Bill Text: MN HF1599 | 2011-2012 | 87th Legislature | Introduced
Bill Title: Minnesota Northstar Council created, and state strategic plan and agency strategic plans required.
Sponsorship: Slight Partisan Bill (Democrat 3-1)
Status: (Introduced - Dead) 2012-02-01 - Author added Kath [HF1599 Detail]
Download: Minnesota-2011-HF1599-Introduced.html
1.2relating to state government; creating the Minnesota Northstar Council; requiring
1.3a state strategic plan and agency strategic plans;proposing coding for new law
1.4as Minnesota Statutes, chapter 15D.
1.5BE IT ENACTED BY THE LEGISLATURE OF THE STATE OF MINNESOTA:
1.6 Section 1. [15D.01] PURPOSE.
1.7The Minnesota action/accountability plan recognizes that the long-term success and
1.8high quality of life of Minnesota will depend on a dynamic approach to governance that
1.9brings public officials and citizens together to set a clear vision for the state's future built
1.10on a shared vision that is based upon a foundation of planning, performance management,
1.11accountability, and empowerment. This requires that the state: (1) creates a strategic
1.12plan; (2) innovates in the delivery of public services; and (3) measures its success in
1.13producing superior results for the citizens of the state. The provisions of this chapter shall
1.14be accomplished by the state legislature, the Office of the Governor, and state agencies
1.15within existing appropriations.
1.16 Sec. 2. [15D.02] MINNESOTA NORTHSTAR COUNCIL.
1.17 Subdivision 1. Establishment. The commissioner of management and budget must
1.18establish and convene the Minnesota Northstar Council to develop a state strategic plan
1.19which will include: (1) a mission statement for the state; (2) up to ten policy goals; and (3)
1.20up to 100 strategic performance measures.
1.21 Subd. 2. Membership. (a) The Minnesota Northstar Council shall consist of 17
1.22members and shall be led by an executive committee made up of the following members:
1.23(1) two members appointed by the governor;
2.1(2) one member appointed by the speaker of the house;
2.2(3) one member appointed by the minority leader of the house of representatives;
2.3(4) one member appointed by the majority leader of the senate; and
2.4(5) one member appointed by the minority leader of the senate.
2.5(b) The executive committee must appoint one member representing each of the
2.6following:
2.7(1) private business;
2.8(2) organized labor;
2.9(3) nonprofit organizations;
2.10(4) foundations;
2.11(5) counties;
2.12(6) cities;
2.13(7) townships;
2.14(8) school boards;
2.15(c) The executive committee shall also appoint one member each:
2.16(1) having expertise in performance measurement;
2.17(2) having expertise in redesign and planning; and
2.18(3) representing Minnesota youth.
2.19(d) The following are nonvoting members of the council:
2.20(1) the commissioner of management and budget or the commissioner's designee;
2.21(2) a member appointed by the Board of Regents of the University of Minnesota;
2.22(3) the state demographer; and
2.23(4) the state economist.
2.24(e) The governor shall designate one of the members of the council to serve as
2.25chair. The commissioner of management and budget shall provide staff assistance and
2.26administrative support to the council.
2.27(f) Members serve at the pleasure of the appointing authority. Members may be
2.28reimbursed for expenses as provided in section 15.059.
2.29(g) All actions of the council must be approved by a majority vote of a quorum
2.30of members appointed under paragraphs (a), (b), and (c) who are present at a meeting.
2.31The state strategic plan must be approved by an affirmative vote of at least nine voting
2.32members of the council, including at least four members of the executive committee.
2.33 Sec. 3. [15D.03] STATE STRATEGIC PLAN; STRATEGIC PERFORMANCE
2.34MEASURES.
3.1 Subdivision 1. Development. (a) The council, with advice from state departments
3.2and agencies and aligned legislative committee chairs and ranking minority caucus
3.3members, shall develop a state strategic plan which must include: (1) a mission
3.4statement for the state; (2) up to ten policy goals; and (3) up to 100 outcome-based
3.5strategic performance measures. Strategic performance measures are defined as a
3.6level of achievement by which the state and its departments can measure their own
3.7progress against internal or external standards. Strategic performance measures must be
3.8outcome-based measures.
