'm just, yeah. I mean, I know we've expanded, we have CCIS and we've expanded that and that's obviously a lot of contracts and things and stuff like that. But yeah, all right.

Yeah, but EAW, the other divisions are also very large. So I don't want to minimize the other divisions at all. But yeah.

You're all equal in our eyes.

They are. Todd's just very important. And Todd is very important too.

Well, thank you for that, John. And thank you to the Health and Human Needs Committee for allowing me to give a brief overview of the Behavioral Health Division. To your question, Chair Wegleitner, It all depends on how you measure largeness. You know, fiscally, it is correct to say that behavioral health is the largest division. Staffing, that may not be true. And Of course, the behavioral health division has existed in the department for three years now. And so before that, behavioral health was a part of a larger adult community services division. And so since that split, yes, behavioral health has had the most money attached to it. You could put it that way. So as I said, said earlier this evening. I'm Todd Campbell. I'm the Division Administrator for Behavioral Health. Again, thank you for allowing me to give this brief overview tonight. What I want to do is to start off by talking about what our purpose is, and that is to help people across the lifespan remain safe during a behavioral health-related crisis and to assist people in their recovery from mental illness, illnesses, or substance use disorders. that guides our work. I also do have a statutory reference included on this slide and the important piece that I want to draw your attention to is that our responsibility or actually your responsibility as the County Board is to provide services within the limits of available resources. And because county policymakers have made it a priority over the years, as a department, we've been able to go above and beyond to put behavioral health services in place to help people through their recovery. And while that's true, our job is to make sure that the services that are out there are the most efficient and effective so that we are conserving the resources for the most people possible and making sure that folks are getting what they need. We can go to the next slide. So this gives an overview of how the division is structured. We have four primary units. The first is our urgent care unit, which is responsible for the crisis services continuum. They also operate the Behavioral Health Resource Center and also have contracts for peer support services. Our recovery management unit includes residential services for individuals who are living in the community with a severe and persistent mental illness and need support in their living arrangements. They're also responsible for a variety of case management programs for individuals with mental illness and also the provision of vocational support for individuals. Our next unit is the Justice Support and Clinical Services unit. This area has our problem solving courts, including the Drug Court Treatment Program, Drug Court Diversion Program, OWI Court, the Community Service Program, and services along those lines. They're also responsible for overseeing the substance use disorder treatment continuum, the outpatient services network that we have, as well as operating a couple of case management programs that are geared specifically toward youth. youth who have experienced a recent crisis, and also youth who are duly eligible for both the CLTS, Children's Long-Term Support Program, and the CCS, Comprehensive Community Services Program. We have a unit that is responsible for case management of those families. And then finally, our CCS unit, the Comprehensive Community Services Unit, where we operate the intake and eligibility functions for that program. We have a quality assurance team that works with our contracted providers to make sure that the services that are being provided are consistent with the Medicaid regulations, the administrative code and statutory requirements. We have 93 staff members in the division who carry out this work. We have 76 different providers, different contracted providers operating 160 different programs. And together through county operator programs and contracted providers, we served over 14,000 individuals in 2025. We can go to the next slide. So the challenge that I have tonight is how do I tell you about who these people are, the folks who come to work every day to help those who are in need of behavioral health services? How do I tell you about the work of this whole division, which is represented here in 15 minutes or less? So I thought it would be best rather than, you know, I could focus on the continuum of services that we have in place to respond to people who are experiencing a behavioral health crisis in Dane County, from the call center at Journey Mental Health Center to mobile response to inpatient care. Or I could go into detail about how group homes and adult family homes provide a safe, supervised home-like environment for about 100 of our neighbors with a serious and persistent mental illness. But if I were to do that, either one of those topics or any other part of this graphic would take more than 15 minutes just to do a single topic justice. So instead, I want to use the words of the people who have been served by small pieces of the continuum that you see here. So as an example, we had a client who was referred to one of our CSP programs, our community support program, which provides intensive case management for folks. We received a referral in April of this year. And at the time of the referral, the client had lost her job due to her mental illness and was homeless at the time. In a recent report from the program, they told us that the client has great insight into their mental illness, is organized and is engaged in services. She started a full-time job as a CNA working third shift and is applying for CDA housing. and they're going to be engaging in benefits counseling with her given her full-time employment and Medicaid status. Our community support programs and the PACT program, which is operated by the state, employ the evidence-based practices of assertive community treatment to support 400 or so people with serious and persistent mental illness as they navigate life in our community. Other comments that we have heard from clients of these programs, and one person said, I'm so grateful for how much my life has improved, and I feel so much happier because of my services. Another said, I don't know what I would do without PACT. PACT is the best, and I have the best case manager who is there for me always. Another piece of feedback that we received from a former client using behavioral health services was this. If it wasn't for my residential treatment provider getting me in so quick, I would have been dead. My counselor and peer support specialists were amazing