It seemed like good news when County Executive Parisi announced he would “restore” $1.9M in funds. But here’s the what still isn’t funded . . . the list is extensive and breathtaking. We should thank him for taking a step forward, but remember he’s the one who asked for the cuts in the first place and he’s not “restoring” anything, this is his budget based on recommendations that met the guidelines he asked for and he is making extensive cuts. And there are so many cuts left to be restored. Here’s all the programs that still are being cut and changes being made. Some of the changes are not cuts, but I left the language because often “increased efficiencies” is code for reductions in services and “adding fees” or “increased revenues” in some cases increases the burdens on the people who are already usually low income. It’s hard to interpret some of this stuff and people have complained to me about my usage of the department language – so again, proceed with caution. Sometimes, what looks good, could really mean cuts.
Adult Community Services (ACS)
• No funding for Living Wage; compliance with Ordinance still required. 2012 Living Wage $10.75/hour; up from $10.61 in 2011.
• Charge fees for Chapter 54 (guardianship) & Chapter 55 (protective) services ($20,000 revenue increase)
• Eliminate funding of AIDS Resource Center ($16,826) and maintain 2011 funding level for AIDS Network
• Reduce Nutrition Equipment line to historical level of $4,400. Discontinue use of line as a “revenue holding account” ($53,441)
• Reduce GPR in Transportation Services for Older Adults due to low usage ($2,955)
• Increased revenue in adult DD system – State crisis funds, SSI, Rep Payee fees, MA PC ($340,000 for GPR savings; neutral)
• Savings in adult DD system through roommate matching & staffing reduction for highest cost individuals ($60,000 GPR savings; $90,000 lost waiver revenue)
• Reduce DD voc costs by enrolling 20 more people in Partners with Business ($8,000 GPR savings; $12,000 lost waiver revenue)
• Increase efficiencies supporting aging DD individuals ($36,000 GPR savings; $54,000 lost waiver revenue)
• Reduce on-site overnight staff in 5 homes for DD adults ($56,000 GPR savings; $84,000 lost waiver revenue)
• Relocate 3-5 DD consumers to nursing homes ($140,000 GPR savings; $210,000 lost waiver revenue)
• End services to non-waiver eligible DD consumers ($40,000)
• Negotiate 5% reduction in special needs payments to Prader Willi homes ($12,961 GPR savings; $19,442 lost waiver revenue)
• Utilize more natural supports as DD transportation alternatives ($4,000 GPR savings; $6,000 lost waiver revenue)
• Voluntary closing of residences for DD consumers who can stay with family one week-end per month ($74,880 GPR savings; $174,720 lost waiver revenue)
• Reduce Waisman DD Outreach Programs 5% ($26,136 GPR savings; $39,214 lost waiver revenue)
• Reduce DD Family Resource Network (Marilyn Harper) 5% ($5,753 GPR savings; $8,630 lost waiver revenue)
• Reduce DD Movin’ Out services 5% ($3,140 GPR savings; $3,541 lost waiver revenue)
• Reduce DD Mobility Training & Independent Living Program contract 5% ($1,466 GPR savings; $2,200 lost waiver revenue)
• Reduce MHCDC’s DD counseling services by 10% ($845 GPR savings; $1,267 lost waiver revenue)
• Reduce funding for YMCA DD recreation services by 25% ($13,000 GPR)
• Eliminate Reduce DD Epilepsy Foundation contract ($31,435 16,435 GPR savings) – $15,000 restored
• Annualize 2011 DD new caseload (36 H.S. grads & crisis cases) ($111,401 increased GPR; $167,101 increased waiver revenue)
• Fund an estimated 60 2012 DD High School grads ($265,646 increased GPR; $$398,470 increased waiver revenue)
• Fund new caseload for three DD consumers aging out of CYF substitute care who are unable to return to their parental homes ($150,000 increased GPR; $225,000 increased waiver revenue)
• Only one DD slot for brain injury waiver case – others lost through attrition or only covered when outside revenue covers costs. ($60,000 GPR; $90,000 waiver revenue)
• Average additional 1.5.75% DD cost reductions to SDS grants over and above other DD savings; the amount will be higher if other efficiencies and revenues are not achieved ($374,513 $187,294 GPR savings; $537,655 $268,853 lost waiver revenue)
• Reductions to adult DD provider contracts 0 – 5% except where larger reductions or eliminations are noted above.