3.9(b) In developing the state strategic plan, the council shall solicit, gather, and
3.10coordinate citizen input from citizens across the state. The council may consider the work
3.11and process of the Minnesota Milestones under the Department of Administration and
3.12Minnesota Compass, led by Wilder Research in developing the strategic plan and in the
3.13council's other work. The council must consider the use of social media to solicit input.
3.14(c) The council must complete the initial state strategic plan by August 1, 2012.
3.15The council shall review and approve changes to the strategic plan by January of each
3.16even-numbered year. The strategic plan shall undergo continuous review and improvement
3.17by the Northstar Council, and the council shall review each of the ten goal areas and
3.18aligned strategic measures at least once every ...................
3.19 Subd. 2. Strategic performance measures. The council or Minnesota Management
3.20and Budget must designate an owner for each strategic performance measure that the
3.21council establishes as a means of measuring progress toward accomplishment of the
3.22public policy goals established by the council. The owner is responsible for the tracking
3.23of the measures, the results of the strategic performance measures, and the strategies
3.24implemented to improve performance.
3.25 Subd. 3. Performance improvement plans. (a) Upon request of the commissioner
3.26of management and budget, the head of an executive agency must develop a new, or
3.27review an existing, performance improvement plan for each relevant public policy goal
3.28and related aligned strategic performance measures. The performance improvement plan
3.29must propose actions for achieving the goals and measurements created by the Northstar
3.30Council and must include input from aligned legislative committees and their chairs and
3.31the Department of Management and Budget. In addition, the performance improvement
3.32plan may include a description of how volunteer, service, nonprofit, and business sectors
3.33will be engaged in improving the strategic performance measurement.
3.34(b) The department or agency officer in charge of a strategic performance
3.35measurement may designate an existing working group or create a new working group
3.36in order to receive feedback, develop the performance improvement plan, and carry out
4.1the performance improvement plan. Working groups may include members from the
4.2public and private sectors but shall not include vendors that would directly benefit from
4.3contracts with this department or agency.
4.4 Sec. 4. [15D.04] AGENCY STRATEGIC PLANS; PERFORMANCE
4.5MANAGEMENT SYSTEMS.
4.6 Subdivision 1. Development of strategic plan. Each state agency and department
4.7listed in section 15.06 must work with the aligned legislative committees and their
4.8chairs and the Department of Management and Budget to prepare a strategic plan using
4.9an outcome-based approach for the agency or department under the commissioner's
4.10jurisdiction.
4.11 Subd. 2. Required content. Each agency strategic plan must be aligned with the
4.12state strategic plan and must identify key strategic outcomes as priorities for the next
4.13two bienniums and must include:
4.14(1) a mission statement for the agency or department;
4.15(2) outcome-based strategic performance measures within the state strategic plan
4.16that fall under the jurisdiction of the agency or department;
4.17(3) quality and productivity department or agency performance measures for
4.18determining performance for each major activity within the agency's or department's
4.19budget, and that measure the performance of state-mandated services or operations. All
4.20budget items must be assigned an outcome-based goal within the state strategic plan;
4.21(4) the methodology used to create the metrics to measure the performance measures;
4.22(5) the goal level of performance for each performance measure;
4.23(6) if progress has been made from the previous year on each performance measure;
4.24(7) a method by which the success or failure to achieve the outcome will be
4.25measured;
4.26(8) the executive official or owner responsible for achieving each performance
4.27measure;
4.28(9) the agency's or department's plans to achieve the goals and improve the
4.29department's performance within the department or agency plan; and
4.30(10) the projected costs for achieving the department's or agency's strategic plan.
4.31 Subd. 3. Private sector engagement. Notwithstanding any other law to the
4.32contrary, the department or agency may collaborate with the volunteer, nonprofit, service,
4.33and business sectors to develop the department's or agency's strategic plan and work with
4.34the council to support stakeholder agencies to separately or jointly seek and receive funds
4.35to provide expert technical assistance to the department, agency, council, participating
5.1counties, and any work groups or groups formed to execute the provisions of sections
5.215D.01 to 15D.07, including funding to develop the information resources infrastructure
5.3and to assist counties to design, implement, evaluate, and improve the innovations under
5.4section XXX.XX for MAGIC waivers.
