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Building the evidence for service and workforce reform – a case study Institute for Urban Indigenous Health

Building the evidence for service and workforce reform – a case study Institute for Urban Indigenous Health Health Workforce Australia Conference Adelaide Nov 2013. Life expectancy at birth in selected countries.

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Building the evidence for service and workforce reform – a case study Institute for Urban Indigenous Health

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  1. Building the evidence for service and workforce reform – a case study Institute for Urban Indigenous Health Health Workforce Australia Conference Adelaide Nov 2013

  2. Life expectancy at birth in selected countries Source: Population Division of DESA UN Secretariat: World Population Prospects: the 2008 Revision Population Database www.un.org

  3. Causes of excess mortality * External causes include intentional self-harm, accidents, assaults, poisoning

  4. Burden of disease – Disability Adjusted Life Years (DALYs) Vos T, Barker B, Stanley L, Lopez AD 2007. The burden of disease and injury in Aboriginal and Torres Strait Islander peoples 2003. Brisbane: School of Population Health, The University of Queensland.

  5. % Indigenous Health Gap (DALYs) by selected causes – by remoteness Vos T, Barker B, Stanley L, Lopez AD 2007. The burden of disease and injury in Aboriginal and Torres Strait Islander peoples 2003. Brisbane: School of Population Health, The University of Queensland.

  6. Maternal and neonatal outcomes for an urban Indigenous population compared with their non-Indigenous counterparts Sue Kildea, Helen Stapleton, Rebecca Murphy, MachelleeKosiak and Kristen Gibbons. BMC Pregnancy and Childbirth 2013, 13:167  doi:10.1186/1471-2393-13-167

  7. Projected Indigenous population 2006 - 2031 Nicholas Biddle: CAEPR Indigenous Population Project 2011 Census Papers No. 14/2013 – Population Projections. http//caepr.anu.edu.au/publications/censuspapers.php

  8. Nicholas Biddle: CAEPR Indigenous Population Project 2011 Census Papers No. 14/2013 – Population Projections. http//caepr.anu.edu.au/publications/censuspapers.php

  9. No. of completed health assessments 2008-09

  10. What was the evidence in SEQ? • Limited reliable evidence available on the specific needs of urban Aboriginal and Torres Strait Islander people in SEQ • Approximately 20-25% of the Aboriginal and Torres Strait Islander population were accessing ATSICCHS clinics; limited evidence available suggested mainstream was not well equipped to be able to respond • Focus of Indigenous specific COAG investment by Government on remote communities; focus in urban and regional areas centred on enhancing access to mainstream services • Continued growth and dispersal of Indigenous population with ‘shift’ to outer-urban areas – concentration of populations in areas of low socio-economic areas, distant from where ATSICCCHS clinics were originally located • Competing interests - including efforts to secure new resources – amongst ATSICCHS located within the SEQ region • Uncertainty regarding continued grant funding, with mounting imperative to reduce reliance on grant funding and to increase long-term economic viability of ATSICCHS • Complexities of coordinating care across range of different health and related service providers

  11. Our Vision The vision of the IUIH is to achieve equitable health outcomes for urban Aboriginal and Torres Strait Islander peoples and to ensure that all Aboriginal and Torres Strait Islander people in the south east Queensland region have access to culturally safe and comprehensive primary health care.

  12. Institute for Urban Indigenous Health • Established as public company limited by guarantee • Mixed-Board structure, with: • 1 representative from each member ACCHS: • ATSICHS Brisbane • KambuMedical Centre • Yulu-Burri-Ba Health Service • Kalwun Health Service • PLUS • 4 directors appointed for specific skills: • Social Marketing/Community Engagement • Research /Teaching • Finance/Business/Governance • Clinical/Public Health

  13. The IUIH aims to increase health service access and opportunities through provision of support for Aboriginal and Torres Strait Islander health service development and coordination across the SEQ region. The IUIH also aims to support the effective implementation of the COAG ‘Close the Gap’ initiatives and other strategic developments in the region with emphasis on promoting partnerships and integration with other mainstream health services.

