[{"_1":2,"_123":-5,"_124":-5},"loaderData",{"_3":4,"_26":27},"root",{"_5":6,"_17":10,"_18":19,"_20":21,"_22":10,"_23":-5,"_24":-5,"_25":10},"user",{"_7":8,"_9":10,"_11":10,"_12":-5,"_13":-5,"_14":15,"_16":-5},"roles",[],"isAuthenticated",false,"isPremium","planName","subscriptionStatus","featureFlags",{},"insightsBudget","isDevelopmentHost","userPreferences",{},"recaptchaSiteKey","6LcvOJcUAAAAAHsB-gPGfGktcRlKpH7OTIU_dMTD","isImpersonating","impersonation","affiliateStatus","isFreedomPortal","routes/v2/article/layout",{"_28":29,"_30":31},"notFound",true,"relatedArticles",[32,75,87,99,111],{"_33":34,"_35":36,"_37":38,"_39":40,"_41":42,"_43":44,"_45":46,"_47":48,"_49":50,"_51":52,"_53":54,"_55":56,"_57":58,"_59":60,"_61":62,"_63":64,"_65":66,"_67":68,"_69":70,"_71":68,"_72":73,"_74":73},"mediaId",6455916,"mediaKeyId","5711698-94be29e88783e4958610a3674d118234","parentId",5711698,"title","Committee reviews draft Chapter 3 of Marathon County comprehensive plan focused on health and human services","audioSeconds",418,"startMs",4257000,"endMs",4675000,"viewUrl","/Search/View?dp=1&key=5711698-94be29e88783e4958610a3674d118234&start=4257&end=4675","thumbnailUrl","https://assets.pipeline.soar.com/5711698-94be29e88783e4958610a3674d118234/thumbnail_4257000.jpg","articleUrl","/articles/6455916/Marathon-County/Wisconsin/Committee-reviews-draft-Chapter-3-of-Marathon-County-comprehensive-plan-focused-on-health-and-human-services","mediaUrl","https://secure.pipeline.soar.com/6455916-71fd0a7c4b2057379e2339b424c9e7ad/orig.mp4?Expires=1771168446&Signature=EF~8uAxee5hjDbwAoHkaNqi37hz95oC-Ds3KD-0q45CQvtSyP99Lub~bVcVZb~R3~B4M0cXEDGKKVDPWQXJKeueWAwNRSC-luIgbaQbLzDGSIqTaB~GKQUXjQQo7uU15o6Wz38qNxQNHGOTHmL98Jynfxk3x1KF5DISXh6RgZHU20r2TxhkvHsXtoji1dZBvRax0HX~vagawx6BV2M0tGk78hyPHjxGraYxw~AkH7hztRI-sso~1VBZEJ52h7XyW8pMQgs2zrhIJCosSqxbvbye-eXJeeSbyQmhw51QmffXRHL4gSHrC-fIGheY0TKe~LR49hTm-e1VFwwLK1FBdlA__&Key-Pair-Id=KUT5TJCACFTXG","author","Marathon County, WI","date","2025-09-03T22:25:11.907Z","article","County planning staff presented a working draft of Chapter 3 of the Marathon County comprehensive plan, focused on health and human services. The presenter told the committee the state statutory comprehensive‑plan elements do not require a health and human services chapter, but the county chose to include it to document the breadth of local services, needs and objectives.

Staff explained the draft pulls updated data from the county’s Pulse (Life Report) and that graphics in the working draft will be inserted in the final draft. The draft currently omits some material — staff said family‑keys programming and fall‑prevention content still need fuller integration.

Committee discussion identified several priority issues and objectives for the chapter: sustainable long‑term funding for health and human services; workforce development and capacity to reduce burnout and retain skilled staff; improving access to mental health care and expanding school‑based services; addressing declining vaccination rates while respecting evolving public‑health authority; and emerging concerns about youth access to derived psychoactive cannabis products. Members also discussed the county’s recent opioid gap analysis and next steps for implementation of those recommendations.

Supervisors urged the county to include policy‑level analyses of federal and state changes that could affect county service delivery — for example, proposed federal changes to income‑maintenance administrative matches and possible changes to Medicaid/BadgerCare eligibility rules — and to consider advocacy via the County’s Association. Staff suggested these longer‑term fiscal and program risks may be addressed in strategic planning and noted some impacts may not arrive until 2027–2028.