5.5 Subd. 4. Performance improvement plans. Upon request of the commissioner
5.6of the agency or department of the aligned strategic plan, employees must develop
5.7a performance improvement plan for each performance measure. The performance
5.8improvement plan must include proposals and actions for achieving the goals and
5.9measurements. In addition, the performance improvement plan may include a description
5.10of how the volunteer, service, nonprofit, and business sectors will be engaged in improving
5.11performance in that area. The department or agency officer in charge of this performance
5.12measurement may designate an existing working group or create a new working group
5.13in order to receive feedback, develop the performance improvement plan, and carry out
5.14the performance improvement plan. Working groups may include members from the
5.15public and private sectors but shall not include vendors that would directly benefit from
5.16contracts with this department or agency.
5.17 Subd. 5. Northstar Council review. The Northstar Council must review each
5.18department and agency strategic plan developed under this section. The head of each
5.19agency or department must designate a key contact for each strategic performance
5.20measure. The key contact is responsible for tracking the results of the performance
5.21measure. The council may make suggestions to the governor on alignment between the
5.22state's and departments' strategic plans.
5.23 Subd. 6. Technical assistance. The Department of Management and Budget
5.24shall provide technical assistance to departments or agencies in the development of the
5.25department or agency plans, performance measures, and outcome-based budgeting. The
5.26Office of Enterprise Technology shall provide technological support in order to track
5.27performance and make information available to the public and shall review the feasibility
5.28of utilizing Minnesota Compass led by Wilder Research, and its professional and technical
5.29infrastructure, for information resource development to meet the purposes of sections
5.3015D.01 to 15D.07.
5.31 Sec. 5. [15D.05] IMPROVING AGENCY OPERATIONS AND PRODUCTIVITY.
5.32 Subdivision 1. Employee objectives and learning. Each state department and
5.33agency listed in section 15.06 must align all employee objectives and learning to the state
5.34and agency strategic plans, performance measures, and improvement plans.
6.1 Subd. 2. Report. Each state department and agency listed in section 15.06 shall
6.2recommend to the governor and the legislature by January 15 of each even-numbered year
6.3any statutory changes that will improve performance measures.
6.4 Subd. 3. Performance objectives. All state managers must set performance
6.5objectives for their units annually to be used in the annual performance appraisals of
6.6their employees. Each employee must have a learning and development plan. The
6.7commissioner of management and budget must conduct annual employee surveys to
6.8gather employee input on how agencies can improve performance.
6.9 Subd. 4. Governor review of agency performance. The governor shall hold an
6.10annual performance review with all of the state departments and agencies listed in section
6.1115.06 to ensure that they are making progress in implementing their strategic plans,
6.12performance measures, and improvement plans.
6.13 Sec. 6. [15D.06] PUBLIC REPORT CARD ON STATE PERFORMANCE.
6.14(a) Minnesota Management and Budget shall propose the form of a Minnesota
6.15state performance report card to the council for approval. The report card shall be made
6.16public by January 15, 2013, and be updated each year. the report card must be in a format
6.17easily understood by the public and include: (1) state policy goals; (2) the strategic
6.18performance measures; (3) the methodology used to create the metrics to measure the
6.19strategic performance measures; (4) the goal level of performance for each performance
6.20measure determined by the Northstar Council; (5) whether progress has been made
6.21from the previous year on each performance measure; (6) a statement of value to the
6.22taxpayer when possible; (7) a statement relating if the value has gone down or up from the
6.23previous year based on an indexed rate of change when possible; (8) the executive official
6.24responsible for achieving each performance measure; and (9) the legislative committee
6.25that has jurisdiction for the department or agency.
6.26(b) The commissioner of management and budget shall conduct an annual citizen
6.27survey to determine citizen perception of achievement of the state's goals and performance
6.28measures where applicable.