and helped me get through a very dark and rough patch in my life. For that, I am forever grateful to have had them working with me during my stay. Today, I am over four and a half months clean, completed a 13 and a half year sentence with the Wisconsin Department of Corrections, completed inpatient and completed seven weeks of my intensive outpatient group. And as you heard earlier this evening, we fund room and board expenses for residential treatment for substance use that's funded by Medicaid. Room and board rates for those contracts that we have range between $60 and $123 a night. That can be an insurmountable burden for many Medicaid members, which happily our contracts are able to step in that gap. Another piece of feedback that we've received, very grateful that there are service providers who are employed in this field, very grateful that the county has allocated funds for these services. I trust there will always be options available to people suffering from substance use, and I'm a proud supporter of our willingness to fund our treatment for our residents. Keep up the good work. within that substance use continuum that we have available for Dane County residents. That includes residential treatment, it includes day treatment, and it includes outpatient services. Another quote, the service provided through the parent support group has helped me manage issues around my child's school and home environment. They have provided me with the resources to help with my own wellbeing and mental health. Our Youth Connect program, which works with families where the youth has recently experienced a crisis, they offer a parent support group as part of the services to families that they serve. Another piece of feedback that we heard, the BHRC staff person was so kind, patient, and informative. Her compassionate and understanding persistence helped connect me with resources I desperately needed during a time of crisis when it was hard to even send an email. With her guidance, I applied and was accepted for BadgerCare, was able to get connected with a therapist and peer support, and learned about CCS. Where I now have a service facilitator, I immensely appreciate the BHRC and the caring team behind it all. The Behavioral Health Resource Center worked with more than 2,700 people last year. Staff at the BHRC help people find resources for themselves, for their loved ones, or for those who have a professional relationship with a person in need. At the BHRC, we're sometimes able to assist with just a single interaction. One person said, I needed help finding a new therapist who could prescribe meds. I entered in what I needed, shared who my health insurance is with, and I got a response within one to two days. I was very impressed. With the recommendation provided, I was able to make an appointment with a therapist in just a few weeks. Our website is set up so that people can fill out a form to be as complete as they want to about their needs and send that in to us. The BHRC staff will then reach out as soon as they can with the requested information. Other times, the BHRC works with the person as long as they want. We had another person write in and say it took numerous contacts to find a good match. The BHRC staff person was kind, compassionate, and tenacious. Finding an available experience provider in Madison is no easy task. She understood that and was always willing to keep trying. Our staff at the BHRC are indeed persistent and tenacious. Their instinct is to do whatever needs doing to help get someone connected to services. We've also heard from CCS participants. One person wrote, I can't express how thankful I am for the years I've been able to be a part of CCS. I was in a very horrible place when I started CCS. I probably would have ended my life. I didn't have a means to see a psychiatrist or get help, and I felt like no one would listen to what I was going through or offering any meaningful help. I really hope this program stays around. We need it more than ever. So many people are struggling and don't have the support they need. People in CCS have treated me with kindness, respect and autonomy. The services truly make a difference in people's lives. And as was noted earlier, our CCS program serves more than 3000 people in Dane County every single day. Another participant told us, CCS has been a lifeline for me and helps me stay alive. Without my CCS providers and services, I would likely not be here today. My CCS team goes above and beyond to help me with so many things in my life that I would not be able to navigate or accomplish by myself. Thank you for this wonderful program that has allowed me to learn about how to manage my mental health symptoms with walk and talk therapy, medication, meditation, connection, yoga, and equine therapy. We have an outpatient provider in our CCS network that among the evidence-based practices that they use, they integrate the care and use of horses with psychotherapy to help the folks who are with that agency. Another participant wrote in and said, I'm so grateful for the services I'm getting. A therapist I really like and trust, a case manager who helps me with some of my challenges with organizing and managing my life, and my provider who's helping me to deal with my overall health. Each of these is very helpful, but the combination is amazing. I felt like I was barely holding on before. But now I feel that life is starting to go the way I want it to go. And we can go to the next slide. So this is the management team for the behavioral health division with our contact information. We have a couple of the managers here this evening. If they want to come off camera, that would be a good time. Carrie Simon is our manager for the urgent care unit. Hannah Whaley is the manager for our recovery management unit. Chloe Moore, who's the manager for our Justice Support and Clinical Services is away at a conference and wasn't able to join us. And then Julie Meister, who is the manager for Comprehensive Community Services or CCS, had a personal conflict and wasn't able to join us. But we do have their contact information here. And if I could, I'd like to close with just one more comment from a client of Behavioral Health Services. They wrote, the help I received, the support, it saved my life more than once. And I don't have the right words to express how essential my team has been in my healing and continuing recovery. What we know is recovery is a daily commitment. Healing is a daily commitment. For each and every one of us, there are some days where we're just not strong enough. And that's when we need the support, somebody to reach out to, especially when we don't have the words or the strength to do it on our own. That is the work of the Behavioral Health Division, our staff, and our partners in our contracted agencies. So again, thank you for having us here tonight, and I'm happy to take any questions folks might have.

