Our work with MidCentral DHB. Public Presentation March 2010

Transcription

1 Our work with MidCentral DHB Public Presentation March

2 Where have we come from? Two years ago WDHB was vulnerable in the aftermath of the Hasil affair; the most pressing need was in women s health. The Board faced a range of challenges. 2

3 The challenges how could we: improve our relationships, communicate well to the community and in the district health board be sure our patient safety and service quality priority is based on up-to-date intelligence and expertise. 3

4 The challenges how could we: make sure we spend our money well ensure patients have good access to services, including good access to specialist services (close to home) make sure our staff are well supported and that our clinicians don t get isolated or work under undue pressure. 4

5 Our biggest risk: Not being able to staff our specialist services 5

6 Board response Securing the future of services for the people of our region depended on collaborative relationships: with district health boards of interest across the central region especially with MidCentral. 6

7 How could we get the best from working together? Long history of working together, much of which was not formalised, recognised or organised in advance. Although there was a lot of collaboration under way this needed to be formalised and directed by the Boards. 7

8 How could we get the best from working together? Board, senior clinicians and management met and committed to working together, especially in our clinical services Set up a Boards sub-committee to oversee, challenge, and link management with governance Stocktake of what was being done together and where we could go next. 8

9 Learn from others Otago Southland were working together and very willingly shared their experience. However, WDHB knew there would need to be a Whanganui/MidCentral way of doing things. 9

10 Early opportunities A single Chief Executive Officer not pursued as our Board wanted to enter the new relationship from a position of strength. 10

11 What we agreed To set up a Foundation Agreement to collaborate, and where it makes sense integrate our common responsibilities BUT THAT we remain autonomous district health boards. 11

12 Common responsibilities formed the work streams Presented as a Road Map: Planning and funding Clinical Support services Governance 12

13 So where have we got to so far? 13

14 Planning & Funding Good progress has been made in the implementation of joint: projects/programmes appointments process leading to shared/common plans 14

15 Planning and Funding (cont) However, there is Uncertainty of current environment So we need to retain stable work environment and Continue incremental change until bigger picture changes known 15

16 Support Services Collaboration the Minister is taking for granted: implementation of common financial system developing a common policy platform undertaking joint projects. 16

17 Support Services (cont) We are looking, over time, to establish a single Executive Management Team: General Manager Human Resources and Organisational Development proposal under development each vacancy joint review of possibilities further developing the relationship between the teams. 17

18 Clinical Services Arguably the hardest but the one that will bring the greatest benefit: must be led by the clinicians and at their pace excellent progress being made by Regional Women s service. 18

19 Clinical Services (cont) Medical staff are working on a common credentialling process Sharing expertise and experience on adverse event management Contribute to, or at least not weaken, the wider regional clinical plans. 19

20 Governance Section I of the Foundation Agreement commits to: aligning the terms of reference, focus, membership, methodologies, and procedures of their respective statutory and other advisory committees And to consult on: the desirability and feasibility of establishing single combined district committee/s 20

21 Governance (cont) Before we can do this we would have to have: Agreed meeting dates Common agenda management Shared/common policy platform Agreed Terms of Reference Agreed appointment processes Shared/common reporting framework 21

22 The Boards have had three joint Board workshops, but beyond that so far we have only achieved Common Terms of Reference for the three statutory committees 22

23 What do we expect to get from working together? More certainty and stability of clinical services for both district health boards May, over time, improve value for money from spending on medical and other specialist personnel. 23

24 What do we expect to get from working together? Through reduced duplication there will be some reduction in operating costs Possibility that there will be some reduced capital costs. 24

25 Where to from here? Keep doing together what makes sense. Where will this take us? who knows. What we do know is: The most important thing is the stability of our services That we must consult with the community before any significant change can be agreed to by the Board. 25