HomeMy WebLinkAboutResolutions - 1993.07.15 - 22735MISCELLANEOUS RESOLUTION#93118 July 15, 1993
BY: GENERAL GOVERNMENT COMMITTEE, DONALD W. JENSEN, CHAIRPERSON
IN RE: DEPARTMENT OF INSTITUTIONAL AND HUMAN SERVICES/COMMUNITY
MENTAL HEALTH - FULL MANAGEMENT TRANSITION ADVISORY TEAM
TO THE OAKLAND BOARD OF COMMISSIONERS
Chairperson, Ladies and Gentlemen:
WHEREAS the Board of Commissioners, by M.R.#93092 dated May
27, 1993, authorized the Oakland County Community Mental Health
Services Board to execute a full management contract with the State
of Michigan's Department of Mental Health; and
WHEREAS the Mental Health Code empowers the Board of
Commissioners to establish county procedures and regulations
governing the conduct of county community mental health programs,
such authority is incorporated in the full management contract;
and
WHEREAS the Board of Commissioners, by M.R. #6931 dated May
19, 1974, created a Community Mental Health - County Executive
Administrative reporting structure through the Department of
Institutional and Human Services and have, on previous occasions,
required the Community Mental Health Division to utilize and
coordinate administrative functions with County Executive
departments; and
WHEREAS the transition to full management will require
considerable organizational and programmatic changes and will
increase almost three-fold the amount of community mental health
funds under County control; and
WHEREAS effective and expeditious conversion to full
management will require the cooperation of all county departments
and policy making bodies.
NOW THEREFORE BE IT RESOLVED that the Oakland County Board of
Commissioners creates a Transition Advisory Team consisting of two
members of the Board of Commissioners and two members of the
Community Mental Health Board, such appointments to be made by the
respective chairpersons, also three appointees from the County
Executive's departments.
BE IT FURTHER RESOLVED that the Transition Advisory Team's
mission statement is:
"The mission of the Community Mental Health Transition
Advisory Team is to coordinate the development of a plan to
ensure a high quality, cost-effective mental health delivery
system in Oakland County. Input will be sought from
stakeholders, advocacy groups, the Oakland County Board of
Commissioners, the Oakland County Community Mental Health
Services Board, County management, and other interested
parties."
BE IT FURTHER RESOLVED that the transition advisory team shall
develop recommendations and advise the Mental Health Board, and
ultimately the Board of Commissioners, on matters concerning the
transition to full management and such other subjects as more
specifically described in the attached report.
Chairperson, on behalf of the General Government Committee, I
move the adoption of the foregoing resolution.
GENERAL GOVERNMENT COMMITTEE
EX-OFFICIO
MEMBERS
CONSULTANT
MENTAL HEALTH
MANAGEMENT
COUNTY
EXECUTIVE
ADMINISTRATION'
COMMITTEE
TRANSITION ADVISORY TEAM
MENTAL HEALTH
BOARD
ADVOCACY
GROUPS
Transition Team:
3 Executive Appointees
2 Commissioner Appointees
2 Mental Health Board Appointees
Ex-Officios:
Chair. Mental Health Board
Chair. Board of Commissioners
County Executive
Administration Committee:
Personnel
Accounting
Computer
Budget
Op. Review
Program Committees:
to be developed by
client group and/or
program issues.
PRESENTATION TO COMMUNITY MENTAL HEALTH SERVICES BOARD 6/8/93
FULL MANAGEMENT TRANSITION TEAM
The County Executive, County Board of Commissioners, and the
County Community Mental Health (CMH) Services Board worked
diligently to achieve the current full management agreement. The
common goal is to provide high quality, cost-effective mental
health services to County residents under the full management
agreement.
Full management increases not only the annual County rental
health expenditures under County control from approximately $30
million to $96 million, but also the level of responsibility and
service to cover all mental health needs of County residents. By
the year 2000, the County may have expended $750 million towards
mental health services. Presently, the $96 million to be
expended under full management represents one quarter of all
County expended dollars expected for the 1994 calendar year. It
is critical that the programs initiated under full management
begin in an orderly and effective manner.
OBJECTIVES OF THE TRANSITION TEAM
The transition team will:
* Be an advisory group to the CMH Services Board, County Board
of Commissioners, and County Executive on issues related to
implementation of full management, making certain that
consistent information flows between the groups.
Hire a management consultant to evaluate the current
operating policies and procedures, organizational structure,
and proposed changes to implement full management.
Act as a "think tank" for providing new and efficient ways
to provide mental health services. The transition team
should have contact with other full management mental health
service providers to ensure that the best programs offered
to other county residents are adopted in Oakland County.
Coordinate the County resources for the Departments of
Personnel, Management and Budget, Facilities and Operations,
and Computer Services, among others.
Identify mental health consumer and other stakeholder
(advocacy groups) concerns through open forums. It is
likely that the stakeholder concerns may conflict among
themselves, be in conflict with County policies and
otherwise be difficult to address. This transition team
will be the first step in assessing these potentially
conflicting stakeholder objectives.