Thank you, Todd. Not seeing any hands yet, I've got a couple. One is, I think we, I was wondering about the, you had done some, talked a bit about the community support program with that long list of different awesome programs that is in your division. with a kind of crisis response stabilization and support for folks with a lot of barriers and needs, like in Dane County, you know, being this international leader in a sort of community treatment for so many decades, like, can you tell, and I see Carrie on too, can you talk a bit about how somebody gets in a CSP and sort of how our current CSP programs, how the current capacity is, how it's supported funding-wise, and how that compares to what we might consider the need countywide.

Sure, I guess that's me. Or Hannah. Sorry.

I'm happy to defer to Hannah Whaley, who's our manager.

I forgot which lane. Yeah, that's fine. No, no problem at all. Thank you, Supervisor Wegleitner. Yeah, so we have great resources in Dane County, including some excellent CSP programs. We have four CSP programs. Three are run through Journey Mental Health, and one is the... Pivotal PAC program and they are all come through my unit for kind of how we see the capacity and utilization for each of those contracts. How you get into a CSP is usually the same way you'd get into CCS or targeted case management program. It's largely through our main referral sources like the hospitals, Our Journey Crisis Centers, Tolerance Care Center. We also have the BHRC who's on our team and is often giving us referrals for people that call over there that seem to be appropriate for services. So I think our number is written on a lot of walls and they do get to us through our intake coordinator named Sarah. She's lovely. And they get screened for their functional needs. So basically you do have to have a functional need for CSP services as dictated by the state of Wisconsin. That's the same functional screen they use for CCS. So we can use those for either CCS referrals or CSP referrals. And then, you know, we're usually looking at their history. So we wanna make sure they're appropriate for CSP, because as you stated, there is limited capacity due to costs. It is a very, very costly service because of the intensity of services needed. It's not for everyone. Not everyone, just because they have a significant mental illness needs CSP level of care. And often we're looking at their history to determine if it's a good fit. So we look for things like inability to stay safe in the community, by virtue of past failed attempts of independent living, facility-based services, so lots of hospitalizations, lots of police contacts. We look at other failed treatment options. Have they tried lower levels of care and that just hasn't been enough for them? What's their willingness to engage in services? As you know or may know, CSPs are able to actively and assertively engage in outreach to folks. So we're able to handle folks who maybe don't want services as much or maybe only need service connections because of a Chapter 51 commitment. And they're very well able and well-versed to kind of communicating and connecting with that population of individuals. The other good thing coming through one door in our unit is that if the person isn't a good fit for CSP, we have other options for them that we can point them to. Our screener, she also worked for CCS in the past, so she's able to tussle out like, hey, maybe this person doesn't need CSP, but let's get them on the right path over to CCS because we think they could maybe use CCS as a resource. Again, luckily our screens work for either program. So they've already kind of jumped a little bit of the line if they need to go back into the CCS lane. So it's a little bit quicker for them. They don't have to maybe go through the whole screening process again. As well as our targeted case management programs, we have two of those, one through Journey and one through SOAR Community Service that have prescribing attached and are for folks who Maybe need a little bit more than CCS, a little bit more active and assertive engagement, but maybe don't meet the diagnostic or eligibility criteria for CSP. So it's kind of that middle range, and it can be very flexible to kind of meet the client where they're at. So we have a lot of case management-based options that come through kind of our unit, and we're easily able to kind of hold on to people until they get where they need as well. So it's a really... We often know the clients that come through our door just because we're always in other systems meetings. We're meeting with the hospital folks, we're meeting with BHRC folks. So we're pretty well known to these folks as well. Going on to like your second half of your question, which was more about capacity and funding. Capacity and funding is always an issue. We really do see CSP as kind of the highest level of acuity and it is kind of more of a medical based model. So again, it's not right for everybody. We do really have to save it for those who are most acutely needing CSP services. But for those folks who do, I think our capacity is pretty good within the four programs. We don't run a wait list. We do have natural waits just due to prescriber appointments in the different agencies. But generally speaking, we don't have a wait list per se. Funding is... Again, an issue everywhere in the United States. I'm in a lot of other spaces where they talk about ACT funding and CSP funding, and it's kind of problematic everywhere. So I would say we could always use more funding in CSP. We would love to expand more on things like peer support, substance use treatment within the CSPs that have always been kind of a challenge due to our funding mechanisms. And I'll stop there. Take a breath. Sorry.

Just to put a fine point on the funding is, It is a Medicaid-funded program, so there is a county match responsibility there. We also do have some state general purpose revenue that's budgeted in the CSPs.

What is the match?

The match requirement is, what, 40%? Is that right, Hannah?

60-40, yep. It's a 60-40 split.

Yeah, I'm just trying to think about kind of the idea about sort of no wrong door and, you know, getting in through to BHRC or whomever might be trying to help folks or people's loved ones help navigate finding the correct program. In my day job over the last 20 years, I've worked with a lot of folks who just seem to be falling through the cracks of services. They're getting evicted or they have been evicted or they're homeless and things are really have spiraled, have snowballed and they're disconnected, disengaged. And like, how, how do you, how does that change? Right. If, especially if they have often at that may be don't have anyone in their, many people in their life still. They may have burned a lot of bridges or there's not folks that are around advocating or helping. And so I know you're aware of those things and there's just really complex cases and complicated needs, but How does the division seek to address those gaps or connect to help those people more proactively?

I'll tell you, it kind of goes back to the thing I said at the beginning, and that is that county policymakers have made behavioral health a funding priority so that we are going forward. above and beyond the minimum here in Dane County with the services that we have available. One of the quotes I read spoke to the connection that the BHRC was able to make for an individual to CCS. I would like Carrie to kind of jump in here and talk about how the BHRC is able to connect individuals to CSP, CCS, other county funded and county available resources.

Sure. Happy to talk through that. And I think that's a really important aspect of why the VHRC as like an internal department function has the capacity to sort of navigate those barriers in a different way than folks who are working within various agencies in the community. And that's Really part of the impetus why in the first place, the idea of a no wrong door entry point to all things behavioral health was proposed to be housed within county government because we do have those connections. BHRC staff can perform those same screens that Hannah referenced that are the first step in determining what's the right level of care. You know, they meet weekly with Hannah's team to review the people they've talked with and talk through that process of sort of vetting, okay, what's the right fit for this person and how do we get them where they need to be and what's the timeline going to be looking like for that? And likewise with CCS. So they are really plugged in. They have relationships. They have established ways that they're able to sort of cut through some of the red tape, so to speak, and collaborate with their division colleagues to take that burden out of the person who is seeking services to try to like know what they need to ask for or how to get it and really take that on person to person within our division to try to come back with just a plain and simple answer of here's a thing that might be helpful to you. Why don't we stick with you until you get through that door and make sure that's what you want? And if it's not a good fit, we can start over again. That's really where the BHRC shines. And that's, you know, first and foremost, why it being part of our own division is really gives it a power that that other anything else doesn't have. So BHRC is a powerful and important entry point. I appreciate your notion, though, about no wrong door, because it's not the only. It's good to have a one-stop shop, but it's not the only stop. And so, crisis world is also part of my area. We also see a lot of this flowing through our resource bridge program, which is bridge case management and prescribing and kind of wraparound support for folks who have touched crisis services. And so they can do even more intensive sort of in-person. So BHRC is like a resource navigator who can help you navigate those things and make calls with you and understand what's going on. Resource Bridge is almost like a mini ACT team. So it's got peer support, it's got case managers, it's got prescribing. And that one's really about how do you post-crisis sort of plug in the things that might take a few months to get through the door to and maintain that continuity of care and that engagement. And so we also see a lot of folks who start with Resource Bridge because their initial point of contact was something within the crisis system and then are able to transition over to CCS or CSP or targeted case management and have that sort of, you know, not have a gap in care. There's still sort of some transitions that go on, but I think we all do a really great job of making sure those are warm handoffs and that we are sort of collaborating along the way. So from my vantage point is really sort of, I conceive of urgent care as access in a very broad sense to the behavioral health division services and beyond, those are the two pathways that I think are the most powerful and the most sort of streamlined in terms of ensuring that we take opportunities to engage with people, that we keep them engaged even when there's like bumps in the road or there are, you know, waits to be had or there's processes that have to play out. So I don't know if that speaks to your question or if you have other questions for me relative to how does this end of the world sort of feed into sort of those longer term and more recovery management and CCS type services within the department.

