1. 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? OATSIH Action Plan 150 measures Quality Objectives 23 KPIs 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 framework that 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’s KPIs align with the Framework? OATSIH Action PlanQuality Objectives Tier 1 – Health Status and Outcomes 22 indicators aligned0 aligned Tier 2 – Determinants of Health 5 indicators aligned3 aligned Tier 3 – Health System Performance 50 indicators aligned12 aligned Other132 indictors didn’t align19 indicators didn’t align

9. 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 Total47 KPIs

10. Trend Report–Tier 1 Health Status and Outcomes

11. Trend Report–Tier 2 Determinants of Health

12. Trend Report–Tier 3 Health System Performance

13. Where do the trend reports go? Trend report 47 KPIs (6 monthly) Management Review Committee Leadership Team 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 ATSI HPF Trend reporting helps to analyse the organisation’s performance over time