Analysis of Statutes Governing Service Delivery Performance. Part 2

This is the second part of a series of articles that examine how laws in a particular state guide the delivery of human services. The first article (1) traced the history of these laws from their beginnings. The entities comprising the statutes and their implementation processes were identified and used to create a set of guiding principles for effective management (2)(4)(6)(7). The analysis will continue here by creating ideal models of implementation processes of Human Services Performance Council duties 2 to 9 (5). The information in this series is based on research, interviews, and observations from the meetings of the Minnesota Department of Human Services Performance Council.

The Minnesota Department of Health and Human Services plays a crucial role in providing social services to residents. The department works to obtain funding and guide these resources through the legislative process to create and support social programs. Agencies and county administrators responsible for implementing these programs must consider a wide array of factors. These include cultural, demographic, economic, ethical, legal, political, and technological influences. The ultimate goal is to ensure that people in need receive appropriate services that meet high standards of quality.

The human services budget determines the scope of service coverage, while quality standards are established through statutes enacted during the legislative process. Effective administrators must understand how these laws affect the day-to-day operations of service delivery. The Human Services Performance Council was one of the five main components of Minnesota’s State-County Results, Accountability, and Service Delivery Reform Act, enacted on May 14, 2009 (3). One component, the Committee, recommended performance measures and outcome reforms on essential services. A revision of Chapter 402A provided that the Commissioner convene the Council to advise on implementing and operating the Performance Management System for human services. Implemented in January 2014, this group was assigned to develop performance measures and thresholds for delivering essential human services.

The Performance Council plays a crucial role in managing the quality of human services delivered. The Department of Human Services and its Performance Management System track how services are delivered to residents in each county. Here, valuable information on results is passed on to the Performance Council. Advisories, comments, unfavorable performances, and recommended action plans are conveyed to the Commissioner of the State’s human services department.

The Minnesota Statutes, Chapter 402A, outlines ten specific responsibilities for the Human Services Performance Council. The main goal of the Council is to provide the Commissioner of Human Services with information about the effectiveness of human services delivery. This includes assessing the performance of the Human Services Department, the counties, and other organizations responsible for delivering these services.

Council Duty #1. Minimum Quarterly Open (Lawful) Meetings.

Performance Council by-laws require four quarterly open lawful meetings a year. These formal meetings follow the Roberts Rules regarding quorum requirements and the meeting process. The Council can hold special meetings and approve the establishment of committees and work groups.

Council Duty #2. Review of Annual Performance Data from Counties or Service Delivery Agencies.

1. The receipt of delivery data in the Department’s Performance Management System initiates a review of the annual performance of counties and service delivery authorities. This entity, on behalf of the Performance Council, manages the review process.

2. The data received is compared with specifications agreed upon by the service providers and the recipient. The validated data is then stored in a database.

3. This step within the Performance Management System examines annual performance at the point of service. Using standardized analytical tools, the satisfactory performance of the entities is confirmed.

4. Performance exceptions identified in the previous step are examined, and remedial actions are developed.

5. A summary of performance exceptions and recommended remedial actions for each specific county or agency is submitted to the Human Services Commissioner upon approval by the Human Services Performance Council.

Council Duty #3. Review and Advise on Departmental Procedures Related to Performance Management Process Needs and Barriers to Improvement of Service Delivery Processes.

1. Receive information on Human Services Department procedures on fulfilling Performance Council operating requirements and identifying barriers to continuous improvement of service delivery processes.

2. Examine the procedural details from the Department to assess the status of how Council needs are being met and identify obstacles to continuous improvement in service delivery. Additionally, determine where the issue exists within the process.

3. During this step, analyses are conducted to assess if Council requirements have been met or if new ones have emerged. Additionally, this is the stage where the cost/benefit of mitigating any process barriers is evaluated.

4. Develop concise reports on the status of fulfilling existing Performance Council requirements and mitigating service delivery performance barriers. Each report includes recommended remedies for exception items. 

5. The reports from previous steps are brought to the Performance Council for approval before being submitted to the Human Services Department Commissioner. 

Council Duty #4. Advise on Training and Technical Assistance Needs of Counties, Service Delivery Authorities, and Human Services Department Personnel.

1. Receive Information on Performance Improvement and Technical Assistance Training Status

2. Validate Performance Improvement and Technical Assistance Training Status

3. Analyze the Comparison between Actual and Standard Training Procedures

4. Review Status of Performance and Tech. Assistance Training with Delivery Process Changes

5. Exception Report on Training Recommendations to MNDHS Commissioner.

The process maps of Human Services Performance Council duties 5 to 9 will comprise the Part 3 article, which will be available soon. 

By the Staff, www.mgmtlaboratory.com 2025.

References:

1. Analysis of Statutes Governing Service Delivery Performance. Part I. www.mgmtlaboratory.com. Dec, 2024.

2. Performance Management and Organizational Structure. www.mgmtlaboratory.com. Aug, 2021

3. Essential Human Services; County Delivery; State-County Results, Accountability and Service Delivery. Chapters 402A.01 to 402A.50. www.revisor.mn.gov/statutes/2021. Nov 2021.

4. Minnesota Department of Human Services: A Case Study in Management Control Systems. www.mgmtlaboratory.com. Nov, 2019.

5. Process Mapping in Continuous Improvement of Public Service. www.mgmtlaboratory.com. Jun, 2019.

6. Where has MIS Gone? www.mgmtlaboratory.com. Feb, 2018.

7. Program Completion and Management Action Delay. www.mgmtlaboratory.com. Nov 2017

Mgmtlaboratory.com staff and affiliated management consultants are experienced in managing private and public organizations and using management tools. Non-profit entities and governments may inquire at contact@mgmtlaboratory.com about its free online consulting service on continuous improvement and other tools.