Thank you. That's helpful. Other questions from the committee? Okay, I do have one additional question, I guess. As it relates to the BHRC, if you have someone you know you're working with or if you have a family member, a loved one or something, will BHRC talk to someone like that, help them navigate thinking about trying to connect somebody else?

That's a great question. And so as Todd mentioned, sort of there are three primary sort of categories of folks that BHRC works with, people seeking services themselves, people who have a loved one who has a need, and then those third party professionals. So I think your question falls into that second category. And, you know, BHRC, you know, really strives and needs to maintain its status as like a voluntary service. And so they absolutely will talk to those family members. They will offer those family members information about what might be available to their loved one. They will send them information. They will encourage that family member to arrange a way for a sort of joint conversation to happen. They won't sort of cold call someone, right? So if I call the BHRC and I say, gosh, I'm really worried about my brother, You know, he's not doing well. Can you call him and tell him to get services? That's a line that the BHRC isn't going to cross. But, you know, we treat those loved ones just as we do everyone who's seeking services because the state of being a loved one who is concerned about a family member or any other person in their lives is in and of itself important. like a stressful and a condition under which people need support. So A, we talk to those folks, we inform them of what information we can share with them. We try to make opportunities to connect together or to get in touch, have them ask their loved one to get in touch with the BHRC to work with them. And then we also talk to those loved ones about what resources are out there for you. How do you get connected with NAMI? How do you find like mutual support from other people who have navigated this? Because it's really hard and it's really, it can be heartbreaking and it can be devastating to a family to have a family member with an untreated mental health or substance use need That's a really painful place to be. So in that scenario, I think we at the BHRC are really thinking sort of dually about that call from a loved one or a family member. It's an opportunity to empower them with information, to look for ways to make that connection with their loved one, and also to attend to their needs and what they're going through.

Thanks. I have two other just kind of questions, sort of status update requests on two initiatives that have gone through this division. And the first, well, was on your list too, was, you know, Detox Treatment Readiness Center. It's August now. We've been without services of that those county programs and I just want to see where we're at here had you know.

We have been in contact with prospective providers. We have not been able to close negotiations to this point with any provider to provide that treatment readiness service. The other thing that I'll mention on this topic is that with the resolution that came through earlier this on the contract addendum to with hope having that facility so close to us in dane county has expanded the capacity for residential treatment such that there is hardly any weight, there shouldn't be a weight for access to residential treatment for individuals. And that was the primary purpose of that treatment readiness service. So while we do have this gap, we have been able to take advantage of the capacity that's available with providers now such that people can access treatment quicker than maybe they were able to last year.

Are you still then continuing conversations with providers, potential providers?

We are, yes. We are still in conversation.

Okay. Any questions on that topic? Otherwise, I wanted to ask about something I've been nagged about before, but the Centerstone report related to mobile crisis system. I know there were conversations. There was talk of sort of, I think, a hired facilitator for those conversations with all of the different government entities and system actors and crisis response. Do you have any update on that?

Sure. We do have Carrie and her team do a phenomenal job of managing that whole crisis continuum. And there have been some gradual changes that are taking place within that crisis network, including to how we're responding, doing mobile response in the community. So we did expand cares to respond to calls in the Sun Prairie area. And we are looking at opportunities that might be available elsewhere in the county, in other parts of the county. So we're, we're, seriously considering we're looking at the feasibility of that. We do have a plan in place that we're taking advantage of. We are looking also at how we have those mobile responders allocated. We've made some recent changes to the contract with Journey such that we're able to shift funds. We were able to shift funds so that we do have more mobile crisis response available. where we didn't have it before. So we are sort of taking a more gradual approach with partners around that. We also have in view an RFP that is coming out, that will be coming out next year for the crisis response continuum. And so we are building up to being able to put some parameters in that RFP that will help guide that process what response ought to look like in our county. I think we've done a lot of collaboration with existing partners that says, you know, we can do this differently and we can do this more efficiently. And so we've been able to make some gradual process and progress in that area. Kerry, I don't know if you have anything to add to that.

I think you hit a lot of the high points, Todd. I think we are focused on how do we continue to partner with the city on expanding access to cares within the metro area? How do we continue to think creatively about what does mobile response look like in our more rural communities? We've had some recent really exciting and encouraging conversations that are sort of not ready for prime time but i think might be sort of game changers in that space um so i'm excited to see if what comes of of those ideas and those collaborations um and and as todd mentioned you know we have been working with our mobile crisis team at journey around how do we make sure that we have enough responders how do we make sure that they are you know the response portion of their duties is prioritized and that every time we have the opportunity to be responding in person, that we are taking advantage of that. Another aspect that we have sort of added to that continuum, probably since the last time we were able to update you all, we did through a grant with the state of Wisconsin, we were able to develop a virtual mobile assessment pilot through the Dane County Sheriff's Office. So we were able to equip every every sheriff's department vehicle with an iPad and establish the processes and the mechanism for immediate virtual access to journey crisis at any given time. So in those circumstances where a physical mobile response isn't available or isn't feasible. We have been looking for intentional ways to try to encourage and make it easier to reach out and consult because there's always someone at crisis. Whether they can leave and go somewhere is a different question, but there's always someone there and there's always someone who can help and try to facilitate the best outcome of whatever is going on. You mean there's always someone...

