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Monitoring and Analysis - The Journey - Trend Reporting

Monitoring and Analysis - The Journey - Trend Reporting. Driving Quality – which seat are you in QAIHC Accreditation Workshop Unna Liddy, 20|20 Integrated Solutions unna@2020is.com.au Gail Wason, CEO Mulungu Aboriginal Corporation gwason@mulungu.org.au.

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Monitoring and Analysis - The Journey - Trend Reporting

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  1. Monitoring and Analysis - The Journey - Trend Reporting Driving Quality – which seat are you in QAIHC Accreditation Workshop Unna Liddy, 20|20 Integrated Solutions unna@2020is.com.au Gail Wason, CEO Mulungu Aboriginal Corporation gwason@mulungu.org.au 20|20 Integrated Solutions and Mulungu Aboriginal Corporation Medical Centre

  2. 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

  3. 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?

  4. How was Mulungu already measuring its performance? Quality Objectives 23 KPIs OATSIH Action Plan 150 measures Previous Strategic Plan 30 KPIs 230 Measures/KPIs

  5. 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

  6. 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 frameworkthat we could use?

  7. 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

  8. How did Mulungu’sKPIs align with the Framework?

  9. Using the Framework as a guide – Mulungu’s new KPIs

  10. Trend Report–Tier 1 Health Status and Outcomes

  11. Trend Report–Tier 2 Determinants of Health

  12. Trend Report–Tier 3Health System Performance

  13. Where do the trend reports go? Improve Performance

  14. 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 ATSIHPF • Trend reporting helps to analyse the organisation’s performance over time

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