To develop and implement a data-driven plan for the effective and sustainable redesign of the mental health system in Milwaukee County.
* Adherence to SAMHSA recovery principles
* Ensuring access to high quality services and supports in community-based settings
* Reducing reliance on emergency services and unnecessary inpatient care
* Commitment to full inclusion of consumers as well as family members and advocates
* Partnership between public and private stakeholders
* Diversity and cultural competency
* Moving beyond the medical model to a philosophy of independent living
In April 2011, the Milwaukee County Board of Supervisors passed a resolution supporting efforts to redesign the Milwaukee County mental health system and creating a Mental Health Redesign and Implementation Task Force (Redesign Task Force) to provide the Board with data-driven implementation and planning initiatives based on the recommendations of various public and private entities. The Redesign Task Force first convened in July 2011, establishing a charter and delegating Action Teams to prioritize recommendations for system enhancements within key areas. The Action Teams presented their prioritized recommendations (report / attachments) in early 2012 and received feedback and guidance from consultants from the Human Service Research Institute (HSRI). The Redesign Task Force, its Executive Committee, and DHHS and BHD leadership sought technical assistance for the process of implementing the affirmed recommendations, subsequently contracting with ZiaPartners and their subcontractors in September 2012. Wilberg Community Planning has provided valuable on-site facilitation and technical assistance to the Action Teams and staff. In December 2012, the DHHS Director and BHD Administrator presented an informational report to the Committee on Health and Human Needs on the progress and activities of the Redesign Task Force, including a framework for planning, tracking, and recording progress on all redesign implementation activities. The implementation activities were then framed within SMART Goals – Specific, Measurable, Attainable, Relevant, and Timebound – which were approved by the County Board (report) in March 2013, comprising the work plan for the Task Force and Action Teams – Person-Centered Care, Continuum of Care, Community Linkages, Workforce, Quality, and Cultural Intelligence – through 2014.