Driving Quality – which seat are you in QAIHC Accreditation Workshop Unna Liddy, 20|20 Integrated Solutions [email protected] Gail Wason, CEO Mulungu.

20|20 Integrated Solutions and Mulungu Aboriginal Corporation Medical Centre

Monitoring and Analysis - The Journey - Trend Reporting

Driving Quality – which seat are you in QAIHC Accreditation Workshop

Unna Liddy, 20|20 Integrated Solutions [email protected]

Gail Wason, CEO Mulungu Aboriginal [email protected]

The journey begins at the strategic level

Examples of KPIs included in Strategic Plan• A dedicated Health and Wellbeing team is

established by 2011• Percentage of high needs clients under case

management • Percentage of eligible clients with a General

Practitioner Management Plan or Team Care Arrangement

• Number of specialist and allied health services provided and percentage of clients attending

• Percentage of eligible clients with completed health checks and assessments.

• Percentage of clients demonstrating improved health indicators

• Percentage of Aboriginal Health Worker reimbursement claims through Medicare

• Chart Audit competed bi-monthly and tabled at clinical meetings to identify improvement opportunities

• Percentage of home visits provided and number of clients assisted

• Transport services provided to assist clients to access specialist and allied health services

Background

In developing Mulungu’s Strategic Plan (2013-16) the organisation asked itself:In implementing the strategies in the plan what

would success look like? What key performance indicators would assist

Mulungu to monitor and measure the effectiveness of the strategies in the plan?

How was Mulungu already measuring its performance?

OATSIH Action Plan

150 measures

Quality Objectives23 KPIs

Previous Strategic

Plan30 KPIs

230 Measures/KPIs

Issues

No alignment of KPIs between various planning documents

Given the number of KPIs it was impossible for management and Board to monitor all KPIs

No strategic framework in place to assist management to identify what KPIs should be in place

What could Mulungu use to help guide what it measures?Should we just rely on KPIs included in

funding contracts?Should we refer to standards?Is there a framework that we could use?

National Aboriginal and Torres Strait Islander Health Performance FrameworkTier 1 – Health Status and OutcomesTier 2 – Determinants of HealthTier 3 – Health System Performance

How did Mulungu’s KPIs align with the Framework?

OATSIH Action Plan

Quality Objectives

Tier 1 – Health Status and Outcomes

22 indicators aligned

0 aligned

Tier 2 – Determinants of Health

5 indicators aligned 3 aligned

Tier 3 – Health System Performance

50 indicators aligned

12 aligned

Other 132 indictors didn’t align

19 indicators didn’t align

Using the Framework as a guide – Mulungu’s new KPIsNational ATSI Health Framework

Mulungu KPI – included in all plans

Tier 1 – Health Status and Outcomes

14 KPIs measure health conditions

Tier 2 – Determinants of Health

6 KPIs measure client’s access to health services and health risk taking behaviours

Tier 3 – Health System Performance

27 KPIs measure Mulungu’s performance as a health service

Total 47 KPIs

Trend Report–Tier 1 Health Status and Outcomes

Trend Report–Tier 2 Determinants of Health

Trend Report–Tier 3Health System Performance

Where do the trend reports go?

Trend report 47 KPIs

(6 monthly)

Management Review

Committee

Leadership Team

Improve Performan

ce

Conclusion - Learning

Too many KPIs make data analysis impossibleKPIs need to be measurableSetting performance benchmarks helps to

identify where improvements are neededUsing a framework to determine what to

measure is helpful eg. National ATSI HPFTrend reporting helps to analyse the

organisation’s performance over time