The mission of Community Care Of Central Wisconsin will be to identify and meet participant outcomes by providing quality, individualized long-term care services to seniors and to adults with developmental and physical disabilities residing in the counties of Marathon, Portage and Wood.

The following tenets were developed by the Community Care of Central Wisconsin Transition Planning Committee and represent their efforts to identify best practices of the new organization.

Leadership:

Maintain county government leadership position in governing and determining program quality.

CCCW will be developed as a regional, county-based Care Management Organization that will allow Marathon, Portage, and Wood County governments the ability to retain authority over the quality and delivery of long term care services to eligible county residents. Local control in developing and maintaining the long term care system will be enhanced, rather than diminished, through the potential privatization of the long term care system in our region.

Access:

Develop effective access and eligibility procedures for county residents.

CCCW will work collaboratively with County Aging and Disability Resource Centers and County Economic Support Units to assure ease and consistency of access to services and goods provided through the Family Care benefit package to all eligible county residents.

Develop a service provider network to assure provider adequacy and capacity.

CCCW will contract with a multitude of long term care service and product vendors to provide its membership with high quality goods and services that meet all required health and safety guidelines. The capacity of the provider network to meet all member needs, and its adequacy to meet all services/products found in the Family Care benefit package, will be assured through CCCW management of contracted services.

Quality:

Provide quality services to address current unmet, changing, and anticipated future needs.

CCCW will be committed to providing quality at individual member, service provider, and organizational levels. This commitment will incorporate addressing current unmet community needs in the area of long term care, and analyzing current trends to anticipate future and changing needs posed by county residents.

Cost Effectiveness/Efficiency:

Develop a shared infrastructure and information technology.

CCCW will work to increase business efficiency through the sharing of existing Family Care business infrastructure, including claims processing, provider contracting, and management information technology development and maintenance.

Build organizational cost effectiveness associated with economies of scale and enhanced leverage with providers.

CCCW implementation will result in increased Care Management Organization membership size that will serve to enhance CCCW’s efforts in negotiating cost effective pricing from its providers, as providers may be willing to accept lower pricing in exchange for larger customer numbers.

Develop a regional approach to reduce county/entity financial risk.

CCCW implementation will result in the development of a larger membership pool, lessening the financial risk to member counties, as risk is spread out over larger numbers of individuals. This regional approach to Care Management Organization development will result in a larger number of potential participants being eligible for the Family Care benefits, thus reducing financial risk on a regional level.

Flexibility:

Develop a governance structure that is adaptable to change.

CCCW will develop its governance structure to allow adaptation to changes posed by funding sources, while striving to ensure the delivery of high quality services to county residents. CCCW will be initially created through the expansion of Portage County’s successful Family Care program. Over time, this organization will be committed to making model and system changes that will best serve the changing needs of county residents

Funding:

Counties will work together to leverage more support through external funding sources.

CCCW development will provide greater leverage in seeking additional funding from sources outside State of Wisconsin Family Care funding. Outside funding sources will likely view a regional collaborative effort in a positive perspective when considering allocating fiscal resources (i.e. Grants) to support long term care service delivery in our region.

Work toward the development of a rational funding approach.

CCCW implementation will result in a singular and actuarially sound funding mechanism for its long term care service delivery system. This is in direct contrast to the current system used in Wood and Marathon Counties, which incorporates various funding streams that are not adequate to meet consumer need, resulting in lengthy waiting lists for county residents.