driving quality – which seat are you in qaihc accreditation workshop unna liddy, 20|20 integrated...
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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