DHHS also offers online training modules for SAMS2, Live-Monitoring and the SDT reporting system. Note: The amounts include both standard and short-form service agreements. Source: VAGO based on DHHS data. Chart 2B shows the range of performance indicators in five different service agreements for “Family Integrated Services” activities as well as performance-based performance indicators, as requested by the activity description. Figure D6 Question 6: How long did you work as a contract service agent at DHHS? Contract enforcement meetings and review of progress at reasonable intervals. In the case of complex enterprise contracts and services, these meetings can take place as often as every two weeks or as rarely as every two months. To obtain property, it may be enough to have an email or a phone follow-up every two weeks. In the 12 service contracts selected, we found only two examples of performance measures clearly focused on quality of service: DHHS is launching a service review that identifies a high level of risk or problems with a funded organization. It can be collaborative or investigative in nature. Annual evaluation of the performance of organizations by monitoring teams. In this audit, we assessed whether DHHS has sufficient capacity to manage service contracts to ensure that funded organizations provide clients with agreed health and wellness support and outcomes. As part of the deployment of MACNI services, it is noted that organizations that provide MACNI`s service tables must submit reports on three key performance indicators (KPIS): this is the best way for agencies to adopt a structured approach to managing relationships with service providers.
A structured approach can include: “We are a small service organization in a small rural town. Our compliance requirements are well above the level of risk associated with providing the services we provide. Chart 3I summarizes the survey`s responses to our question about the amount of time DHHS employees spend each day monitoring and managing the performance of the funded organization. It shows that staff spend varying amounts of time on these tasks, with 21% of respondents saying they spend three to four hours a day monitoring and managing the performance of organizations. Figure 1B Standard structure of DHHS service contracts Examples of additional tasks performed by employees outside of their tasks are meeting services customers to solve individual problems and search for information and data for DHHS headquarters. While the impact descriptions contained in the TIP monitoring rules and live tracking rules cover the same content with minor text changes, they are not as clear and concise as the evaluation descriptions contained in SAMS2 for recording live surveillance problems. An example of a difference in the evaluation descriptions is illustrated in Figure 4E. Apply negotiation capabilities and expertise to ensure that benefits are realized and that ongoing service improvements are identified and implemented. Despite these instructions, we have not been able to find in SAMS2 data sets that clearly show performance information – generated by FOPMF or otherwise – to inform future funding decisions for service agreements. According to DHHS, the evidence underlying funding decisions relating to the service agreement is stored in the “Annexs” tab for each agreement in SAMS2.
However, the information stored on this site did not indicate funding decisions that would take into account, if any, past performance. The absence of subsequent variation compliance audits since 2016/2017 limits the assurance that DHHS approves and processes changes to service agreements in a consistent and evidence-based manner. DHHS spends approximately $2.8 billion per year on organizations funded to provide services to Victorians through service agreements.