GENERAL ASSEMBLY OF NORTH CAROLINA

SESSION 1997

S	2 

SENATE BILL 307
Children & Human Resources Committee Substitute Adopted 4/30/97

Short Title:  DHR Reorganization.	(Public)

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Sponsors:

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Referred to: 

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March 5, 1997

A BILL TO BE ENTITLED
AN ACT TO UNDERTAKE THE REORGANIZATION OF THE DEPARTMENT OF HUMAN RESOURCES.
The General Assembly of North Carolina enacts:
Section 1.  (a) The Department of Human Resources shall, using the findings of KPMG Peat Marwick, L.L.P. to the General Assembly dated March 20, 1997, develop and begin implementing a plan to reorganize the Department of Human Resources.  The reorganization plan shall be designed:
(1)	To structure planning, management, and service delivery around a strategic shared mission and long-range vision for the Department;
(2)	To better achieve a consolidated family-center services orientation that facilitates identification of gaps in services, improvement of efficient and effective access to services, and reduces fragmentation of leadership, management, and service delivery;
(3)	To facilitate a system of incentives within the Department and within local agencies that will reinforce personnel efforts at integrated services delivery; and
(4)	To enable assessment of program performance in terms of actual client outcomes, effective and efficient service delivery, and the impact services and departmental functions are having in the lives of clients, rather than in terms of process measures.
(b) With funds from within the Department, and in consultation with the Legislative Oversight Committee on the Reorganization of the Department of Human Resources, the Department of Human Resources shall engage an entity with proven expertise to provide the Department leadership and management with the knowledge and tools needed to ensure a change in departmental culture that creates an environment:
(1)	Where there is an understanding and appreciation for a departmental mission and primary goals that portray a coordinated system of services, rather than a group of independently operating group of services;
(2)	Where, although the Department delivers few direct services, a client needing multiple services can have them delivered in a coordinated manner through local governing entities and by local service providers;
(3)	Where counties have the opportunity, where practicable, to develop approaches to service delivery that work best for them; 
(4)	Where the Department can restructure around functions rather than programs; and
(5)	Where the Department can develop an internal management capacity for strategic planning, program planning and evaluation, and formal senior management reviews, on a regular basis, of client needs, program performance, and issues related to resource allocation and risk assessment.
(c) The Department of Human Resources shall give very strong consideration to establishing the following service delivery functions:  services, regulation, institutional management, education, and health care financing.
(d) The Department of Human Resources shall give very strong consideration to establishing the following coordination and infrastructure functions:  information services and performance services.
Section 2.  This act is effective when it becomes law.