1. 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

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

3. Confluence of Pressures TIME 3

4. Chemical & Mental Health Services Administration Adult Mental Health Division Children’s Mental Health Division Alcohol & Drug Abuse Division State Operated Services 4 Chemical & Mental Health Services Administration (CMHS)

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 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 Award Feedback 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 Criteria Supporting Quality Improvement The Minnesota Council for Quality application and evaluation process clarified the need to change our leadership structure

11. Baldrige Criteria Supporting 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 Criteria Supporting 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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