• Removal of $5,660,185 in Children’s Long Term Support (CLTS) revenue & expenses; WPS and not the counties is the State DHS’s third party administrator. Not a loss in services and providers will continue to be paid.
• Loss/removal of Medicaid Planning Grant in children’s DD system ($235,000)
• Decrease 2:1 staffing in DD child treatment foster settings ($40,000 GPR savings; $60,000 lost waiver revenue)
• Increased DD child case management, fees and SSI revenue ($223,000; used to replace ARRA drop-off below and as GPR savings)
• Replace DD child ARRA/stimulus funds for Birth-3 services with increased revenue ($155,604)
• Eliminate Alternatives to Aggression Family Service contract that serves TAP clients ($13,063 GPR)
• Reduce Treatment Alternative Program (TAP) services by $7,814 due to State funding reduction and local match requirement effective in 2012. (Partially restored, unclear how much)
• Reduce Treatment Alternatives & Diversion (TAD) Grant by $50,189 (Partially restored, unclear how much)
• Overall Drug Court is reduced from 71 to 66 slots. Two slots each are eliminated at ARC & ATTIC; one slot is eliminated at Genesis. Intake and coordination duties for those slots at the MHCDC CAU are also reduced proportionately ($15,777 GPR; $18,395 TAD). (Partially restored, unclear how much)
• TAP is reduced from 55 to 52 slots. One slot each is eliminated at ARC, ATTIC, and Genesis. Intake and coordination duties for those slots at the MHCDC CAU are also reduced proportionately. ($7,814 TAP; $15,271 TAD) (Partially restored, unclear how much)
• Reduce MHCDC Crisis Stabilization funding ($11,621 GPR; $26,161 revenue loss)
• Replace GPR with increased revenue in some adult mental health contracts – neutral ($121,352 in GPR savings)
• Increase SOAR’s Recovery Dane services for medication prescriber services by $60,000 ($46,724 GPR; $13,276 revenue)
• Increase Mental Health Court Ordered Evaluations by $50,000 (SSI revenue)
• Use revenues earned by POS agencies to cover State grant reductions of $23,012 in MA Matching Grant and $11,752 in CSP Wait List funds
• Delete GPR budgeted for transitioning CHARM to DCDHS in 2011 ($20,833)
• Allow MHCDC and Tellurian to each retain up to $102,921 in additional MA Crisis revenue if their Care Centers earn it; in return, DCDHS proposes deleting DCDHS’s revenue guarantee in the 2012 contract.
• Transfer $30,000 from MMHI Inpatient account to fund a .5 FTE Social Worker at South Madison Coalition to work on discharge planning for older adults placed on MMHI’s gero-psychiatric unit
• Move case management of 3 consumers from Women in Transition to Tellurian CIT ($10,212 GPR; $15,400 revenue loss)
• $100,000 GPR reduction in PACT budget as the State charges for PACT have been less than budget in the past two years.
• Increase Tellurian CIT Adults at Risk staffing from .5 FTE to 1.0 FTE to handle the 150+ annual referrals ($30,000 GPR)
Administration
• Eliminated 1.0 FTE Associate Director ($111,700)
• Lower IMAA revenue in Admin ($43,000)
• Re-class 3 Data Base Coordinators (+$15,300)
• Re-class 1.0 FTE Clerk Typist III to an Accounting Assistant (+$200)
• Offset overages in operating with deficits in revenue (neutral)
• Reduced Data Processing services ($28,400); reallocated ($35,000) to BPHCC
• Vehicle leasing practice change reduction ($27,000)
Note: Foreclosure Prevention Services ($20,000) was eliminated in the base budget.