In crisis, like in the crisis unit, ready to...

Both, actually. Humans at the crisis unit, like at the ready, answering the phone and, you know, responding to those really super high, you know, when there is a need for an emergency detention, like that has to always be their priority. But it should... never be the case that someone calls our crisis unit and doesn't get someone on the other end picking up the phone. And so we sort of look to that as our base and how do we, if we can't always every time send someone out, how do we make sure that those situations where we would have liked to be able to send someone out, that we're able to make that connection as quickly and as easily as possible. We've also like, there's just our partnership with 911 has been really incredible too. We've learned so much about community needs that wouldn't otherwise come across the radar of our crisis unit for so many reasons. And so we've had opportunities there to sort of strengthen the partnership between 911 and our crisis mobile response. You know, they obviously have ready access to CARES and CARES has some pretty like defined criteria for when can it go out and the rest of the rest of it. isn't cares, but it is within the scope of our mobile crisis. And so we've really worked hard on, you know, gaining understanding of there's an MOU. I think it is finalized at this point. We've developed MOUs between 911 and journey and, and all these different partners that really aim to like route those, those, situations to the best available resource at any given time. So we're not there yet. I would love to stand before you and say, we've done it. We have a seamless and fully integrated array of crisis response that we can go to every corner of the county and we can do that 24 seven, but we are making headway and we do value all of our partners in making that progress with us.

Thank you, I know I certainly would be really interested in reviewing those mo us if they are a complete income when they could be shared with the committee, it is like a sorry just one last follow up is there an evaluation process or accountability process for kind of tracking that the response is. happening as the parties to the MOU or whatever expect it to.

So we have a broad range there too, right? So Get Cares has its own data analyst. It was built from the ground up. It has incredible data. It has a dashboard, a publicly available dashboard. It would be an absolute dream of mine if we had a dashboard like that that told you all about mobile response. But we have been working hard on trying to pick apart how do we... capture the right pieces of information out of the work that Journey is doing and their EHR and how do we make all of that sort of funnel into comparables or ways that we can understand, you know, how often are we able to meet that need and in what ways. That's been a long and laborious process, but I will tell you that Journey, you know, especially of late has been just a very committed partner in specifically looking at how do we capture that data and how do we get it out to the world? Because we need to tell the story, not just in stories about what happened to people, but in the numbers and be able to demonstrate, yes, we are making more mobile responses today than we were a year ago, two years ago, five years ago. We are not there yet, but I am very hopeful that we will be there soon.

Thank you. Any other questions from the committee? Oh, sorry, Todd, do you want to say something?

Nope. I'm good. Thank you for the questions. I really appreciate that.

Yeah. And thanks to the committee and staff and all the people waiting for their patients with me. It's a big division. It's a complicated division and it's really important work. So appreciate your time. I also just want to say, I think Typically, we have behavioral health or some areas of it anyway when we meet jointly with PPNJ, which we still need to do this year. Maybe that will happen in September. I've got a call coming up soon with the chair of that committee, so we'll be talking about that, but we can talk some more then. We'll be sure to be in touch and make sure the schedule works for you, of course, but All right. I'm not seeing any other hands. Any other questions? All right. Well, thank you so much. Really appreciate all that information and the good work you all do. Thank you again. You bet. Now we have a presentation on accessibility. We have Sophia Pienka with us. Hi, Sophia. Thank you so much for joining us and reaching out to the committee to offer your presentation. Would you mind just giving a brief introduction yourself?

Yes, of course. Thank you guys so much for having me. So, hi, I'm Sophia. I'm served as a YGP representative on the Environment, Agricultural and Natural Resources Committee, and I'm currently in the application process for this upcoming year. And today I'm presenting on this project I've been working on for the past year on accessibility in Dane County spaces. The project evaluated around 56 public spaces in Dane County for accessibility. And my hope for tonight is to kind of raise awareness. My hope for tonight is that the findings kind of raise awareness about accessibility in Dane County for future conversations and committee discussions.

Great, thank you so much. Take it away.