  14. Responding to the evidence – system and service reform • Identify and prioritise areas of SEQ for new ATSICCHS clinics establishment • Coordinate a strategic regional approach to community engagement, health promotion and service access • Redesign health service systems to improve efficiency and quality, and to increase generation of MBS income • On behalf of member ATSICCHS, forge partnerships with mainstream agencies and providers to enhance the response to the needs of Aboriginal and Torres Strait Islander people in SEQ • Develop a coordinated regional response to the development of a sustainable Indigenous health workforce

  15. From evidence to system reform… • Identify and prioritise areas of SEQ for new ATSICCHS clinics development • Coordinate a strategic regional approach to community engagement, health promotion and service access • Redesign health service systems to improve efficiency and quality, and to increase generation of MBS income • On behalf of member ATSICCHS, forge partnerships with mainstream agencies and providers to enhance the response to the needs of Aboriginal and Torres Strait Islander people in SEQ • Develop a coordinated regional response to the development of a sustainable Indigenous health workforce

  16. From evidence to system reform… • Identify and prioritise areas of SEQ for new ATSICCHS clinics development • Coordinate a strategic regional approach to community engagement, health promotion and service access • Redesign health service systems to improve efficiency and quality, and to increase generation of MBS income • On behalf of member ATSICCHS, forge partnerships with mainstream agencies and providers to enhance the response to the needs of Aboriginal and Torres Strait Islander people in SEQ • Develop a coordinated regional response to the development of a sustainable Indigenous health workforce

  17. Community engagement, health promotion & service access • Deadly Choices program • Marketing • Community Days • Incentives – Deadly Choices shirts, competitions, etc. • Targeted, localised engagement strategy linking back to clinics – Community Liaison Officers

  18. From evidence to system reform… • Identify and prioritise areas of SEQ for new ATSICCHS clinics development • Coordinate a strategic regional approach to community engagement, health promotion and service access • Redesign health service systems to improve efficiency and quality, and to increase generation of MBS income • On behalf of member ATSICCHS, forge partnerships with mainstream agencies and providers to enhance the response to the needs of Aboriginal and Torres Strait Islander people in SEQ • Develop a coordinated regional response to the development of a sustainable Indigenous health workforce

  19. The organised approach… we need the organised approach - not the ‘organ’ approach”

  20. From evidence to system reform… • Identify and prioritise areas of SEQ for new ATSICCHS clinics development • Coordinate a strategic regional approach to community engagement, health promotion and service access • Redesign health service systems to improve efficiency and quality, and to increase generation of MBS income • On behalf of member ATSICCHS, forge partnerships with mainstream agencies and providers to enhance the response to the needs of Aboriginal and Torres Strait Islander people in SEQ • Develop a coordinated regional response to the development of a sustainable Indigenous health workforce

  21. From evidence to system reform… • Identify and prioritise areas of SEQ for new ATSICCHS clinics development • Coordinate a strategic regional approach to community engagement, health promotion and service access • Redesign health service systems to improve efficiency and quality, and to increase generation of MBS income • On behalf of member ATSICCHS, forge partnerships with mainstream agencies and providers to enhance the response to the needs of Aboriginal and Torres Strait Islander people in SEQ • Develop a coordinated regional response to the development of a sustainable Indigenous health workforce

  22. Develop a coordinated regional response to the development of a sustainable Indigenous health workforce • What workforce do we need to meet demand in SEQ? • What type / composition? • How much? • How do we develop the skills and capacity of the existing workforce to do the job? • How do we successfully expand the workforce to keep up with future growth and demand? • How do we specifically enhance Aboriginal and Torres Strait Islander employment and career development?

  23. Develop a coordinated regional response to the development of a sustainable Indigenous health workforce • What workforce do we need to meet demand in SEQ? • What type / composition? • How much? • How do we develop the skills and capacity of the existing workforce to do the job? • How do we successfully expand the workforce to keep up with future growth and demand? • How do we specifically enhance Aboriginal and Torres Strait Islander employment and career development?

