Minnesota Council for QualityDriving Excellence, Sustaining the Journey

Landmark Center, St. Paul, MNMay 18, 2010

Minnesota Department of Human ServicesMinnesota Department of Human ServicesL. Read Sulik, MD, Assistant CommissionerL. Read Sulik, MD, Assistant Commissioner

Chemical & Mental Health Chemical & Mental Health Services AdministrationServices Administration

Starting the Baldrige Journey:Starting the Baldrige Journey:

Certainty in an Uncertain FutureCertainty in an Uncertain Future

Gaps and Barriers

to Access and Effectiveness

System Ineffi

ciencies

Budget Pre

ssure

s

Legislativ

e Dire

ction

Confluence of Confluence of PressuresPressures

TIME

3

4

Chemical & Mental Health Chemical & Mental Health Services Administration (CMHS)Services Administration (CMHS)

The Risks to a State AgencyThe Risks to a State Agency– The report is public, could be interpreted The report is public, could be interpreted

many waysmany ways– Opens CMHS Administration for more public Opens CMHS Administration for more public

scrutinyscrutiny

The OpportunitiesThe Opportunities– Transparency across the AdministrationTransparency across the Administration– Better StewardshipBetter Stewardship– Demonstrate commitment to improvementDemonstrate commitment to improvement

Clearly, It’s the Right Thing To DoClearly, It’s the Right Thing To Do

Decision to Apply for Decision to Apply for Minnesota Quality AwardMinnesota Quality Award

Charge for CMHS on Arrival Charge for CMHS on Arrival Achieving Excellence GoalsAchieving Excellence Goals

To support Eight Goals for Achieving ExcellenceTo support Eight Goals for Achieving Excellence– Eradicate stigma of mental health & addictionsEradicate stigma of mental health & addictions– Improve access to the right care at the right timeImprove access to the right care at the right time– Establish best practices & quality standards of careEstablish best practices & quality standards of care– Break down silos & integrate servicesBreak down silos & integrate services– Reduce overall cost of careReduce overall cost of care– Prevent mental illness & addictionsPrevent mental illness & addictions– Reduce the consequences of mental illness & Reduce the consequences of mental illness &

addictionsaddictions– Celebrate diversity and reduce disparity in access and Celebrate diversity and reduce disparity in access and

outcomes for racial and ethnic populations outcomes for racial and ethnic populations

Charge for CMHS on Arrival Charge for CMHS on Arrival Achieving Excellence GoalsAchieving Excellence Goals

We must all be engaged and fulfilled in We must all be engaged and fulfilled in our work in order to accomplish these our work in order to accomplish these

goals.goals.

The Application ProcessThe Application Process& Baldrige Criteria& Baldrige Criteria

No one in the Minnesota Department of Human No one in the Minnesota Department of Human Services DHS had ever appliedServices DHS had ever applied

Business Model vs State AgencyBusiness Model vs State Agency

Strategic Plan? Strategic Plan?

Performance Results?Performance Results?

Questions not Often Asked in Public ServiceQuestions not Often Asked in Public Service

Baldrige Express ApplicationBaldrige Express Application

Baldrige Express SurveyBaldrige Express Survey

Minnesota Quality AwardMinnesota Quality AwardFeedback ReportFeedback Report

Senior leaders desire to improve the Senior leaders desire to improve the organizationorganization

Provision of high quality of care & servicesProvision of high quality of care & services

Strong partnershipsStrong partnerships

Use of technology to enhance Use of technology to enhance communicationcommunication

Committed employeesCommitted employees

Baldrige CriteriaBaldrige CriteriaSupporting Quality ImprovementSupporting Quality Improvement

The Minnesota Council for Quality The Minnesota Council for Quality application and evaluation process application and evaluation process clarified the need to change our leadership clarified the need to change our leadership structurestructure

Baldrige CriteriaBaldrige CriteriaSupporting Quality ImprovementSupporting Quality Improvement

Revised Leadership StructureRevised Leadership Structure– Smaller, very focused Executive Team (9 Smaller, very focused Executive Team (9

people)people)– Larger, multi-function Senior Leadership Larger, multi-function Senior Leadership

Team (24 people)Team (24 people)– New Organizational Excellence & Planning New Organizational Excellence & Planning

BranchBranch

Baldrige CriteriaBaldrige CriteriaSupporting Quality ImprovementSupporting Quality Improvement

Chemical & Mental Health Chose Two Chemical & Mental Health Chose Two Opportunity for Improvement Areas as a Opportunity for Improvement Areas as a StartStart– CommunicationCommunication– Planning & AlignmentPlanning & Alignment

CommunicationCommunication

Internal communicationInternal communication– Improved use of technological resources to Improved use of technological resources to

deliver key messages & create modes of two deliver key messages & create modes of two way communicationway communication

Employee NewsletterEmployee Newsletter

WebinarsWebinars

Live Video BroadcastsLive Video Broadcasts

Blog & Staff Discussion ForumsBlog & Staff Discussion Forums

CommunicationCommunication

External communication & relationsExternal communication & relations– Establishment of the Legislative & Stakeholder Establishment of the Legislative & Stakeholder

Relations ManagerRelations ManagerAssessing Stakeholder Relations Gaps & NeedsAssessing Stakeholder Relations Gaps & Needs

Focused on implementing a fully integrated and Focused on implementing a fully integrated and centralized approach to stakeholder and community centralized approach to stakeholder and community relations effortsrelations efforts

Positions CMHS as thought leaders and increases Positions CMHS as thought leaders and increases awareness of programs & servicesawareness of programs & services

Improves communication & relationships with Improves communication & relationships with StakeholdersStakeholders

Planning & AlignmentPlanning & Alignment

Planning in Line with 8 Achieving Planning in Line with 8 Achieving Excellence GoalsExcellence Goals– Small group process with direct Small group process with direct

representation on Senior Leadership Teamrepresentation on Senior Leadership Team– Diversity Council with direct representation on Diversity Council with direct representation on

Senior Leadership TeamSenior Leadership Team– Will establish planning guidance and review Will establish planning guidance and review

process for the Administrationprocess for the Administration

Involve External Stakeholders in Involve External Stakeholders in Alignment with 8 GoalsAlignment with 8 Goals

Planning & AlignmentPlanning & Alignment

Created a Performance Results TeamCreated a Performance Results Team– Identify reliable data collected over timeIdentify reliable data collected over time– Establish benchmarks internally and against Establish benchmarks internally and against

national criterianational criteria– Building a dashboard of measures to assist in Building a dashboard of measures to assist in

analysis of spending and activityanalysis of spending and activity– Build an analytic model to assess Build an analytic model to assess

performance and improveperformance and improve

CMHS Beginning Steps –CMHS Beginning Steps – Short Term GoalsShort Term Goals

Refine Strategic Goals: Deploy & support Refine Strategic Goals: Deploy & support these goals bythese goals by– Establishment of systematic process to Establishment of systematic process to

measure CMHS performance measure CMHS performance – Monitoring progress towards goalsMonitoring progress towards goals– Adopt a systematic process to improve all Adopt a systematic process to improve all

workwork

CMHS Beginning Steps –CMHS Beginning Steps – Long Range GoalsLong Range Goals

Full alignment of effort across CMHS Full alignment of effort across CMHS resulting in resulting in – Workforce engagement Workforce engagement

To ensure full contribution to organization successTo ensure full contribution to organization success

– Organization- wide process management Organization- wide process management system system

To nimbly respond to change To nimbly respond to change

Integration of CMHS Integration of CMHS – MN specialty healthcare systemMN specialty healthcare system

THE ENDTHE END