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Minnesota Council for Quality Driving Excellence, Sustaining the Journey

Minnesota Council for Quality Driving Excellence, Sustaining the Journey Landmark Center, St. Paul, MN May 18, 2010. Minnesota Department of Human Services L. Read Sulik, MD, Assistant Commissioner Chemical & Mental Health Services Administration.

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Minnesota Council for Quality Driving Excellence, Sustaining the Journey

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  1. Minnesota Council for Quality Driving Excellence, Sustaining the Journey Landmark Center, St. Paul, MN May 18, 2010 Minnesota Department of Human ServicesL. Read Sulik, MD, Assistant CommissionerChemical & Mental Health Services Administration

  2. Starting the Baldrige Journey:Certainty in an Uncertain Future Legislative Direction Budget Pressures System Inefficiencies Gaps and Barriers to Access and Effectiveness

  3. Confluence of Pressures TIME 3

  4. Chemical & Mental Health Services Administration (CMHS) 4

  5. Decision to Apply for Minnesota Quality Award • 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

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

  19. THE END

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