  24. If the full “cycle of care” is completed for everyone who’s eligible, what does a daily workload look like? • Assumptions and calculations: • 1 GP per 1000 regular Aboriginal and Torres Strait Islander clients… • a full cycle of care is completed for all regular clients of the service over a 12 month period • At least 30% of total regular client population will be eligible and benefit from a GPMP /TCA (this is conservative) • 50% of nurse follow up visits after 715 and 100% nurse follow up visits after GPMP/TCA are captured in a 12 month cycle • 2 AHW allied health items after a 715 and 1 of these items after a GPMP /TCA is claimed in a 12 month cycle • Remaining GP time in the day is taken up with mostly mid-range consultations – around 20 mins duration

  25. 1x GP • 1x Practice Manager • 1 x Community Liaison Officer • 1 x Driver • 1.5 - 2 x Receptionists • 1 x Aboriginal Health Worker • 1 x Clinic Nurse • 1 x Chronic Disease Nurse

  26. Key principles Everyone is critical, no-one is spare and everyone will be missed if they’re absent – so also need multi-skilled workforce Everyone is used to their license Health professionals other than GPs not only to support effective engagement, access and care, but also make a significant (around 25%) contribution to generation of MBS revenue through interactions NOT involving contact with GP Size matters – in this model, begin to lose efficiency once service grows beyond a 2 GP core

  27. Develop a coordinated regional response to the development of a sustainable Indigenous health workforce • What workforce do we need to meet demand in SEQ? • What type / composition? • How much? • How do we develop the skills and capacity of the existing workforce to do the job? • How do we successfully expand the workforce to keep up with future growth and demand? • How do we specifically enhance Aboriginal and Torres Strait Islander employment and career development?

  28. Mapped functions to job roles  development of standardised regional position descriptions, avoiding duplication and ensuring all key functions are covered Focus on skills not qualifications Training needs – individual assessment and development of training plan Partnership with training institutions to secure access to industry-specific training for SEQ ATSICCHS workforce On-the-job training – emphasis on skills transfer (formalised in PDs), mentorship and supervision, interdisciplinary learning Developing Proper Partnerships – cultural mentor program

  29. Develop a coordinated regional response to the development of a sustainable Indigenous health workforce • What workforce do we need to meet demand in SEQ? • What type / composition? • How much? • How do we develop the skills and capacity of the existing workforce to do the job? • How do we successfully expand the workforce to keep up with future growth and demand? • How do we specifically enhance Aboriginal and Torres Strait Islander employment and career development?

  30. A home grown workforce • Funding and support from GPET / RTPs to support postgraduate medical training – 0.5 medical educator  expanded GPR placements from 1 historically to 7 in 2013 • Funding from UQ for a full-time position to support effective undergraduate student placements •  Regional capacity to enhance both volume and quality of training experience for both trainees and services

  31. Semester 1 2013

  32. Develop a coordinated regional response to the development of a sustainable Indigenous health workforce • What workforce do we need to meet demand in SEQ? • What type / composition? • How much? • How do we develop the skills and capacity of the existing workforce to do the job? • How do we successfully expand the workforce to keep up with future growth and demand? • How do we specifically enhance Aboriginal and Torres Strait Islander employment and career development?

  33. Supporting Aboriginal and Torres Strait Islander training, employment and career development • ‘Pipeline” beginning with schools-based traineeships – e.g. in 2013, cert II and Cert III allied health assistant training • Cadetships; scholarships – service-funded as well as coordination of funding from other sources • Indigenous Youth Sports Program (IYSP) • Mentor program – 2 way learning • Critical mass • In addition to Aboriginal and Torres Strait Islander managers, ATSIHWs and nurses, now also exercise physiologist, speech therapist, oral health therapist, dental assistants, researchers including 2 PhD students, etc.

  34. Managing system reform and improvement • Strong leadership • Simultaneous governance reform • Role of the IUIH “Spearhead” • Clinical governance framework • Continuous quality improvement: • Research and evaluation • Closing the data loop – monthly CQI meetings, regional Lead Clinician Group meetings • Motivating change – Team Incentive Plan; Leagues Table

  35. Health Assessments GPMPs

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