ONE DIRECTION

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Strategies for implementing outcomes measurement
in a mens SAAP service. Anne Chamberlain Manager
Service Development Unit. NSW/ACT Community
Services.
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• Presentation Outline
• Brief description of the project
• Methods
• Results
• Learnings
• Recommendations

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• Brief Description of the project
• Funded by FaCSIA
• Ran over 3 phases for 2 years
• Followed the transition from old to new service
  model measuring outcomes along the way
• Used a variety of implementation techniques
• Outcomes measurement continues at the service

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• Methods
• Two key aims
• Identify the best strategies for implementing
  outcomes measurement.
• Are there other effective strategies
• for the routine use of standardised outcomes
  measurement tools in SAAP?
• .

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Phase 1 Audit of client notes showed little
systematic recording of goals or
outcomes Reviewed literature on implementing
evidence into practice Phase 2 Introduced SGS
as paper based form, data collection protocol,
training, follow-up, customised SGS to service
uptake fairly slow, temporary location, staff
turnover, 119 caseworkerclient Phase 3
Electronic outcomes tool, intensive group 11
training, follow up. Uptake consistent and high
quality, new environment, new service model,
stable staff, 18 ratio
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• Results
• Key implementation strategies identified
• Agency commitment
• Integration into case management practice
• Develop information systems that support data
• input and report generation
• The purpose and limitations of outcomes
  measurement are fully understood by key
  stakeholders

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• Results (cont.)
• Training and support during implementation
• Multifaceted interventions such as reminders,
• audit and feedback, opinion leaders
• Positive organisational, economic and community
• environments
• Early identification and intervention to resolve
  any
• barriers to change
• Adequate resourcing and
• Reinforcement of change.

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• Further strategies identified during project
• Good planning for a systematic approach
• Raise internal and external awareness of
  outcomes
• Refine tools and practices to meet client, staff
  and service needs
• Goal selection is client driven and worker
  supported
• Consultative, collaborative and consensual
  decision making with case workers
• Ongoing group and 11 education, training and
  support and
• Support from senior management.

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• Learnings
• Outcomes can be systematically measured in SAAP
  with the right supports
• Project showed improvements in outcomes and
  measurement practices between Phases 2 and 3.
• Whilst the reasons for the improvement cannot be
  confirmed, it is very likely that the improved
  physical environment, greater availability of
  services on site and a systematic approach to
  outcomes measurement played a key role.
• Phase 3 staff were enthusiastic about the
  process, were well supported and had a
  staffclient ratio of 18. These factors most
  likely contributed to improved outcomes and
  outcomes measurement practices.

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• Further recommendations
• Trial goal weighting and measure client
  complexity
• Attempt to verify the link between interventions
  received and outcomes but this is very
  difficult
• Identify the most effective interventions to
  assist clients to achieve their goals and
• Conduct a longitudinal project to determine
  whether crisis accommodation service
  interventions have a long term impact on client
  outcomes.
• Report link http//www.facs.gov.au/internet/facsi
  nternet.nsf/via/homelessness/file/MAC_Report.pdf

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This place provides the support and the
accountability to make changes in your
life. Client, Mission Australia Centre, June 2006