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Measuring and tracking our success

During 2018–19, VAHI developed a framework to monitor and track our performance across three tiers – mission, objectives and projects. Our focus for the past year has been on developing methodology and baselines to measure delivery of our initiatives and objectives, see Table 1.

VAHI’s measures of strategic success framework

Table 1: VAHI’s measures of strategic success framework

  Focusing question:
Mission (Benefits) Are our actions helping to improve the safety and quality of Victorian health services?
Objectives (Impact) Are our actions having an impact on our strategic objectives and outcomes?
Initiatives (Outputs) Are we delivering on our projects?

Delivering our mission

From day one, VAHI has been guided by the overarching mission to stimulate quality and safety improvements across Victoria’s public and private health services. VAHI’s Corporate plan 2018–19 focused on ensuring we continued to deliver on that mission. In the coming years, through our Strategic plan 2019–2022, we will work with SCV and the Department to further strengthen these efforts.

We will develop a core set of measures of quality and safety (a ‘spine’) applicable to most health services and use the results of these measures to help our partners understand the quality and safety of Victorian health services.

Delivering our objectives

VAHI’s Corporate plan 2018–19 sets out desired outcomes across five strategic objectives:

  1. Support the strengthening of quality and safety improvements within the Victorian health system
  2. Inform, stimulate and drive clinical improvements in quality, safety and patient outcomes
  3. Provide Victorians with an accurate picture about health services in their local area and across Victoria
  4. Support improvement in the quality of information, its production and broad use
  5. Develop a trusted, respected and influential agency

To understand how we are progressing against these objectives, we developed a suite of impact measures that looked at:

  • external stakeholder (including health service executives, clinicians and clinical networks) perceptions of VAHI and its products
  • staff perception of VAHI
  • public perception of VAHI
  • the Department and SCV perception of VAHI
  • degree to which data are managed, improved and accessible.

Surveys, focus group discussions and in-depth interviews were used to source data for these measures. Specifically:

  • a survey of 280 stakeholders (health services executives, clinicians, clinical networks, committees, the Department and SCV) in November to December 2018 that asked stakeholders about their views on how we are assisting them in improving quality and safety and our progress in general
  • 17 focus group discussions, four in-depth interviews and a 1,000-participant survey with the Victorian community in August to September 2018 to understand barriers and opportunities for collecting and sharing health information with the public
  • Victorian Public Sector Commission’s People Matter Survey, completed by VAHI staff in May 2018.

The table below shows average scores from survey questions that related to outcomes measures (Table 2). Results are grouped into the five domains listed above.

Table 2: VAHI's impact measure results 2018–19

External stakeholder perceptions of VAHI and its products Average score out of 5
Overall performance 3
Advocacy 3.2
Influence 3.3
Trustworthy 3.6
Impartial 3.8
Accurate 3.4
Timely 2.8
Relevant 3.3
Actionable 3.1
Impact† 1.9
Staff perception of VAHI Average score out of 5
Engagement† 3.1
Leadership† 3.6
Job satisfaction† 3
Public perceptions of VAHI Average score out of 5
Informed 2.6
Accessibility of information 2.4
Effective monitoring of quality 2.9
Effective monitoring of safety 3
Department and SCV's perception of VAHI Average score out of 5
Overall performance 2.8
Listens to needs 2.6
Assists in interpretation 2.2
Data is managed, improved and accessible* Average score out of 5
Improved 3

Notes: * VAHI did not establish measures for Managed or Accessible during 2018–19. † The respective % scores provided have been grossed up to a measure out of 5.

These results give VAHI a baseline and highlight where we are on track and where we need to focus our improvement efforts. They also provide the following insights:

  • VAHI’s core function of helping to improve the quality and safety of health care provided to Victorians through the provision of high-quality reliable data is seen as vital; but the distinction between VAHI’s role and the roles of SCV and the Department isn’t always clear.
  • While VAHI’s products are viewed as trustworthy and impartial, improvements in impact, timeliness and actionability are required. Duplication and overlapping measures across reports can also cause confusion.
  • The move from static reports towards an online, interactive data portal is eagerly awaited.
  • Working more with health services, clinicians and other stakeholders would be helpful. VAHI should help audiences understand reports, the information they contain, and the implications.

These results have informed our strategic priorities and program of work for the 2019–20 corporate plan. The strategic priorities were released as part of VAHI’s Strategic plan 2019–2022.

Delivering our initiatives

The initiatives that VAHI has delivered in 2018–19 are presented by objective in the next section of this report.

What our stakeholders are saying

  • ‘I feel that there is a lot more scrutiny around hospital performance now. This is a good thing.’
  • ‘Keep going and get more information into the public domain, information designed so that it is readily digested and understood (i.e. recognises customer & patient literacy).’
  • ‘Clarity on who does what in VAHI and how it relates to other areas of DHHS would be useful.’


  • ‘Data could be more up to date if possible but good to get the comparative data.’
  • ‘Reduce duplication in rather large report documents.’


  • ‘There is an opportunity to empower health services to take ownership of their data to inform effective decisions about quality improvement if health services are provided with tools and capability to access their data in real-time and customise reports to meet the specific needs of each health service.’


  • ‘Provide insights, not just more KPIs and reports.’
  • ‘They should make more specific recommendations instead of being too broad regarding solutions to problems.’


Page last updated: 26 Feb 2020

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