6.29 Sec. 7. [15D.07] BUDGETING BASED ON STATE STRATEGIC PLAN.
6.30(a) The governor shall propose a budget based on the state strategic plan. The
6.31commissioner of management and budget must work with state departments and agencies
6.32in developing their budgets based on the ten public goals in the state's strategic plan as well
6.33as the department and agency strategic plans, performance measures, and improvement
6.34plans. The governor's budget proposal must indicate the impact on achieving the state's
7.1goals. The budget must be presented by department or by goal achievement as outlined in
7.2the state's strategic plan.
7.3(b) Department or agency budget proposals must include integration of performance
7.4measures that allow objective determination of an activity's success in achieving strategic
7.5goals. Each department or agency shall include in the budget proposal an explanation of
7.6how the budget request promotes the strategic goals, performance measures, and outcomes
7.7outlined in the applicable strategic plan. For each change item in the budget proposal,
7.8the goal or performance measure to be achieved by the cost increase must be identified
7.9along with the method to evaluate whether or not the outcome has been achieved. The
7.10governor's budget must consider proposals to eliminate mandates and maintenance of
7.11effort provisions if alternative forms of service delivery can meet or exceed identified
7.12performance outcomes.
7.13(c) Budget targets shall be set by goal or outcome achieved, rather than by
7.14department. Budget items shall be evaluated and ranked within each budget to determine
7.15how well that budget item contributes to the achievement of the state's strategic goals.
7.16Budget items that lead to high outcome achievement will receive high budget priority,
7.17and budget items that lead to low outcome achievement will be ranked lower and may
7.18not receive funding.
7.19(d) The departments must present biannually to the aligned legislative committees
7.20on the achievement of the state's strategic goals through aligned strategic plans and
7.21performance measures. The chair of the aligned legislative committees may request
7.22updates at any time. The commissioner of management and budget shall work with
7.23department and agency staff to prepare fiscal notes that, in addition to financial impacts,
7.24also indicate how a bill will impact the achievement levels of the state's and departments'
7.25strategic plans and performance measures.
7.26(e) The legislature may use the performance measurement system to mandate
7.27performance measure outcomes for state agencies rather than mandating a process
7.28or service delivery mandate or maintenance of effort. The legislature must take
7.29implementation costs into account when setting mandates for performance-based
7.30outcomes.
1.3a state strategic plan and agency strategic plans;proposing coding for new law
1.4as Minnesota Statutes, chapter 15D.
1.5BE IT ENACTED BY THE LEGISLATURE OF THE STATE OF MINNESOTA:
1.6 Section 1. [15D.01] PURPOSE.
1.7The Minnesota action/accountability plan recognizes that the long-term success and
1.8high quality of life of Minnesota will depend on a dynamic approach to governance that
1.9brings public officials and citizens together to set a clear vision for the state's future built
1.10on a shared vision that is based upon a foundation of planning, performance management,
1.11accountability, and empowerment. This requires that the state: (1) creates a strategic
1.12plan; (2) innovates in the delivery of public services; and (3) measures its success in
1.13producing superior results for the citizens of the state. The provisions of this chapter shall
1.14be accomplished by the state legislature, the Office of the Governor, and state agencies
1.15within existing appropriations.
1.16 Sec. 2. [15D.02] MINNESOTA NORTHSTAR COUNCIL.
1.17 Subdivision 1. Establishment. The commissioner of management and budget must
1.18establish and convene the Minnesota Northstar Council to develop a state strategic plan
1.19which will include: (1) a mission statement for the state; (2) up to ten policy goals; and (3)
1.20up to 100 strategic performance measures.
1.21 Subd. 2. Membership. (a) The Minnesota Northstar Council shall consist of 17
1.22members and shall be led by an executive committee made up of the following members:
1.23(1) two members appointed by the governor;
2.1(2) one member appointed by the speaker of the house;
2.2(3) one member appointed by the minority leader of the house of representatives;
2.3(4) one member appointed by the majority leader of the senate; and
2.4(5) one member appointed by the minority leader of the senate.
