National Health Board: Priorities and Directions

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Chai Chuah, National Director, National Health Board

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National Health Board: Priorities and Directions

  1. 1. <ul><li>A more unified Health and Disability System </li></ul><ul><ul><li>To improve the quality, safety and sustainability of health care </li></ul></ul><ul><ul><li>A fresh focus, approach and culture </li></ul></ul><ul><ul><li>Engaging clinicians and the wider health workforce </li></ul></ul>
  2. 2. National Health Board SSEB NHC H&SC NHB HWNZ NHIT
  3. 3. Reporting Structure Minister of Health National Health Board Director-General National Health Board Business Unit
  4. 4. Eight priorities for 2010/11 <ul><ul><li>1 A unified system for service planning, funding </li></ul></ul><ul><ul><li>and provision (LTHSP, planning, funding and </li></ul></ul><ul><ul><li>accountability) </li></ul></ul>2 National Services 3 Regional Service Plans 4 DHB planning, funding and monitoring 5 Allocation of Ministry funding activity to national, regional or local level (NDE) 6 Capacity planning and funding (IT, Workforce and Facilities) 7 Reducing bureaucracy to invest in front-line service 8 Encouraging clinical leadership and engagement
  5. 5. <ul><li>Priority 1 </li></ul><ul><ul><li>Unified System </li></ul></ul><ul><ul><ul><li>Long Term Health Service Plan </li></ul></ul></ul><ul><ul><ul><ul><li>High Level, Directional and Coarse </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Options and Scenarios </li></ul></ul></ul></ul><ul><ul><ul><ul><li>National, Regional and District Level </li></ul></ul></ul></ul>
  6. 6. <ul><ul><ul><li>New framework for planning, funding and accountability </li></ul></ul></ul><ul><ul><ul><ul><li>Being discussed with DHB chairs, CEs and Executives </li></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Note – also covers Priority 4 – DHB Planning, funding and monitoring </li></ul></ul></ul></ul></ul>
  7. 7. <ul><li>Priority 2 </li></ul><ul><ul><li>National Services </li></ul></ul><ul><ul><ul><li>Three elements </li></ul></ul></ul><ul><ul><ul><ul><li>Service Improvement </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Planning </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Planning and Funding </li></ul></ul></ul></ul>
  8. 8. <ul><li>Identify national services for service improvement programmes: </li></ul><ul><ul><ul><ul><li>Cardiac surgery </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Pediatric oncology </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Major trauma </li></ul></ul></ul></ul>
  9. 9. <ul><ul><ul><li>Identify national services for planning and/or funding: </li></ul></ul></ul><ul><ul><ul><ul><li>Pediatric sub specialties </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Clinical genetics </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Pre-implantation genetic diagnosis </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Neurosurgery </li></ul></ul></ul></ul>
  10. 10. <ul><li>Priority 3 </li></ul><ul><ul><li>Regional Service Planning </li></ul></ul><ul><ul><ul><li>Work with lower North Island DHBs on a counter factional costing methodology </li></ul></ul></ul><ul><ul><ul><li>Strategic and implementation section </li></ul></ul></ul><ul><ul><ul><li>Vulnerable services </li></ul></ul></ul>
  11. 11. <ul><li>Priority 5 </li></ul><ul><ul><li>Allocation of Ministry NDE </li></ul></ul><ul><ul><ul><li>$2.7b </li></ul></ul></ul><ul><ul><ul><li>Cabinet Report Back in October 2010 on </li></ul></ul></ul><ul><ul><ul><ul><li>Appropriate services </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Timeframe </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Process </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Criteria </li></ul></ul></ul></ul>
  12. 12. <ul><li>Priority 6 </li></ul><ul><ul><li>National Health IT Board </li></ul></ul><ul><ul><ul><li>Established national leadership for health IT agenda </li></ul></ul></ul><ul><ul><ul><li>Initiated a discussion with vendors around a partnership vs a proprietary approach </li></ul></ul></ul><ul><ul><ul><li>Aggressively restructuring the Ministry’s Information Directorate into a much leaner and more focused unit </li></ul></ul></ul><ul><ul><li>Workforce </li></ul></ul><ul><ul><ul><li>Better control over the process of tracking CTA funding and decision making processes </li></ul></ul></ul>
  13. 13. <ul><ul><li>Capital Investment Committee </li></ul></ul><ul><ul><ul><li>Transitional approvals process for urgent projects </li></ul></ul></ul><ul><ul><ul><li>Stock take for DHBs of all capital projects approved as well as pending </li></ul></ul></ul><ul><ul><ul><li>New CIC Board will meet in June </li></ul></ul></ul>
  14. 14. <ul><ul><li>DHB Planning, Funding and Monitoring </li></ul></ul><ul><ul><ul><li>Have introduced tighter financial monitoring regime </li></ul></ul></ul><ul><ul><ul><li>Improved the 10/11 DAP process </li></ul></ul></ul><ul><ul><ul><li>Providing more expert assistance – drawn from the sector - for DHBs which are under intense monitoring </li></ul></ul></ul><ul><ul><ul><li>Savings schedule linkages </li></ul></ul></ul>
  15. 15. <ul><li>Priority 8 </li></ul><ul><ul><li>Clinical Leadership and Engagement </li></ul></ul><ul><ul><ul><li>HWNZ clinical leadership workshop in June 2010 </li></ul></ul></ul><ul><ul><ul><li>Framework for clinical leadership and engagement </li></ul></ul></ul><ul><ul><ul><ul><li>In good hands surveys </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Linking various clinical leadership initiatives </li></ul></ul></ul></ul><ul><ul><ul><ul><li>(Quality, IT, Workforce, MOH restructuring) </li></ul></ul></ul></ul>

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