healthAlliance Profile 2013


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healthAlliance Profile 2013

  1. 1. Right behind better healthcare
  2. 2. Contents Message from the CEO 1 A proud history, a bright future 2 healthAlliance at a glance 5 Our People, Our Culture 6 Our Services 16 Find out more 27
  3. 3. 1 Welcome to healthAlliance W e are New Zealand’s most significant shared services organisation in New Zealand, providing non-clinical services to the four Northern Region District Health Boards to help them achieve healthcare excellence. Our role is to reduce costs and create efficiencies in order to free up time and money for front-line patient care for our DHB partners - and every second and every dollar counts. Formed in 2000 as a shared service between Counties Manukau DHB (now Counties Manukau Health) and Waitemata DHB, healthAlliance now also supports Auckland DHB and Northland DHB. Together, they provide health services to 36% of New Zealanders. Our core services are payroll processing, information services, finance, procurement and supply chain, but we also help the DHBs in other ways such as process improvement work and innovation. Last year, we helped the region save $20m by standardising processes and reducing‘back-office’inefficiencies, a result we are all very proud of. Message from the CEO This year we’ve been selected by the Government to lead the delivery of finance, procurement and supply chain services to all DHBs in New Zealand, in partnership with PHARMAC and the Ministry of Business, Innovation and Employment. We understand the challenges and complexity of transitioning to a shared service operation and many of our staff have previously worked at DHBs. This will be a huge challenge for both ourselves and the DHBs, but it is one we are committed to working together to achieve. By doing so, we will deliver benefits directly back to them by way of cost savings and, ultimately, improved patient care. Mike Schubert Chief Executive Officer
  4. 4. 2 healthAlliance was formed in 2000 by Waitemata DHB and Counties Manukau DHB to provide shared services for both DHBs. In 2011, Northland and Auckland came on board, forming the four Northern Region DHBs - each own 20% of healthAlliance and Health Benefits Limited, a crown entity, owns 20%. Counties Manukau Health Auckland DHB Waitemata DHB Northland DHB A proud history...
  5. 5. 3 Northland DHB ... A bright future MidCentral DHB Taranaki DHB Whanganui DHB Lakes DHB Nelson Malborough DHB Canterbury DHB Tairawhiti DHB Wairarapa DHB Hawkes Bay DHB Waikato DHB Bay of Plenty DHB Auckland DHB Counties Manukau Health Waitemata DHB Capital & Coast DHB Hutt Valley DHB West Coast DHB Southern DHB South Canterbury DHB Northland DHB In 2014, we will begin providing shared services nationally to the remaining 16 DHBs throughout New Zealand.
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  7. 7. 5 healthAlliance at a glance
  8. 8. 6 Our People, Our Culture At healthAlliance, we recognise that an organisation is only as good as its people, and we are fortunate to have so many talented people on our staff. How do we describe the way we do things? The real answers come from those who work here and experience healthAlliance on a daily basis. There are hundreds of stories - one for every healthAlliance staffer. Our vision and PRIDE principles underpin all that we do and we see our people as our highest priority and pivotal to our future success. How we got started Part of the story comes from the way we began. healthAlliance is a new and now proven way of supporting New Zealand health through efficient and effective shared services. Our PRIDE Principles
  9. 9. 7 Being new and different means we’re a learning organisation, so we have to be nimble enough to respond quickly to changing circumstances. And we have to be open to new ideas, sharp about sharing both ideas and information, and focused on getting it right by the people we’re set up to serve. We’ve faced a lot of change in our first decade and we’ll face even more in the next. We’re not afraid to keep exploring for new and better ways of working. We face change with confidence With good structure and processes in place, we keep experimenting and innovating. The skillsets we’re each developing build resilience and help futureproof our careers. We’re people who want to learn, grow and succeed. We’re growing Learning & Succeeding
  10. 10. Our team worked their socks off so that it could be ‘business as usual’ for stock supplies during a recent refurbishment at Starship Children’s Hospital. “ Jacob Isaac Inventory Team Leader, Supply Chain ” We get things done in teams and we know how good teams work. We also know that focused work teams too often become silos and so we enjoy getting things done in cross-functional project teams. We do things in teams We’ve developed good people-processes. They make us all accountable and ensure that we’re supported in what we do. So the things that support our learning, growing and succeeding – the coaching conversations, personal development plans, performance reviews – happen in a proper and timely fashion. We are accountable to each other Our People, Our Culture 8