2.5(b) The executive committee must appoint one member representing each of the
2.6following:
2.7(1) private business;
2.8(2) organized labor;
2.9(3) nonprofit organizations;
2.10(4) foundations;
2.11(5) counties;
2.12(6) cities;
2.13(7) townships;
2.14(8) school boards;
2.15(c) The executive committee shall also appoint one member each:
2.16(1) having expertise in performance measurement;
2.17(2) having expertise in redesign and planning; and
2.18(3) representing Minnesota youth.
2.19(d) The following are nonvoting members of the council:
2.20(1) the commissioner of management and budget or the commissioner's designee;
2.21(2) a member appointed by the Board of Regents of the University of Minnesota;
2.22(3) the state demographer; and
2.23(4) the state economist.
2.24(e) The governor shall designate one of the members of the council to serve as
2.25chair. The commissioner of management and budget shall provide staff assistance and
2.26administrative support to the council.
2.27(f) Members serve at the pleasure of the appointing authority. Members may be
2.28reimbursed for expenses as provided in section 15.059.
2.29(g) All actions of the council must be approved by a majority vote of a quorum
2.30of members appointed under paragraphs (a), (b), and (c) who are present at a meeting.
2.31The state strategic plan must be approved by an affirmative vote of at least nine voting
2.32members of the council, including at least four members of the executive committee.
2.33 Sec. 3. [15D.03] STATE STRATEGIC PLAN; STRATEGIC PERFORMANCE
2.34MEASURES.
3.1 Subdivision 1. Development. (a) The council, with advice from state departments
3.2and agencies and aligned legislative committee chairs and ranking minority caucus
3.3members, shall develop a state strategic plan which must include: (1) a mission
3.4statement for the state; (2) up to ten policy goals; and (3) up to 100 outcome-based
3.5strategic performance measures. Strategic performance measures are defined as a
3.6level of achievement by which the state and its departments can measure their own
3.7progress against internal or external standards. Strategic performance measures must be
3.8outcome-based measures.
3.9(b) In developing the state strategic plan, the council shall solicit, gather, and
3.10coordinate citizen input from citizens across the state. The council may consider the work
3.11and process of the Minnesota Milestones under the Department of Administration and
3.12Minnesota Compass, led by Wilder Research in developing the strategic plan and in the
3.13council's other work. The council must consider the use of social media to solicit input.
3.14(c) The council must complete the initial state strategic plan by August 1, 2012.
3.15The council shall review and approve changes to the strategic plan by January of each
3.16even-numbered year. The strategic plan shall undergo continuous review and improvement
3.17by the Northstar Council, and the council shall review each of the ten goal areas and
3.18aligned strategic measures at least once every ...................
3.19 Subd. 2. Strategic performance measures. The council or Minnesota Management
3.20and Budget must designate an owner for each strategic performance measure that the
3.21council establishes as a means of measuring progress toward accomplishment of the
3.22public policy goals established by the council. The owner is responsible for the tracking
3.23of the measures, the results of the strategic performance measures, and the strategies
3.24implemented to improve performance.
3.25 Subd. 3. Performance improvement plans. (a) Upon request of the commissioner
3.26of management and budget, the head of an executive agency must develop a new, or
3.27review an existing, performance improvement plan for each relevant public policy goal
3.28and related aligned strategic performance measures. The performance improvement plan
3.29must propose actions for achieving the goals and measurements created by the Northstar
3.30Council and must include input from aligned legislative committees and their chairs and
3.31the Department of Management and Budget. In addition, the performance improvement
3.32plan may include a description of how volunteer, service, nonprofit, and business sectors
3.33will be engaged in improving the strategic performance measurement.
3.34(b) The department or agency officer in charge of a strategic performance
3.35measurement may designate an existing working group or create a new working group
3.36in order to receive feedback, develop the performance improvement plan, and carry out
4.1the performance improvement plan. Working groups may include members from the
4.2public and private sectors but shall not include vendors that would directly benefit from
4.3contracts with this department or agency.
4.4 Sec. 4. [15D.04] AGENCY STRATEGIC PLANS; PERFORMANCE
4.5MANAGEMENT SYSTEMS.