Badger Prairie Health Care Center (BPHCC)
• Increase facility census to 113 for entire year ($386,450 revenue increase)
• Increase Rehab Therapy revenue per contract ($140,000 revenue increase)
• Lower private pay census from 6 to 4 based on current trending
• Funds for Art and Music Therapy ($10,000)
Children, Youth & Families (CYF)
• Reduce alternate care by $396,504 (increased Corrective Sanctions revenue of $176,000, decreased contribution to Shelter Home by about $60,000, decreased utilization, increased SSI payments to CLTS clients)
• Eliminate 1.0 FTE ARTT social worker (already done in 2011 due to CCF cap reduction) ($66,600)
• Eliminate 1 Clerk Typist I-II position (pending retirement) ($71,500)
• Reduce Eliminate Children’s Service Society’s Community Support Specialists contract ($219,552 ($109,552)
• Eliminate Children’s Service Society’s Community Response Program due to grant loss; contract was terminated July, 2011 for this reason ($60,000)
• Reduce funding to Detox services by $200,000; funds placed in a TBD line.
• Increase AODA treatment services by $55,000 (ARC $27,500; Tellurian Synergy $27,500)
• Reduce ARC program owing to agency specific grant loss from State ($14,346)
• SBIRT will end due to loss of $84,000 in State monies that support it (neutral)
• MHCDC UJIMA increased $28,289 (reflects grant funds they received in 2011 via resolution)
• Tellurian CIT (Street Team) reduced $10,000 in GPR; insurance will make it up.
• Reduce YSSW Restitution Program and assign court ordered community service work with NIP youth to the CYF Delinquency SSS ($87,627)
• Eliminate NIP program & prevention services. Spartans’ Basketball program will be discontinued. Loss of DMC funds. ($137,305)
• Create a Court Diversion Services line to support the new delinquency diversion unit ($137,305)
• Increase NIP REPLAY revenues.
• Increase SOPORT revenues & reduce GPR ($10,000 GPR savings)
• Reduce Community Partnership CCF contract due to reduced cap rate and related revenue losses ($790,000 from cap rate reduction & revenue drop-offs for a total contract reduction of $1,365,000)
• Eliminate Youth Commission LTE funds & Advisory Board funding ($19,500)
• Reduce FSAT ($19,000); leaves $2,000 to essentially support Conference efforts
• Reduce Health First AODA Coalition contract ($15,000)
• Reduce Protective Child Care due to usage ($20,000)
• Reduce MHCDC Family Preservation Program funding ($100,000)
• Reduce MHCDC Youth Crisis ($21,184 GPR, $10,000 MA Crisis over budgeted)
• Close Sun Prairie Office (CYF rent savings $61,260 off set by increased staff travel costs of $15,000; net CYF savings is $46,260; savings also in EAWS; avoids 2012 scheduled rent increase).
Note: 2012 CDBG reductions of $5,000 in ECI and $40,000 in JFF.
Economic Assistance and Work Services (EAWS)
• Create .6 new ESS position (IMAA match); makes a .4 position full-time
• Eliminate 2 Clerk-Typist I-II positions (vacant)
• Close Sun Prairie Office (EAWS rent savings $25,022 and support staff savings; caseload efficiencies; also saves rent increase scheduled for 2012)
• Eliminate Housing First initiative (currently frozen & never implemented in 2011) ($60,000)
• Reduce Eliminate funding for clothing & food pantries at CAC ($41,767 ($21,767) Note: CDBG is recommending $25,000 for 2012 for homeless case management services.
• Reduce Tenant Resource Center to $85,000 ($19,490)
• Eliminate the State’s contracts for the County’s administration of MA Burial Assistance Program ($440,000) and MA Transportation ($3,575,000). These programs will continue and will be available to Dane County residents, but they will be contracted to other entities.
• County operation of Income Maintenance services is preserved through the formation of an IM Consortium with six (6) other counties in which Dane County will be the lead agency.
• Increased FSET funds to the Employment & Training Association for employment services targeted to consumers in the shelter network. ($50,000)
ITEMS ADDED
After all those cuts, County Executive Parisi did find money to add some items.
• Add $10,000 for AODA testing for DA referrals
• Add $15,000 for culturally relevant alternatives to incarceration services
• Add $11,600 to fund LTE staff to support the Commission on Sensitive Crimes’ Community Coordinated Response Teams
• Add $62,730 to Operation Fresh Start to create a new crew with designated slots for referrals from Urban League, Centro Hispano, Boys & Girls Club, DCDHS; $30,000 from Workforce Development Board a required match.
• Create 1.0 FTE Economic Support Specialist to cover ECI duties