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ORGANIZATION OF TRANSITION TEAM
To minimize the concerns of the mental health consumers, and
public officials, over this significant operating change, it is
recommended that a transition team be established to coordinate
the implementation of full management. That team should include
two cMH services Board appointees, two Board of Commissioner
appointees, and three County Executive appointees. An exhibit
has been included indicating the organization structure of the
transition team relative to other stakeholders.
The County Executive's appointees would be:
* Douglas Williams, Deputy County Executive
* Monty sharobeem, Director - Department of Institutional and
Human Services
* Robert Daddow, Director - Department of Management and
Budget
The ex-officio members of the Chairmen of the CMH Services Board
and Board of Commissioners, as well as the County Executive,
would likely not be involved in theday to day activities of the
transition team. Rather, their input would be sought in
coordinating resolution of issues with the respective Boards
should they arise.
The advocacy groups would fulfill two separate functions:
* At the outset of the transition team planning effort,
advocacy groups would be requested to provide their initial
concerns and recommendations to the transition team. An
open forum presentation should be considered. This effort
would provide a basis for forming the issues to be
considered in the planning process.
* The advocacy groups should be represented on the various
program committees. These committees, which would report to
the transition team, would be established to address the
specific operating concerns identified at the outset of the
planning process.
The number and type of program committees established can not be
adequately identified at the present time. Input from the
advocacy groups would affect the size and tasks undertaken by the
committees. The committee addressing administrative issues
(personnel, computer services, accounting, budgeting, purchasing,
etc.) can be identified without advocacy group input. To the
extent that their input at the outset of the transition team
planning effort identifies issues to be addressed by the
administrative committee, these issues will be incorporated in
the administrative committee efforts as well.
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ACTION STEPS
The action steps must be segregated into immediate, short-term,
and longer-term efforts, as follows:
Immediate (first several weeks):
- The CMH Services Board and Board of Commissioners should
appoint their respective transition team members.
- Critical issues, which would involve immediate actions,
should be identified and addressed. One such issue is
the clinical personnel to be obtained to initiate the
single entry / single exit system at State institutions.
- Identify the shorter-term and longer-term objectives.
- Identify the advocacy groups, contact them for their
respective presentations and then, hold the
presentations. Each presentation should be relatively
short in duration (between 30 to 45 minutes) as the
groups will be able to further define their concerns as
the transition team continues in its efforts.
* Short-term (two weeks to three months):
- Identify the issues discussed in the advocacy group
presentations and document.
- Identify the various program committees to be established
and select the committee membership. It is likely that
CMH Services Board members, advocacy group members, other
Board of Commissioner members and other interested
citizens could participate in the program committees.
- Assign specific tasks to be undertaken, investigated and
the results expected from the program committees.
- The advocacy group issues will assist in the definition
of the roles and responsibilities of the outside
consultant. Define the outside consultant's scope, seek
proposals and hire the consultant.
- The administrative committee members should be identified
and their tasks defined. The likely committee members
would be individuals from the following departments or
divisions: Personnel, Computer Services, Budget,
Accounting, Risk Management, and Purchasing.
* Long-term (three months to one year, or more):
- By the month after the advocacy groups have made their
presentations, the program committees should be underway.
The transition team should be coordinating the efforts of
the committees and communicating the progress of the
committees to the CMH Services Board, Board of
Commissioners, and County Executive.
- One of the tasks of the consultant would be to coordinate
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the various meetings held of the program and
administrative committees to ensure a consistent product.
- The various plans of the committees should be assembled
and presentations made by the committees to the
transition team.
- The transition team should review the individual plans,
identify conflicts with the plans and / or other concerns
and develop an overall plan for mental health services.
- The transition team should develop an overall plan
(derived from the individual committee plans) to be
presented to the CMH Services Board for approval. The
CMH Services Board can accept the transition team plan as
drafted or modify the plan at the Board so desires.
Once the transition team plan has been approved by the CMH
Services Board, the transition team would be dissolved. However,
should it be considered necessary, the transition team could be
maintained in tact to ensure that certain aspects of the plan
were properly implemented.
Minutes of each of the transition team and committee meetings
should be maintained and published to ensure that there is a
written document for reference. Periodic reports should be
prepared as a communication vehicle for the various groups: CMH
Services Board, Board of Commissioners and County Executive.
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Resolution #93118 July 15, 1993
Moved by Jensen supported by Huntoon the resolution be adopted.
AYES: Garfield, Gosling, Huntoon, Jensen, Johnson, Kaczmar, Kingzett, Law,
McCulloch, McPherson, Miltner, Moffitt, Oaks, Obrecht, Palmer, Pernick, Powers,
Price, Schmid, Taub, Wolf, Aaron, Crake, Dingeldey, Douglas. (25)
NAYS: None. (0)
A sufficient majority having voted therefor, the resolution was adopted.
STATE OF MICHIGAN)
COUNTY OF OAKLAND)
I, Lynn D. Allen, Clerk of the County of Oakland, do hereby certify that the
foregoing resolution is a true and accurate copy of a resolution adopted by the
Oakland County Board of Commissioners on July 15,1993 with the original record
thereof now remaining in my office.
In Testimony Whereof, I have hereunto set my hand and affixed the seal of the
County of Oakland at Pontiac, Michigan this 15th. day of July, 1993
Lyfln D. Allen, County Clerk