So yeah, like I said earlier, this project. So this project kind of began. So a little bit of background on this project. My dad, for most of my adolescence and my teen years, struggled with mobility and has been in and out of wheelchair use. And mobility and moving around has always been a struggle for him, but it wasn't until I tore my ACL around a year and a half ago and was on crutches for about eight weeks that I kind of got a glimpse into his life and what he and many people in Dane County experience every single day. I kind of realized that mobility and moving around in spaces, even if they met ADA requirements, weren't always user friendly or fully accessible. So as I healed and as I got better, I wanted to explore that further and just kind of learn more about accessibility in Dane County and kind of what that meant and how different buildings differed. So I began talking more with my dad and some of his friends that kind of struggle with the same challenges. And then also nonprofits like Aging and Disability Resource Center to kind of understand and get a different perspective. And then I wanted to turn it into a full blown project of really evaluating different buildings around Dane County and creating like a standard standardized rubric to evaluate them based off of user experience rather than just ADA compliances and kind of see where it takes me and raise awareness and do something with that. So a little bit of overview on this project. This project evaluated 56 public spaces in Dane County for accessibility, including libraries, parks, recreation facilities, and government buildings. I used the same evaluation process at every location, and I'll go a bit more into the scoring system and process later, but it mainly focused on identifying countywide patterns, not just individual buildings, and finding practical opportunities for improvement and overall awareness. So a little bit of the methodology behind this project. I mainly focused on a user centered evaluation process by evaluating spaces on real world usability alongside technical accessibility standards and having a ton of community input from from the Aging and Disability Resource Center, my dad just talking with him and his experience, as well as kind of social media influencers that are really focal about their disability or mobility issues to gain a full perspective. Because while I was on crutches for about eight weeks, I don't know the full extent to what people experience every day. And then creating a standardized rubric. So evaluating every location using the same categories and scoring system and focusing on public spaces. So evaluating a variety of government buildings, libraries, recreation facilities, and other public locations across Dane County. And then every single location was documented in a spreadsheet with scores and kind of just overall notes and findings on those locations. So these were the main categories evaluated, parking, path to entrance, entrance, interior, restrooms, signage, exit, and the overall scores. Each category had a subcategory that you can see below. I forgot to include the key for how things are scored, but each subcategory was scored from zero to three, zero being not present at all, when the category should have been present. One being not accessible at all. The category or the feature was there at the building, but it just wasn't usable at all in practice. The two being usable, somewhat accessible, but with kind of difficulties and barriers. And the three being exceptional, like extremely accessible. The location really went out of their way to make it accessible for everyone. So each subcategory was given a score from 0 to 3. And then those subcategory scores were averaged out for a category average score. So then each category, parking, path to entrance, et cetera, had a score. And then those were all averaged out to create an overall average score. While this is somewhat subjective, I tried to keep it as standardized as possible to really find different patterns across Dane County and across specific building types. But on my next slide I have, yeah, so this is kind of a little screenshot of the spreadsheet that I use to document locations. So hopefully the scoring system makes a little bit more sense here. This was at the beginning of the project, but as you can see here, for example, Metro Market, In Middleton, parking accessibility spot was given a score of 2.5. Parking access aisle was given a score of 2. Parking accessibility signage is what the rest of that's supposed to say, was given a score of 2.2. And then those were averaged out. And then the next category went on and the following and the following. I couldn't include everything, but I'm hoping this kind of gives a better picture of what documentation process and scoring process actually looked like. But overall, 56 spaces were evaluated. This says 58, but that's a typo. 56 spaces were evaluated, mainly in Madison and Middleton. The project kind of began in Middleton and then expanded outward, but I tried my best to get at least three locations in different cities in Dane County and the surrounding Madison area. And then facility types, all were public buildings with mainly retail and commercial buildings. So just places like a Target, a restaurant, anything of that sort, government buildings, city halls, libraries. DMVs, community facilities, and then recreation and fitness. So parks, gyms, anything of that sort that the public can kind of access. And then this is kind of just what it looks like, the geographic distribution of all the locations to just get a better understanding of what everything looks like. Again, trying to aim for around a variety of buildings and three to four locations across Dane County and like the Madison surrounding area. But overall, what I kind of noticed and found was that first, the overall average total score for each location or building was a 2.32 out of three, meaning that many buildings or locations were accessible, but with some barriers. So overall, doing pretty well, but there were kind of a variety depending on the location and that most public spaces were generally accessible, but still contained barriers that affected overall user experience. Accessibility was strongest in building entrances, interior circulation, and exit routes. And then kind of off to the side, I have a few of the categories and the, their average scores. So exit performed the best at a score of 2.62. Overall, there wasn't really any barriers or any blockages or any weird signs when trying to get to an exit. Entrances also did surprisingly well. I was kind of surprised by this myself, but many places, um, many buildings or facilities had either automatic doors, a button to press the door, um, But entrances kind of varied too with either like a heavy door or a large like threshold getting in. The kind of worst performing scores overall were restrooms and signages. Restrooms specifically varied. significantly with either one subcategory doing really well. For example, the accessible stall had a ton of space and a lot of maneuver space, but there wasn't enough grab bars or grab bars were placed in weird spots or somewhat broken or the counter height wouldn't clear for a wheelchair. A little note on the restrooms. I only evaluated women's restrooms for the most part and then family restrooms and gender neutral restrooms. So the data could be a little, not inaccurate, but a little varied there. Yeah. What's working well? So a lot is working well in Dane County. From what I noticed, I know I only got, I'm still trying to grow this project, but so far I know I'm only at 56 spaces, but public buildings and government buildings consistently scored amongst the highest. And then recently renovated libraries demonstrated strong accessibility throughout. So for example, the Wanakee library, I think was recently done and, but looks pretty new and was extremely, accessible, especially compared to the Middleton Public Library. Entrances and routes, wide entrances and accessible doorways were pretty consistent throughout all the spaces I evaluated. Clear interior pathways with few obstacles, many interior pathways were wide enough and had enough maneuver space and weren't necessarily narrow or had a lot of blockage. And then I just kind of wanted to highlight the Overture Center because I thought that they were doing really well. They have a dedicated accessibility hub for visitors and they offer braille programs and assistive listening devices and ASL interpretation available upon request. I felt like they really went out of their way to make it as accessible for everyone involved. And even on their website, they made it known and made that accessible. So in the building and also on their website. And then on the downside, kind of some common accessibility barriers were restrooms. So restroom accessibility was the most common challenge with limited sink clearance for wheelchair users. And then tight maneuvering space made it difficult to turn or transfer independently. This wasn't consistent everywhere. But when it was present, it was definitely an issue and kind of came up in maybe one out of three of the spaces I evaluated. And then accessibility signage was inconsistent. While many locations had an accessible spot that was close to the building, the signage was inconsistent and directional signage was often difficult to read. Braille signage was some of the lowest scoring features in the entire project. It was only really present at, it was only really present at bathroom signages. And even then it was sometimes hit or miss if the building would have that. Then kind of like I said before, parking accessibility varied significantly with missing or poorly marked accessible parking spaces and access aisles were sometimes too narrow or obstructed. So while the spot was there, it was hard to navigate, hard to use or some sort of blockage there. And then some possible contributing factors, just to keep in mind, older facilities and infrastructures, mainly built before modern accessibility standards, incomplete accessibility renovations, overlooked design details, inconsistent inclusive planning, and deferred maintenance. So while I think it's important to keep these in mind when making decisions and talking about these, because even though these are contributing factors, they affect many people's daily lives and ways to navigate a building and a space. And then these are just some recommendations. While this project is mainly to raise awareness for future meetings, some short-term improvements could be prioritizing accessibility and small maintenance projects, not just renovations, encouraging buildings or businesses across Dane County to address low-cost barriers identified during routine inspections, and then to continue accessibility education for facility managers and planners. I think the more we can educate about this, Hopefully the better accessibility becomes in Dane County. And then some more just cost-effective solutions or ideas. Sharing accessibility best practices across Dane County or across departments. I think the more we can highlight the good, hopefully others follow with it. And then exploring opportunities to recognize facilities demonstrating exemplary accessibility. Incorporate user experience audits into route routine facility evaluations and expanding community feedback by partnering with disability advocacy organizations. But does anyone have any questions? Otherwise, thank you for having me and I hope you guys took away something from this presentation.

