5.1 Summary of findings The key evaluation findings relating to barriers and enablers are: the current CQI Strategy governance structures are effective in supporting the operation of the Strategy, but there is a gap in higher level strategic oversight of the Strategy governance of the Strategy would be assisted by more active contract oversight is varying levels of support from management for CQI and this is reflected in the attitudes of their staff regular training to increase staff capacity in CQI has been provided under the Strategy. This training is valued by attendees the main barriers to training attendance are time and a lack of backfill staff the CQI Coordinator role is providing effective support to the CQI Facilitators; this could be enhanced by a complementary focus on supporting the strategic goals of the CQI Strategy the CQI Facilitator role has been critical to increasing CQI capacity and capability in the Aboriginal NT health sector recruitment and training processes for the CQI workforce were appropriate, but uncertainty of funding is a barrier the population based formula to determine placement of the CQI Facilitators could be reconsidered change management support has been provided through training and through the CQI workforce; further developing change management and communications would be beneficial patient information systems used by NT health services are suitable for the current CQI approach but may not support leading their own CQI processes the CQI approach in the NT needs to account for high staff turnover and use of temporary staff. Potential adjustments and improvements to the ongoing implementation of the CQI Strategy are outlined in Box 3 below. The formal recommendations from this evaluation are outlined in section 8. Box 3: Potential areas for improvement Clarify who the CQI Steering Committee reports to, and develop a process for identifying and elevating emerging issues. Clarify the role of regional managers in CQI activities and how they are expected to work with the CQI Facilitators and communicate the results of this discussion to the sector. Reconsider the distribution of the CQI Facilitators workforce, including consideration of the population served, the number of communities and health clinics, and the remoteness of these clinics. Include CQI as part of staff recruitment and performance appraisal processes and the orientation of new staff, including locum staff. Explore rolling out the PENCAT system, or a similar tool, across the NT health sector. Investigate including a CQI component as part of locum training and incentivising visiting GPs to come to the same clinic over time.
5.1 Summary of findings The key evaluation findings relating to barriers and enablers are: the current CQI Strategy governance structures are effective in supporting the operation of the Strategy, but there is a gap in higher level strategic oversight of the Strategy governance of the Strategy would be assisted by more active contract oversight is varying levels of support from management for CQI and this is reflected in the attitudes of their staff regular training to increase staff capacity in CQI has been provided under the Strategy. This training is valued by attendees the main barriers to training attendance are time and a lack of backfill staff the CQI Coordinator role is providing effective support to the CQI Facilitators; this could be enhanced by a complementary focus on supporting the strategic goals of the CQI Strategy the CQI Facilitator role has been critical to increasing CQI capacity and capability in the Aboriginal NT health sector recruitment and training processes for the CQI workforce were appropriate, but uncertainty of funding is a barrier the population based formula to determine placement of the CQI Facilitators could be reconsidered change management support has been provided through training and through the CQI workforce; further developing change management and communications would be beneficial patient information systems used by NT health services are suitable for the current CQI approach but may not support leading their own CQI processes the CQI approach in the NT needs to account for high staff turnover and use of temporary staff. Potential adjustments and improvements to the ongoing implementation of the CQI Strategy are outlined in Box 3 below. The formal recommendations from this evaluation are outlined in section 8. Box 3: Potential areas for improvement Clarify who the CQI Steering Committee reports to, and develop a process for identifying and elevating emerging issues. Clarify the role of regional managers in CQI activities and how they are expected to work with the CQI Facilitators and communicate the results of this discussion to the sector. Reconsider the distribution of the CQI Facilitators workforce, including consideration of the population served, the number of communities and health clinics, and the remoteness of these clinics. Include CQI as part of staff recruitment and performance appraisal processes and the orientation of new staff, including locum staff. Explore rolling out the PENCAT system, or a similar tool, across the NT health sector. Investigate including a CQI component as part of locum training and incentivising visiting GPs to come to the same clinic over time.
CQIreport.docx