Ending

Staff asked committee members to review the draft issues and objectives and provide written comments; staff will continue revising the chapter and will incorporate missing program details and graphics in future drafts.","mediaType","Video","parentTitle","Marathon County Health and Human Services Committee Meeting - 9/3/2025","oneSentenceSummary","Planning staff presented a working draft of Chapter 3 (Health and Human Services) of Marathon County's comprehensive plan and asked committee members to review identified issues and objectives for the next 10 years.","taxTitle","Marathon County, Wisconsin","taxId",4560,"location","headline","","shortSummary",{"_33":76,"_35":36,"_37":38,"_39":77,"_41":78,"_43":79,"_45":80,"_47":81,"_49":82,"_51":83,"_53":84,"_55":56,"_57":58,"_59":85,"_61":62,"_63":64,"_65":86,"_67":68,"_69":70,"_71":68,"_72":73,"_74":73},6455922,"North Central Healthcare presents balanced 2026 budget; cites staffing and insurance pressures",969,3163000,4132000,"/Search/View?dp=1&key=5711698-94be29e88783e4958610a3674d118234&start=3163&end=4132","https://assets.pipeline.soar.com/5711698-94be29e88783e4958610a3674d118234/thumbnail_3163000.jpg","/articles/6455922/Marathon-County/Wisconsin/North-Central-Healthcare-presents-balanced-2026-budget-cites-staffing-and-insurance-pressures","https://secure.pipeline.soar.com/6455922-ebe25ed2e89eee9a965bec46b1420d1b/orig.mp4?Expires=1771168446&Signature=KRcXX~DxM6w7NwFcEsL~2YiGVAEOEv6lpKlljFc-Xscp1t8bRThrR1VLH06g-aWl5HzladsaiVTGTZ8a~nSDgCFnPcy5tUraPEUw9RS~WlIG6phPO93lc7DVcoq4lr1pusgOzeoIS4d3jTSTpPYlYeFK3R334jXnjFjrP3CS7hz~EUja~BRxNIPVg-k7QWDEedD9WpN6-yuQdfwDbadaf1zAf7Ijv6MAN20-NkMMLjhx7hfuo~HuPCIXHYiKZ2ABRC0XtzikXiRuuUJogvls9ZJeDv5-CiUbnmtsG-nuhQxM2My9jR9u8BwnEBI6z9lM9HvboZzMmqUrc0vQS96MCg__&Key-Pair-Id=KUT5TJCACFTXG","Jason, speaking for North Central Healthcare, told the committee North Central’s recommended 2026 budget is balanced at about $94.4 million. He said roughly 70–73% of revenue comes from billable services and a small portion is funded by tax levy; North Central’s overall tax‑levy support was quoted at about $6.7 million, of which Marathon County’s levy contribution is about $5.8 million.

Jason identified several pressures in the budget: difficulty recruiting and retaining clinical staff (CNA, RN, respiratory therapists and behavioral health professionals), an anticipated 10 percent increase in health insurance premiums (about $700,000), and a $3.0 million debt‑service obligation for campus remodel (projected to rise in coming years). To cover staffing gaps, North Central is budgeting approximately $2.3 million for agency (temporary) staff in 2026 and included a 3 percent wage increase costing about $1.3 million.

Jason said the sale of Pinecrest reduced revenue used to cover indirect costs, creating an approximate $1.2 million shortfall the agency addressed with program adjustments and attrition. He said cash‑on‑hand remains strong (cited in the meeting as approximately $34 million, about 130 days of operating cash), which provides a buffer for upcoming transitions.

North Central also presented a five‑year capital plan that includes an enterprise resource planning (ERP) system and a new electronic health record platform; both are expensive multi‑year projects. Jason said the agency is beginning strategic planning in 2026 to prioritize programs and investments as budgets tighten.