Thank you so much, Sophia. That was so impressive and, um, comprehensive and it's just really critically important. So, um, I can't believe you're just, um, senior and you're a senior, right? Is that what you said? You're going to, yeah, but in high school and we have this just excellent, um, amount of information from you. So I did I did want to know and you may have put this in your email about who else you're sharing this with. Because we certainly appreciate it. And and it seems like it's just a very useful thing for so many different committees and bodies.

No one else currently. I kind of just started the project out of nowhere and was like, I'll see where this takes me or I'll do something with it once I have my data. Because I knew I wanted to do something with it. But I'm like, as long as I have something and kind of complete the project, then I can like really work my senior year to get something done with it. So this is honestly the first presentation or thing I've done with it. I'm hoping to continue outreach, but nothing yet so far. Just yeah.

Well, we are very honored then to be the first. Thank you. Are there other questions or comments for Sophia? Supervisor Obizi.

Yes. Thank you so much, Sophia. I mean, I've lived in Dane County for a long time and there's a lot that I've learned in this presentation. So do you know why you were getting this data, did you ever interact with either residents or business owners during this process?

For the most part, no. If it was more of a smaller location or there wasn't kind of many visitors or customers, I would just like ask a store manager if I was allowed to do this. But for the most part, I kind of just went in and looked around and tried to keep it as kind of realistic as possible in that sense. But asking for permission when needed, but if it was a public space, kind of just going about like I was a customer.

Thank you. And my next question might not be for you, but for somebody else. So in terms of some of this data, do you... who holds those businesses or government buildings accountable for those or fixing the problem, for example, in terms of enforcement? Or is that, I'm thinking about, is that municipalities? Or...

I'm honestly not sure. I'm guessing municipalities, but... Yeah. I'm not sure how often routine evaluations go on. I'm trying to learn more about that. I wasn't sure if it was partly Dane County at all. So yeah, kind of unsure because a lot of places would have it, but it would be have like the kind of accessible feature, but it would be poorly maintained and then unused. So I was kind of wondering the same thing going on because I was like, who really is checking this out or giving feedback on it? But I'm, Yeah, probably not the best person to answer that question.

Yeah, and I think it's going to depend on the different sites involved and what, you know, it sounds like you visited all these were public accommodations, so they would be accountable under the American Disability Act, I think. as public accommodations. This is not my area of expertise, but we have, you know, there's other laws that also apply to recipients of federal funding, right? So with county buildings and things that receive county or federal assistance, there are additional requirements on those buildings. So I think it's going to vary, Supervisor Obese, but I'm sure that the oversight is often insufficient. And so I think it is really important questions to be asking. And I think maybe the County's Equal Opportunities Commission would be really interested in also receiving this information. I know you probably can't just spend all your time doing presentations throughout the county, but I think sharing even your slides with the County Equal Opportunities Commission and our own facilities division within Department of Administration and our Human Services Department would be really beneficial. But, but this, you know, the city of Madison has their own, you know, equal opportunities ordinance, right? And different municipalities have their own additional, may have their own additional requirements and, and enforcement procedures, as well as the state and the feds. To what extent the county does compliance related to that, I think may depend on the particular relationship the county has with the facility, if any.

Yeah, no, that'd be great. Like, I know you said, like, I'd love to keep giving presentations and raising awareness about this and like advocating for it. So if there's any way you can connect me or anything like that, it would mean a lot because this project does hit close to home and means a lot. So yeah, any opportunity. I would love to share.

Fantastic. Well, I'm happy to help you with that. And don't let me forget, I think we do, we have been connected via email, but, and other, I'm sure other supervisors would as well. We have supervisors that represent this committee on other committees of the County Board as well, like Aging and Disability Resource Center Board and area agency on aging board, you know, so there, there's, we're kind of dispersed, and there's lots of interested, I think, system actors and advocates, you know, that are really interested in accessibility issues. There's the governor also has a council for folks with disabilities that does a lot of statewide advocacy. I just spoke with someone yesterday from that council who is really interested in these same issues and also advocating. So thanks again. Are there other questions or comments from the supervisors on the committee or any committee members? YTP member? Not seeing any. Well, thanks again. Congratulations on a really excellent report and good luck. It's out there and we will certainly be interested in helping you get it out there.

Thank you so much. Thank you for having me.

All right. I do think we have one more. report standing item on our agenda, which has been related to the director and the department's development of the 2027 budget request, which is probably getting into its final stages here. Director Schluter.