4.6 Subdivision 1. Development of strategic plan. Each state agency and department
4.7listed in section 15.06 must work with the aligned legislative committees and their
4.8chairs and the Department of Management and Budget to prepare a strategic plan using
4.9an outcome-based approach for the agency or department under the commissioner's
4.10jurisdiction.
4.11 Subd. 2. Required content. Each agency strategic plan must be aligned with the
4.12state strategic plan and must identify key strategic outcomes as priorities for the next
4.13two bienniums and must include:
4.14(1) a mission statement for the agency or department;
4.15(2) outcome-based strategic performance measures within the state strategic plan
4.16that fall under the jurisdiction of the agency or department;
4.17(3) quality and productivity department or agency performance measures for
4.18determining performance for each major activity within the agency's or department's
4.19budget, and that measure the performance of state-mandated services or operations. All
4.20budget items must be assigned an outcome-based goal within the state strategic plan;
4.21(4) the methodology used to create the metrics to measure the performance measures;
4.22(5) the goal level of performance for each performance measure;
4.23(6) if progress has been made from the previous year on each performance measure;
4.24(7) a method by which the success or failure to achieve the outcome will be
4.25measured;
4.26(8) the executive official or owner responsible for achieving each performance
4.27measure;
4.28(9) the agency's or department's plans to achieve the goals and improve the
4.29department's performance within the department or agency plan; and
4.30(10) the projected costs for achieving the department's or agency's strategic plan.
4.31 Subd. 3. Private sector engagement. Notwithstanding any other law to the
4.32contrary, the department or agency may collaborate with the volunteer, nonprofit, service,
4.33and business sectors to develop the department's or agency's strategic plan and work with
4.34the council to support stakeholder agencies to separately or jointly seek and receive funds
4.35to provide expert technical assistance to the department, agency, council, participating
5.1counties, and any work groups or groups formed to execute the provisions of sections
5.215D.01 to 15D.07, including funding to develop the information resources infrastructure
5.3and to assist counties to design, implement, evaluate, and improve the innovations under
5.4section XXX.XX for MAGIC waivers.
5.5 Subd. 4. Performance improvement plans. Upon request of the commissioner
5.6of the agency or department of the aligned strategic plan, employees must develop
5.7a performance improvement plan for each performance measure. The performance
5.8improvement plan must include proposals and actions for achieving the goals and
5.9measurements. In addition, the performance improvement plan may include a description
5.10of how the volunteer, service, nonprofit, and business sectors will be engaged in improving
5.11performance in that area. The department or agency officer in charge of this performance
5.12measurement may designate an existing working group or create a new working group
5.13in order to receive feedback, develop the performance improvement plan, and carry out
5.14the performance improvement plan. Working groups may include members from the
5.15public and private sectors but shall not include vendors that would directly benefit from
5.16contracts with this department or agency.
5.17 Subd. 5. Northstar Council review. The Northstar Council must review each
5.18department and agency strategic plan developed under this section. The head of each
5.19agency or department must designate a key contact for each strategic performance
5.20measure. The key contact is responsible for tracking the results of the performance
5.21measure. The council may make suggestions to the governor on alignment between the
5.22state's and departments' strategic plans.
5.23 Subd. 6. Technical assistance. The Department of Management and Budget
5.24shall provide technical assistance to departments or agencies in the development of the
5.25department or agency plans, performance measures, and outcome-based budgeting. The
5.26Office of Enterprise Technology shall provide technological support in order to track
5.27performance and make information available to the public and shall review the feasibility
5.28of utilizing Minnesota Compass led by Wilder Research, and its professional and technical
5.29infrastructure, for information resource development to meet the purposes of sections
5.3015D.01 to 15D.07.
5.31 Sec. 5. [15D.05] IMPROVING AGENCY OPERATIONS AND PRODUCTIVITY.
5.32 Subdivision 1. Employee objectives and learning. Each state department and
5.33agency listed in section 15.06 must align all employee objectives and learning to the state
5.34and agency strategic plans, performance measures, and improvement plans.
