minnesota council for quality driving excellence, sustaining the journey landmark center, st. paul,...
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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