Transcript Requirements of a Quality Management System

Driving Quality – which seat are you in
QAIHC Accreditation Workshop
Unna Liddy, 20|20 Integrated Solutions
[email protected]
Gail Wason, CEO Mulungu Aboriginal Corporation
[email protected]
20|20 Integrated Solutions and Mulungu
Aboriginal Corporation Medical Centre
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?
Quality
Objectives
23 KPIs
OATSIH
Action Plan
150 measures
Previous
Strategic Plan
30 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 Framework
 Tier 1 – Health Status and Outcomes
 Tier 2 – Determinants of Health
 Tier 3 – Health System Performance
How did Mulungu’s KPIs align with the
Framework?
OATSIH Action Plan
Quality Objectives
Tier 1 –
22 indicators aligned
Health Status and Outcomes
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 KPIs
National 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 3
Health System Performance
Where do the trend reports go?
Trend report
47 KPIs
(6 monthly)
Management
Review
Committee
Leadership Team
Improve
Performance
Conclusion - Learning
 Too many KPIs make data analysis impossible
 KPIs need to be measurable
 Setting performance benchmarks helps to identify
where improvements are needed
 Using a framework to determine what to measure is
helpful eg. National ATSI HPF
 Trend reporting helps to analyse the organisation’s
performance over time