6.1 Subd. 2. Report. Each state department and agency listed in section 15.06 shall
6.2recommend to the governor and the legislature by January 15 of each even-numbered year
6.3any statutory changes that will improve performance measures.
6.4 Subd. 3. Performance objectives. All state managers must set performance
6.5objectives for their units annually to be used in the annual performance appraisals of
6.6their employees. Each employee must have a learning and development plan. The
6.7commissioner of management and budget must conduct annual employee surveys to
6.8gather employee input on how agencies can improve performance.
6.9 Subd. 4. Governor review of agency performance. The governor shall hold an
6.10annual performance review with all of the state departments and agencies listed in section
6.1115.06 to ensure that they are making progress in implementing their strategic plans,
6.12performance measures, and improvement plans.
6.13 Sec. 6. [15D.06] PUBLIC REPORT CARD ON STATE PERFORMANCE.
6.14(a) Minnesota Management and Budget shall propose the form of a Minnesota
6.15state performance report card to the council for approval. The report card shall be made
6.16public by January 15, 2013, and be updated each year. the report card must be in a format
6.17easily understood by the public and include: (1) state policy goals; (2) the strategic
6.18performance measures; (3) the methodology used to create the metrics to measure the
6.19strategic performance measures; (4) the goal level of performance for each performance
6.20measure determined by the Northstar Council; (5) whether progress has been made
6.21from the previous year on each performance measure; (6) a statement of value to the
6.22taxpayer when possible; (7) a statement relating if the value has gone down or up from the
6.23previous year based on an indexed rate of change when possible; (8) the executive official
6.24responsible for achieving each performance measure; and (9) the legislative committee
6.25that has jurisdiction for the department or agency.
6.26(b) The commissioner of management and budget shall conduct an annual citizen
6.27survey to determine citizen perception of achievement of the state's goals and performance
6.28measures where applicable.
6.29 Sec. 7. [15D.07] BUDGETING BASED ON STATE STRATEGIC PLAN.
6.30(a) The governor shall propose a budget based on the state strategic plan. The
6.31commissioner of management and budget must work with state departments and agencies
6.32in developing their budgets based on the ten public goals in the state's strategic plan as well
6.33as the department and agency strategic plans, performance measures, and improvement
6.34plans. The governor's budget proposal must indicate the impact on achieving the state's
7.1goals. The budget must be presented by department or by goal achievement as outlined in
7.2the state's strategic plan.
7.3(b) Department or agency budget proposals must include integration of performance
7.4measures that allow objective determination of an activity's success in achieving strategic
7.5goals. Each department or agency shall include in the budget proposal an explanation of
7.6how the budget request promotes the strategic goals, performance measures, and outcomes
7.7outlined in the applicable strategic plan. For each change item in the budget proposal,
7.8the goal or performance measure to be achieved by the cost increase must be identified
7.9along with the method to evaluate whether or not the outcome has been achieved. The
7.10governor's budget must consider proposals to eliminate mandates and maintenance of
7.11effort provisions if alternative forms of service delivery can meet or exceed identified
7.12performance outcomes.
7.13(c) Budget targets shall be set by goal or outcome achieved, rather than by
7.14department. Budget items shall be evaluated and ranked within each budget to determine
7.15how well that budget item contributes to the achievement of the state's strategic goals.
7.16Budget items that lead to high outcome achievement will receive high budget priority,
7.17and budget items that lead to low outcome achievement will be ranked lower and may
7.18not receive funding.
7.19(d) The departments must present biannually to the aligned legislative committees
7.20on the achievement of the state's strategic goals through aligned strategic plans and
7.21performance measures. The chair of the aligned legislative committees may request
7.22updates at any time. The commissioner of management and budget shall work with
7.23department and agency staff to prepare fiscal notes that, in addition to financial impacts,
7.24also indicate how a bill will impact the achievement levels of the state's and departments'
7.25strategic plans and performance measures.
7.26(e) The legislature may use the performance measurement system to mandate
7.27performance measure outcomes for state agencies rather than mandating a process
7.28or service delivery mandate or maintenance of effort. The legislature must take
7.29implementation costs into account when setting mandates for performance-based
7.30outcomes.