  11. 11. 9 What I enjoy most about working in Staff Service Centre is the fact that I get to work in a very comfortable environment where the colleagues I work with are of different nationalities and come from different backgrounds. “ Kamla Prasad, Payroll Officer, Staff Service Centre ” You’ll get to experience the great mix of life and work experience that is the healthAlliance workforce. More than 20+ different nationalities work here. We’ve learnt that diversity gives us strength. We are diverse People stay. They do meaningful work – and they’re motivated to make a difference – to do things better than they’ve been done before and work smarter. They’re not afraid to ask the hard questions. healthAlliance people are proud of where they work. We encourage talented others to join us. We stay - and we invite others
  12. 12. 10 Mel Patrimonio, Revenue Accounting Manager, Finance & Strategy We have a genuine concern for each other – and being helpful comes easily. We foster that co-operative spirit with our PRIDE awards and celebrate those who go the extra mile. Nominations flow in from colleagues, supervisors, and clients. We’ve had over 800+ nominations in the short time these awards have been going. We are helpful We’re driven to get the job done - it’s part of our DNA. Our record for meeting targets is impressive. We make sure the DHBs are viewed as the health-care heroes. We’re sometimes referred to as‘The Men in Black’because we work in the background, sorting issues, and keeping things working well! We deliver There’s a real spirit of comradeship, commitment and dedication in our team. “ ” Our People, Our Culture
  13. 13. 11 There’s flexibility here – about where and when we work and that the job will be done – probably better than expected. There’s a sense of loyalty and mutual trust. It’s the glue that holds us together. We are trusted There’s support and care for our wellbeing. A healthy and energised bunch of employees bring their best to work and so we’ve experienced some great wellness programmes here, promoting positive lifestyles - 70% of us have made some impressive changes. We are supported We have a great mix of people here. We work hard but we have lots of fun at the same time. “ Sharon Unasa Support Analyst, Finance & Strategy ”
  14. 14. 12 We know about making work fun. We can let down our hair and we also get behind good causes. We’ve learnt how to celebrate success too. We have fun Our People, Our Culture
  15. 15. 13 We enjoy each other’s company and do things together on the fringes of work. healthAlliance also knows that work is only a part of our lives and there has to be space for family and other passions – so there is. We have other lives besides work
  16. 16. 14 healthAlliance adds value by enhancing the performance of our healthcare team at Counties Manukau Health which is underpinned by three key aims - considering patient experience, population health and cost effectiveness. While there is still a long way to go, the healthAlliance Procurement and Supply Chain team has helped us optimise value for money through their contracting and procurement expertise; their role is neither an afterthought nor a “back office” function. Pauline Hanna Director, Planning & Performance Counties Manukau Health “ “
  17. 17. 15 “ “ The core of the healthAlliance vision for me was always that better sharing supports better caring. It makes sense that with economies of scale and creation of a shared critical mass of expertise, we can better support care delivery so that dedicated individuals and high performing support teams who care about the caring, can all contribute to better health outcomes for our community. Martin Orr Clinical Director of IS Services Waitemata District Health Board
  18. 18. 16 Our Services P rovides financial and support services to the four Northern DHBs and their related entities; a total of 11 organisations. healthAlliance provides financial transaction processing, financial accounting and financial reporting to its customers. The Finance and Strategy group is comprised of 100 staff which also provide internal support to drive best practice across all healthAlliance services and financial support to the healthAlliance business. The shared services concept can be a challenging one with many different audiences who require financial accountability to varying degrees. Through quality financial reporting, our team helps bring to light the work and savings healthAlliance is delivering. “ ”Ross Chirnside General Manager, Finance & Strategy Our Successes • Increasing DHB revenue by improved and more thorough patient eligibility checking • Roll out of Oracle R12 Finance, Procurement & Supply Chain systems to all customers (ADHB went live March 2013). All Northern Region DHBs are now on the same system. Current Key Projects • Developing analytics capability to support procurement team achieve benefits • Developing Continuous Improvement culture throughout the organisation
  19. 19. 17 Finance & Strategy at a glance Finance & Strategy