Ending

Committee members thanked North Central leadership and asked staff to continue engaging with county officials as state and federal policy changes evolve; no committee vote was requested on the presentation.","North Central Healthcare officials presented a balanced 2026 budget of about $94.4 million, described labor recruitment and health‑insurance cost pressures and noted the sale of Pinecrest reduced indirect revenue; the agency plans multi‑year capital and strategic planning.",{"_33":88,"_35":36,"_37":38,"_39":89,"_41":90,"_43":91,"_45":92,"_47":93,"_49":94,"_51":95,"_53":96,"_55":56,"_57":58,"_59":97,"_61":62,"_63":64,"_65":98,"_67":68,"_69":70,"_71":68,"_72":73,"_74":73},6455927,"Committee reviews plan to run supervised visitation in-house; officials say move could save $100,000 annually",435,2675000,3110000,"/Search/View?dp=1&key=5711698-94be29e88783e4958610a3674d118234&start=2675&end=3110","https://assets.pipeline.soar.com/5711698-94be29e88783e4958610a3674d118234/thumbnail_2675000.jpg","/articles/6455927/Marathon-County/Wisconsin/Committee-reviews-plan-to-run-supervised-visitation-in-house-officials-say-move-could-save-100000-annually","https://secure.pipeline.soar.com/6455927-0286756af91cf9f347e391b8377b041b/orig.mp4?Expires=1771168446&Signature=d2SkTTFp67boZrk3XAPUzYScXb9aKz~Cv-kUV4rBmM3G-RKD67f8cJenFfHMyU4BJFyKVeU~Be-oKh~Td-AklrsFrr0Hr1evQZ53~Fdx-r~t4acsakF1WMnO17NiwIGBFKqF-8bVtnB6ZtAv~hS2MD-fwLC0UC7MdLrfZaYBLUbqKXisr5z4hC-WSiXTXibhb36RlYuGXzPAsdlUtsnhfqtU6WnS3J~QDr7eAjvzCnbCoQDyYXNIF6WraT6cLObFDvtU350jwYRNbbv~IEmFvn~85OWFs~iMBOqvGGQsRWSzO1Qyid4V2H6vyh7ondHWk-sszz2n4wVsfXElm~IiRw__&Key-Pair-Id=KUT5TJCACFTXG","Krista outlined a proposed change to the supervised‑visitation service model for 2026, saying the department can operate supervised visitation in‑house at a lower hourly cost than the current contracted model and expand evening and weekend availability.

Krista said contracted visitation currently costs about $41 per hour; an internal delivery model would cost about $25.96 per hour (including benefits) using casual staff, and the county expects roughly $100,000 in annual savings by moving the service in‑house. She said the county would need to add three additional casual positions to support evening and weekend coverage and would repurpose existing county space, with one‑time infrastructure costs estimated at $15,228 for furniture and room prep.

Krista said in‑house delivery would allow the county to provide more visits for families involved in child‑welfare cases, including the mandated initial visit within five days of removal and weekly visit requirements. Administrator Leonard said the department will pilot the change in 2026 using casual staff and report results before requesting full‑time positions; if the pilot succeeds, staff will return with a formal request to add allocated positions.

Questions from supervisors focused on ensuring the county’s internal cost calculations included indirect costs such as utilities, space and benefits. Krista said the hourly cost comparison includes benefits and that the larger \"sunk\" facility costs (heat, utilities) would not materially change the per‑visit cost in the near term.

