Analysis of Statutes Governing Service Delivery Performance. Part I

Through its Department of Health and Human Services, Minnesota actively seeks and secures funding, channels these resources through legislative processes to develop social services, and oversees their delivery to state residents. The administration takes into account a range of factors—cultural, demographic, economic, ethical, legal, political, and technological influences—to achieve its objectives. Ultimately, the goal is to ensure that those in need are adequately served and that the quality of services provided meets high standards.

The human services budget determines the scope of service coverage, while quality standards are established through statutes enacted during the legislative process. In Minnesota, (title and date passed, enacted, reference) is a body of laws. A high-performing county administrator will seek to know the implications of the statutes on delivery operations. The state allocates its human resources budget to fund service provisiond at the local level, across 87 counties. Hennepin County, with a population of 1,260,360 residents in 2024, is the largest while the smallest is Traverse County with 3,308 residents.

Minnesota delivers the State's human resources funds through county governments that are separate legal entities. The organizational structure B in the illustration above (1) shows that the flow of measurement data from the point-of-service is via the county rather than in A, where data flows directly to the State (1) (3).

History

The Human Services Performance Council was first identified as one of the five main components that comprise Minnesota’s State-County Results, Accountability, and Service Delivery Reform Act, enacted May 14, 2009. The other components were Commissioner, Essential Human Services, Service Delivery Authority, and Steering Committee. The Committee, established in November of that year, recommended performance measures and outcome reforms on essential services. The 2013 revision of Chapter 402A provided that the Commissioner convene the Council to advise the Commissioner on implementing and operating the Performance Management System for human services. Implemented in January 2014, this group encompasses performance measures and thresholds consistent with delivering essential human services.

The Performance Council closes the administrative control loop in managing the quality of human services delivered. Transactional data of the service received by county residents are conveyed to the Department of Human Services and included in the Performance Management System. Here, the information on service delivery results is passed on to the Performance Council. Any advisory, comments, and recommended action plans on any unfavorable variance from plans, standards, and measures are conveyed to the Commission, which discusses the plan to remedy the unfavorable County Administrator results.

Duties of the Human Services Performance Council

The Minnesota Statutes Chapter 402A delineates the duties of the Council. To relay sound advice to the Commissioner on implementing the Performance Management System involves facilities submitting information on service delivery results from the Department (MNDHS) and the Counties. With this information received, the Council accomplishes the ten Chapter 402A responsibilities:

1. There will be at least four quarterly open lawful meetings a year. These formal meetings follow the Roberts Rules as to quorum requirements.

2. The Council will review annual service delivery performance data from counties and SDAs (service delivery authorities).

3. The Council will review and advise the Commissioner on departmental procedures related to process requirements and barriers the Performance Management System faces in improving service delivery.

4. The Council advises the Commissioner on training and technical assistance needs of counties, SDAs, and Department personnel.

5. The Council reviews inadequate PIP (program improvement plan) and submits recommendations to the Commissioner. Counties and SDAs underperforming standards are required to develop and operate according to individual PIP.

6. The Council reviews appeals from PIP remedial processes and recommends to the Commissioner their resolutions.

7. The Council convenes workgroups to (a) update and develop outcomes, measures, and performance thresholds and (b) assess the status of balanced program measures in the essential services program.

8. The Council recommends to the Commissioner that administrative rules or state statutes that hinder improving human services delivery be repealed.

9. The Council advocates effective stakeholder relationships and collects voice-of-stakeholder information.

10. The Council develops the Commissioner’s Annual Report primarily for the Legislature, but it is also available to the residents of the State.

The process maps of Council duties 2 through 9 will comprise Parts 2 and 3 articles that will be available soon.

By the Staff, www.mgmtlaboratory.com 2024.

References:

(1) Performance Management and Organizational Structure. www.mgmtlaboratory.com. Aug, 2021.

(2) 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.

(3) Minnesota Department of Human Services: A Case Study in Management Control Systems. Nov, 2019. Www.mgmtlaboratory.com/blog.

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