Thank you. And I'm going to give some high level High-level updates. So I appreciate behavioral health presenting tonight. I think that that just goes to show some of the life, especially the testimonials from clients shows the life-saving tools that people are given in the community that help them thrive. And then with the intent of eventually being able to possibly contribute back to the community. And so it's like those services, they pay dividends. That investment pays dividends. The budget conversations with the fiscal team and the division administrators, those conversations are happening every single day. We are buttoning up and getting our budget ready. That's going to go, our proposal is going to go live in the next couple of weeks, I believe. And so we're making changes every single day to it. One of the things that has come up a number of times that I think I also want to highlight based on some of the conversations that that happened tonight. Behavioral health alluded to expansion of services that we are looking at opportunities to expand and grow in some very needed areas, some areas that the community has been asking for, areas that the executive also wants to highlight and promote. And I just want to highlight that as we make decisions to expand and grow in needed areas, there's a trickle-down impact in a year with a deficit. So as we try to expand and invest, we have to find those funds and resources from other places because there's just a limited amount of money in the pool. And so it's good and has also led to some real tough conversations on just being able to, having to make choices, difficult choices with the resources that are available to us. So there are some really great proposals that are gonna be We hope that are going to come to fruition. There's going to be expansion, I hope, to some very needed programs. And then just to acknowledge that there were additional consequences because of those decisions. One of the big projects that I wanted to highlight that's ongoing, that's going to be, I think, a long-term cost savings, but I think is important to be tracking on is our space, physical space, as we've signaled to all of you over the last year. we're looking at reducing the overall footprint of human services. At the county level, there's a greater initiative. A lot of the departments across the county are involved in space utilization and downsizing and reevaluating physical spaces. Human services is probably ahead of all of the other departments. We've been given permission to move forward with a couple of pretty significant projects that will have us eventually move into spaces that we own versus spaces that we rent. And you're going to see some of those capital. There's going to be capital requests. associated with some of that that the capital requests are build outs in order to accommodate the incoming staff from the other rented spaces um so that's good um but i just wanted to like we we did limit capital requests wherever possible but there was a cost associated with some of that um We are going to, in that vein, we are going to also, I mentioned that there's a space that we are in, that some of these leases don't expire until 2029. We are actively trying to get out of some of those leases early. So that is something that's new within the last couple of weeks. We're trying to do that in order to potentially realize savings sooner. So our hope is that we're going to be able to negotiate with existing landlords on exit, an exit at the end of next year. that does not afford savings next year, but we anticipate that the budget picture is probably not gonna, you know, it's not gonna become any rosier. We're gonna have some tough choices to make and anything that we can do long-term to reduce the footprint's really important. Along those conversations, you know, with all of those conversations about shutting down buildings and spaces, it's creating the need for policy change. within the department so as we move more people into you know into tighter quarters that means that not everybody is going to be afforded their own desk not everybody is going to be afforded their own office I think that is completely doable considering the amount that county employees telework but because there's not Because there's not existing policy on that, we need to socialize that with managers, with employee groups. We want to include people in that conversation. We've begun conversations with our leadership team on how to go about messaging and sharing what we need to accomplish in the next couple of years. Again, all of this, I think, is very much budget related. It's budget driven. It's also a lot of common sense. If you're not physically using the spaces, then, you know, You can't have both telework, significant investment in telework, and then not use physical spaces. But from my perspective, it's an accountability. It's just a stewardship issue. So that's something that we've been really, in the last couple of weeks, we've been especially focused on. Having teams of... People from DOA coming through our buildings, our spaces, giving us space plans, build out cost estimates. There's a lot of activity in that area. We also have been able to move forward with some additional limited hiring in some areas. We put some requests through to DOA And so that's good news. And included in that limited hiring, one of the questions that was raised in one of our meetings, Chair Weigleitner, was the Badger Prairie Nursing Home Administrator position. Since Bill Brotsman's retiring, he'll be leaving us in October. And so that position is now posted. That vacancy is posted and open. It's going to be open for three weeks, and then we're going to work to fill that with the best possible qualified candidate. It's a national solicitation to ensure that the pool of applicants is as broad as possible. But since that's in that nursing home administrator position, I think I mentioned this before, that's required by state statute. We have to have somebody with a certain certification at the helm of that facility. So we cannot be realized to say things. So those are real high level updates, but I'm happy to answer any other questions that you might have.

Are there other questions from the committee? Do you anticipate the release to be before our next meeting on the 20th or after?

I believe it's that week. I thought it was at the end of the month of the release and then somebody I think it's after.

After the 20th.

I think it might be the 21st.

Okay, we do have a full meeting on the 20th, but I would just, I guess, like. You to be prepared to present on the 3rd. Our 1st, September meeting. Um, which I just, I know there's a whole, you know. Night and budget hearing. I just think it's different in committee and we need, we, we. Just want to get into it. Um, in the committee setting, I think when we get to before the full board, there's. 37 people that may have questions and.

so it's a huge budget so it is and there's a lot of moving parts and we're trying to accomplish a whole lot and so i know you're going to have a lot of questions so we'll we'll get everybody ready and prepared for that great thank you um then there aren't any other

questions. We have the future meeting items and dates with some additional presentations set for us on the 20th. We must be through then the division presentations, it looks like.

I may have missed putting some on there because we still need... Did we get back to Kerry? Yeah, I must have missed just putting the... uh human services presentations on the upcoming dates so we do a badger prairie planning evaluation yeah and then housing and pei are the last ones okay um all right well anyway we'll talk about that when we have check-ins and plan the agenda but um

We do have a couple other reports set for our next meeting in two weeks. And then also Amanda has our budget meetings in there. So make sure you get those in your calendar folks. We're gonna need you there. You're gonna wanna be there. And any other thoughts on future meeting items or dates? Not seeing any hands. I don't believe there's any public comment on items not on the agenda. Is there any such other business as allowed by law? Then I would entertain a motion to adjourn.

So moved.

Moved by Supervisor Obese. Is there any objection to adjournment? Seeing no objection, we're adjourned. Thanks everybody for a good meeting.