Ending

Leonard said the county will run the supervised‑visitation pilot in 2026 under the proposed model, track outcomes and return to the committee if full‑time positions are needed; the committee did not take a formal vote on the pilot during the meeting.","Social services proposed bringing supervised visitation in-house to expand hours and reduce costs; the department expects $100,000 in annual savings, would add three casual positions and incur one‑time infrastructure costs of about $15,228.",{"_33":100,"_35":36,"_37":38,"_39":101,"_41":102,"_43":103,"_45":104,"_47":105,"_49":106,"_51":107,"_53":108,"_55":56,"_57":58,"_59":109,"_61":62,"_63":64,"_65":110,"_67":68,"_69":70,"_71":68,"_72":73,"_74":73},6455931,"Social services seeks federal fatherhood grant; United Way awards Family Keys support",536,2111000,2647000,"/Search/View?dp=1&key=5711698-94be29e88783e4958610a3674d118234&start=2111&end=2647","https://assets.pipeline.soar.com/5711698-94be29e88783e4958610a3674d118234/thumbnail_2111000.jpg","/articles/6455931/Marathon-County/Wisconsin/Social-services-seeks-federal-fatherhood-grant-United-Way-awards-Family-Keys-support","https://secure.pipeline.soar.com/6455931-17a855934aadde9acad446bcbce49452/orig.mp4?Expires=1771168446&Signature=lBElq3tONfSGkcOQDzUPACLLva5EiADel4rkfsxKVxZAdSEvT6Zu2mCjpc9fenHwsbIrodhlnu279lOf0sFGZ3prC-ds-cXNbE8K2KD18Sb9JlVW~nrbtvelCdSsgPtLTWkuGP~cJsx-3RE6mu4ZIJGtlXwiD6laKCB6F0kk3wbBNlaIZWuafCLXmR9jUGHwqUXzZLDrsjswV7Iia--t-q~AgVm-UuQvF~ruxb9gdYpR6RLVKZdbOd5D-IHlw97VLFcc25AH2j6KarNiJuxjsG8aFW5PWGWWB44UupdUtOH7KkSOPEHRS5G054pXZoHca5D-MLYZUzvWKZI1bFhNrg__&Key-Pair-Id=KUT5TJCACFTXG","Krista, a social services staff member, told the committee the department applied for a federal fatherhood initiative grant (FORGE) that required at least $400,000 per year in funding. The application seeks $409,750 annually for three years (about $1.23 million total). Krista said the proposal — labeled \"Fathers First\" in local materials — would fund a program of fatherhood reunification navigators, visitation support, peer groups, employment coaching and other services aimed at increasing father engagement and preventing later child‑welfare involvement.

Krista said the county’s existing Elevate program has served 368 fathers since 2020 and cited program crossovers: as of June 2025, the county had more than 300 child‑welfare cases with about 40 percent intersecting child support. The FORGE application targets early engagement (including incarcerated fathers), weekly peer groups, employment and apprenticeship pathways and a goal of measurable gains in father engagement. Krista told the committee the grant would pay for a program coordinator and several direct‑service roles; if received, the county would return to the committee to accept the award formally.

Separately, Krista said Marathon County received a $90,000 grant from the United Way to continue the Family Keys strategy; that grant is included in the 2026 budget proposal and requires no immediate committee action.

Krista said if FORGE is not awarded, some components could move forward using existing local funding and partnerships. She offered to provide the board with a one‑page summary of the application and said social services did not budget FORGE into the administrator’s 2026 proposal because the award was not confirmed at the time the budget was prepared.

Ending

Krista will provide the committee a one‑page summary of the FORGE application if members request it; the committee will be asked to accept the FORGE award should the federal grant be awarded to Marathon County.","Social services reported a pending federal FORGE fatherhood grant application (three-year request totaling about $1.2 million) and confirmed a $90,000 United Way grant award to continue the Family Keys strategy; no county budget request was made for the federal grant.",{"_33":112,"_35":36,"_37":38,"_39":113,"_41":114,"_43":115,"_45":116,"_47":117,"_49":118,"_51":119,"_53":120,"_55":56,"_57":58,"_59":121,"_61":62,"_63":64,"_65":122,"_67":68,"_69":70,"_71":68,"_72":73,"_74":73},6455936,"Marathon County committee approves budget moves to add homelessness coordinator, okays shelter funding",272,118000,390000,"/Search/View?dp=1&key=5711698-94be29e88783e4958610a3674d118234&start=118&end=390","https://assets.pipeline.soar.com/5711698-94be29e88783e4958610a3674d118234/thumbnail_118000.jpg","/articles/6455936/Marathon-County/Wisconsin/Marathon-County-committee-approves-budget-moves-to-add-homelessness-coordinator-okays-shelter-funding","https://secure.pipeline.soar.com/6455936-033e7b87308986977ede104abf7f96e4/orig.mp4?Expires=1771168446&Signature=BHZPYahsMQqhh9CzG2TUyBwNAd-gBGMA7NkAqUebJSHPyTS8zgcaLG7c164zTXFI~B8YyRksBmwMa9GO35ty8lNI4G0Tnv7JmWO1O~mah~y21-Art96OpguHkNXMcdc7-xHLdTmU2YbI5V0OFCDx8HxYkhzMSKfT86GDPTBSobVbqzRkSsKHkJRAswKWZF0CdEQkKvfhytNAVwOVcRd3bkDN5obNHybh8GUUJ5lWIDBuCr-k9Oo8tCbRMb5Pp4wZ9wqX-b-K1p3S431l~VDCqx8Yc5fLp2D0Hifx0ef0aqoZ1-IUyz516eoZ1R0jCB-05c9LYPn5cB3lVzF9pxwSQQ__&Key-Pair-Id=KUT5TJCACFTXG","Administrator Lance Leonard told the Marathon County Health and Human Services Committee that, following direction from the joint city-county homelessness task force, county staff identified funding by reallocating an existing personnel line to create a public health coordinator position focused on homelessness and coordinated services.

