Kotahi te tīma
The Strategy demands a more integrated and cohesive system that puts people and their families and whānau at the centre of care. However, making this happen will only be possible when people within the system have a clear view of their own roles, responsibilities and accountabilities, whether these are in governance, clinical, managerial or other areas. In its role as system leader, the Ministry of Health is responsible for keeping a whole-of-system view, and this will be supported by an annual forum where others in the system can feed into annual planning.
Great leadership, including bringing together clinical, managerial and governance perspectives, leads to great health outcomes. Health system staff are demanding better support for developing leadership and talent; the system needs to meet that demand. The sustainability of our health and disability workforce must be secured to meet changing population needs and new models of care. Building the capability and diversity of the workforce will help it to meet the demands for more integrated health care, prevention, self-care and care closer to home. Ensuring sustainability could also include developing and drawing on skills in the wider NGO and volunteer communities.
What do we want in five years?
- All participants within the system are committed to collaboration and the future direction of the system. They freely and rapidly share innovation and good practices, and support one another. Survey results show rising levels of engagement across the system.
- Roles throughout the system are clearer and better understood; so are the parameters within which organisations and people carry out those roles.
- People from across the health system are meeting together at least once a year to review progress, share ideas and plan for the future.
- The health and disability workforce has improved significantly in terms of its leadership, cohesion, flexibility, diversity and sustainability.
The actions below are intended to be carried out within a five-year timeframe, with the first steps starting in 2016/17 and indicated with an asterisk (*).
Enhance cross-sector, whole-of-system working
Improve governance and decision-making processes across the system in order to improve overall outcomes, by focusing on capability, innovation and best practice.
- * Review governance arrangements across the system, including those of the Ministry of Health and ministerial advisory committees.
- Regularly review DHBs’ governance performance.
The Ministry of Health will work with leaders in the system to make a more cohesive health system, including by clarifying roles, responsibilities and accountabilities across the system as part of the planning and implementation of the Strategy.
- * The Ministry will review its structures, processes and culture so that it is well positioned for its stewardship role in the system and its leadership role in implementing the Strategy, which includes providing good-quality policy and legislative/regulatory advice and monitoring performance.
- DHBs will carry out their roles and responsibilities at national, regional and local levels, including any changes to these as a result of implementing the Strategy.
Taking a ‘one-team’ approach to health in New Zealand requires a united team of health professionals, carers and volunteers, suppliers of goods and services, researchers and those working in related areas such as housing, education and employment. To support this approach, the Ministry of Health will facilitate forums for the whole system every year (in advance of DHB planning activities) to discuss government priorities, share international and New Zealand best practices and build leadership. Feedback from the forums will be used to advise the Minister of Health on system priorities each year. The forums will also contribute to a culture of trust and partnership, both within the health sector and across other sectors, with consumers and other actors.
- * Communicate yearly to share progress on the implementation of the Strategy.
- * Share best practices and identify, publicise and spread examples of innovation that demonstrate improvements in equity of health outcomes, efficiency, quality and safety, and reduction of harm.
- * Clinicians share innovative models at the annual forum for preventing and managing long-term conditions and agree on best practices that should be used nationally.
Build leadership and manage talent
Put in place a system leadership and talent management programme to enhance capacity, capability, diversity and succession planning throughout the sector.
- * Develop a system-wide leadership and talent management programme aligned with the State Services Commission framework.
- Use the same principles to strengthen skills and capability and expand support for the NGO/primary and volunteer sector.
- * Develop and run a governance training programme specifically designed for the system.
- * Work with HQSC to equip clinical networks to lead quality improvement, emphasising clinical leadership.
Support a sustainable and adaptive workforce
Put in place workforce development initiatives to enhance capacity, capability, diversity and succession planning and build workforce flexibility.
- Working with other social sector agencies, the Ministry of Health will identify areas of workforce capacity planning that it can lead on behalf of the social sector and accelerate workforce development actions for the carer, kaiāwhina and support workforce.
- The Ministry of Health will identify and use workforce data to inform workforce planning and development where a workforce is vulnerable, and will initiate a remedial work programme to address this vulnerability.
- Create incentives and pathways that use the skills and experience of the growing workforce that is older or retired.
- Identify ways to best use the skills and expertise of the allied health workforce.
- Track and publish progress towards a goal of workforce diversity, working with:
- Health Workforce New Zealand
- educational institutes
- the ministries of Education, Social Development, Business, Innovation and Employment, and Pacific Peoples
- Tertiary Education Commission
- Te Puni Kōkiri