Minnesota Council for Quality Driving Excellence, Sustaining the Journey Landmark Center, St. Paul, MN May 18, 2010

2. Starting the Baldrige Journey: Certainty in an Uncertain Future

3. Confluence of Pressures There have been ongoing concerns and frustrations expressed with barriers to access to services. The CBHH model was the initial transition out of the regional treatment centers. 160 beds were developed in 10 CBHHs. Last year the occupancy of the CBHH beds was about half of capacity even though there continued to be the need expressed for improved access to services. Yet last year over 1,600 individuals were served at a cost of just over 35 million dollars with an average LOS of about 20 days. At the same time at Anoka Regional Treatment Center 540 individuals were served at a cost of over 38 million dollars with an average LOS of about 100 days. We have significant inefficiencies in the system given the LOCUS data and not having the levels of care matching appropriately the individuals level of care needs. Another budget pressure are the potential impacts of GAMC and how it would affect State Operated Services programs. There have been ongoing concerns and frustrations expressed with barriers to access to services. The CBHH model was the initial transition out of the regional treatment centers. 160 beds were developed in 10 CBHHs. Last year the occupancy of the CBHH beds was about half of capacity even though there continued to be the need expressed for improved access to services. Yet last year over 1,600 individuals were served at a cost of just over 35 million dollars with an average LOS of about 20 days. At the same time at Anoka Regional Treatment Center 540 individuals were served at a cost of over 38 million dollars with an average LOS of about 100 days. We have significant inefficiencies in the system given the LOCUS data and not having the levels of care matching appropriately the individuals level of care needs. Another budget pressure are the potential impacts of GAMC and how it would affect State Operated Services programs.

4. CMHS Is the largest of five administrations in the Department of Human Services in terms of # of employees. Is the mental health & chemical health authority for the State of Minnesota & is comprised of four distinct divisions. CMHS Is the largest of five administrations in the Department of Human Services in terms of # of employees. Is the mental health & chemical health authority for the State of Minnesota & is comprised of four distinct divisions.

5. The Risks to a State Agency The report is public, could be interpreted many ways Opens CMHS Administration for more public scrutiny The Opportunities Transparency across the Administration Better Stewardship Demonstrate commitment to improvement Clearly, It�s the Right Thing To Do Decision to Apply for Minnesota Quality Award

6. Charge for CMHS on Arrival Achieving Excellence Goals To support Eight Goals for Achieving Excellence Eradicate stigma of mental health & addictions Improve access to the right care at the right time Establish best practices & quality standards of care Break down silos & integrate services Reduce overall cost of care Prevent mental illness & addictions Reduce the consequences of mental illness & addictions Celebrate diversity and reduce disparity in access and outcomes for racial and ethnic populations

7. Charge for CMHS on Arrival Achieving Excellence Goals

8. The Application Process& Baldrige Criteria No one in the Minnesota Department of Human Services DHS had ever applied Business Model vs State Agency Strategic Plan? Performance Results? Questions not Often Asked in Public Service Baldrige Express Application Baldrige Express Survey

9. Minnesota Quality AwardFeedback Report Senior leaders desire to improve the organization Provision of high quality of care & services Strong partnerships Use of technology to enhance communication Committed employees

10. Baldrige CriteriaSupporting Quality Improvement The Minnesota Council for Quality application and evaluation process clarified the need to change our leadership structure

11. Baldrige CriteriaSupporting Quality Improvement Revised Leadership Structure Smaller, very focused Executive Team (9 people) Larger, multi-function Senior Leadership Team (24 people) New Organizational Excellence & Planning Branch

12. Baldrige CriteriaSupporting Quality Improvement Chemical & Mental Health Chose Two Opportunity for Improvement Areas as a Start Communication Planning & Alignment

13. Communication Internal communication Improved use of technological resources to deliver key messages & create modes of two way communication Employee Newsletter Webinars Live Video Broadcasts Blog & Staff Discussion Forums

14. Communication External communication & relations Establishment of the Legislative & Stakeholder Relations Manager Assessing Stakeholder Relations Gaps & Needs Focused on implementing a fully integrated and centralized approach to stakeholder and community relations efforts Positions CMHS as thought leaders and increases awareness of programs & services Improves communication & relationships with Stakeholders

15. Planning & Alignment Planning in Line with 8 Achieving Excellence Goals Small group process with direct representation on Senior Leadership Team Diversity Council with direct representation on Senior Leadership Team Will establish planning guidance and review process for the Administration Involve External Stakeholders in Alignment with 8 Goals

16. Planning & Alignment Created a Performance Results Team Identify reliable data collected over time Establish benchmarks internally and against national criteria Building a dashboard of measures to assist in analysis of spending and activity Build an analytic model to assess performance and improve

17. CMHS Beginning Steps � Short Term Goals Refine Strategic Goals: Deploy & support these goals by Establishment of systematic process to measure CMHS performance Monitoring progress towards goals Adopt a systematic process to improve all work

18. CMHS Beginning Steps � Long Range Goals Full alignment of effort across CMHS resulting in Workforce engagement To ensure full contribution to organization success Organization- wide process management system To nimbly respond to change Integration of CMHS MN specialty healthcare system

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