The committee moved to advance the new position request for the 2026 budget. A motion to proceed with the new position was made, seconded and approved by the committee (vote recorded in the meeting as five \"aye\" votes). Leonard said the proposal is based on La Crosse County's Pathways Home model and that a position description adapted from La Crosse was included in the meeting packet (page 70).

Leonard also briefed the committee on ongoing emergency shelter payments the county has made under a 2025 allocation of up to $200,000 to partner with the City of Wausau. He said the city’s contract with Bridge Street Mission shows a total cost of about $350,000 for 2026; Marathon County’s share would be up to $175,000 for fiscal year 2026, “not to exceed $175,000,” and recommended the committee provide direction on whether to include that amount in the 2026 budget. He noted current monthly costs for the shelter arrangement (after startup) have been in the neighborhood of $12,000–$15,000 per month.

Committee members debated priorities. Several supervisors supported continuing the county’s partnership with the city for emergency shelter services; other supervisors urged focusing county resources on treatment, case management and longer-term housing supports. Concerns were raised that Bridge Street Mission is a faith-based provider and that volunteer tiers include informal volunteers; committee members noted the city's contract contains nondiscrimination language and a clause that beneficiaries cannot be required to participate in religious activities.

Leonard said Bridge Street Mission’s full-year contract envisions a build-out of its space and that it is “highly unlikely” the provider would be ready to operate a full-year emergency shelter by January 2026. He proposed using any unspent portion of the county’s 2025 $200,000 allocation as a first source rather than adding a new, separate appropriation.

After discussion, a motion to provide county funding for the shelter partnership was made and seconded (second recorded as Supervisor Cabelli). The motion carried by a 4–0 vote, with three committee members not attending. Leonard said he will plan the 2026 budget consistent with committee direction and report back.

The committee’s discussions distinguished three items: (1) a formal action to move forward with a new position request (approved by the committee), (2) direction on including emergency shelter funding in the 2026 budget (approved by vote 4–0, not to exceed $175,000), and (3) ongoing discussion about longer-term case management and housing supports that the committee said may require further analysis and possibly a special meeting before the administrator must deliver the preliminary budget at month-end.

Votes at a glance

- Motion to approve the new position request to create a public health coordinator (reallocating existing personnel funding): motion made and seconded; recorded in the meeting as five \"ayes\"; outcome—approved. (Provenance: committee discussion beginning ~00:118–00:358 in transcript.)

- Motion to provide county funding for the City of Wausau/Bridge Street Mission emergency shelter partnership (county share not to exceed $175,000 in FY2026): motion made; second by Supervisor Cabelli; outcome—approved, 4–0, with 3 not attending. (Provenance: committee discussion beginning ~00:361–00:2075 in transcript.)

Ending

Administrator Leonard told the committee he will incorporate the committee’s directions into the proposed 2026 budget and, if directed, use remaining funds from the county’s 2025 $200,000 allocation as the first source for shelter payments. He also noted the Bridge Street Mission build-out timeline makes immediate transition unlikely and suggested staff and the committee may need to continue work (including possible follow-up meetings) to define the county’s role in long-term housing and case-management strategies.","The county committee voted to repurpose an existing personnel allocation to create a public health coordinator for homelessness work and authorized up to $175,000 in county funds for a year-long emergency shelter partnership with the City of Wausau and Bridge Street Mission.","actionData","errors"]

Article not found

Committee reviews draft Chapter 3 of Marathon County comprehensive plan focused on health and human services

North Central Healthcare presents balanced 2026 budget; cites staffing and insurance pressures

Committee reviews plan to run supervised visitation in-house; officials say move could save $100,000 annually

Social services seeks federal fatherhood grant; United Way awards Family Keys support

Marathon County committee approves budget moves to add homelessness coordinator, okays shelter funding