  20. 20. 18 W e are proud to provide Information Services that support the delivery of quality healthcare to the Northern Region’s population. Our team is dedicated to delivering high levels of service, innovative solutions and efficient processes to our partner DHBs and affiliated agencies, who collectively form New Zealand’s largest IT environment. The numbers are quite astounding: Our 250 people provide support for 26,000 staff across the region. We manage 18,000 desktop and laptop computers, 1,500 servers, 1,400 applications and 9 data centres across eight sites. We resolve 10,300 service desk calls a month and deliver many local, regional and national projects. However, despite the large scale nature of the operation, we remain a people- focussed team with patient consideration at the heart of everything we do. We’re continually inspired and motivated by the fact our work contributes to positive healthcare outcomes for the Northern Region’s population. “ ”Claire Govier Chief Information Officer, Information Services Our Successes & Current Projects • Commenced a multi-million dollar Microsoft upgrade to give Northern Region staff access to the latest versions and improve regional systems • Implemented Oracle R12 Finance, Procurement & Supply Chain system at Auckland DHB - all Northern Region DHBs are now on the same system • Finalists in the 2012 NZCIO Awards –‘Executive Team of the Year’ • Established the successful CareConnect regional clinical data repository Our Services
  21. 21. 19 Information Services at a glance Information Services
  22. 22. 20 Procurement P rocurement adds value to the commercial relationships between our DHB customers and the supply base by understanding the DHB end user requirements and linking this into the prevailing market conditions. We do this through category strategies that identifies opportunities to deliver value adding commercial arrangements and cost savings to the DHBs. Proactively manages standardisation of processes, products and services to reduce complexity and cost. Also plays a major role in improving on-going supplier performance through the implementation of supplier relationship management activities including contract management and reporting.   Our Services Our Successes • We have delivered $20+ million cost savings to the region in the 2012/13 Financial Year • Category Management approach fully implemented • Standardised contracts, processes and policies being implemented across the region • Further $22m cost savings identified for the Northern Region for the 2013/14 Financial Year We have the opportunity to make a real difference to the way New Zealand health gets the best value from every dollar we spend. “ ”Horace Hatalak Head of Procurement
  23. 23. Procurement at a glance Procurement 21
  24. 24. 22 Supply Chain T he end-to-end supply chain team facilitate the purchasing and delivery of goods for our DHBs and identify inventory and supply improvements which frees DHB staff time for clinical duties. Our aim is to release resources, both time and money, back into front-line care as efficiently as possible. Supply Chain teams are based in all our main hospitals and are responsible for having the right amount of the right stock and the receipt, distribution and storage of all goods ordered. We are responsible for purchasing and receiving goods, developing and implementing supply chain strategies and improvement processes, managing catalogue and master data and ensuring timely payment of our suppliers. Our Services It is great to know that the value we add to our medical colleagues through the supply chain helps all Kiwis. “ ”Kris Goodenough Head of Supply Chain Our Successes • Increasing managed inventory from 30% to 70% at both Waitemata DHB and Counties Manukau DHB in 2013 • Cost savings through supply chain and managed inventory efficiencies • Implementing Oracle R12 throughout the entire ADHB, including taking manual requisitioning to online iProcurement • Creating and implementing a shared item catalogue for the Northern Region
  25. 25. 23 Supply Chain at a glance Supply Chain
  26. 26. 24 T he Staff Service Centre’s team primary role is managing payroll for nearly 14,000 people and handling employee queries regarding pay for Waitemata and Counties Manukau DHBs, other related health sector organisations and healthAlliance employees. Our team uses a combination of electronic and manual processing to pay staff covered by 23 collective agreements - as well as individual employment agreements – all of which have a diverse mix of employment arrangements and conditions. This, along with the varied hours District Health Board staff work, including 24 hour, 7 day rosters, makes managing the payroll for a range of employers one of the most complex in the country. It provides a stimulating and challenging work environment for our employees who are dedicated to providing quality service to our customers. The Staff Service Centre also provides data administration needed by DHBs Human Resources and is responsible for the storage of all records. Our team provides a service by people for people. No matter how good the processes are, it’s the people that ensure the quality of the outcome. “ ”Carmel Cournane Head of Staff Service Centre Our Successes • In a recent payroll benchmark study with other organisations, healthAlliance placed in the top four for payroll services • 68% of all pays generated are from electronic roster-to-pay systems • The average number of days to resolve an error is less than three hours • Employees can complete a range of self service options online, such as submitting leave requests and expense claims • Comprehensive Management Information provided to DHBs Our Services
  27. 27. 25 Staff Service Centre at a glance Staff Service Centre
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  29. 29. 27 Find out more...
  30. 30. 28 Delivering outstanding shared services that enable healthcare excellence for the Northern Region’s population