Virginia Hope, Bob Francis and Peter GlensorThursday 18 October 2012, 4:04PM
Speech from Virginia Hope, Bob Francis and Peter
Beginning for Hutt Valley
Good afternoon and welcome. I am Virginia Hope, chair of Capital
& Coast and Hutt Valley DHBs. In the Wairarapa Bob Francis,
chair of Wairarapa and a board member of Capital & Coast DHB
are simultaneously making this same presentation to Wairarapa DHB
staff, and Peter Glensor, deputy chair of Capital & Coast and
Chief Executive Mary Bonner are doing the same in Wellington.
Alternative beginning for Capital Coast
Good afternoon and welcome. I am Peter Glensor, Deputy Chair of
Capital & Coast Board. With me is Mary Bonner, Chief
Executive. Simultaneously Virginia Hope, Chair of Capital
& Coast and Hutt Valley DHBs is delivering the same
presentation to Hutt Valley DHB staff. In the Wairarapa Bob
Francis, chair of Wairarapa and a board member on Capital &
Coast DHB is doing the same for Wairarapa DHB staff.
Alternative beginning for Wairarapa
Good afternoon and welcome. I am Bob Francis, chair of Wairarapa
DHB and with me is [name] a board member from Capital &Coast.
In the Hutt Valley, Virginia Hope, chair of Capital & Coast and
Hutt Valley DHBs is simultaneously making this same presentation to
Hutt Valley DHB staff and in Wellington, Peter Glensor, Deputy
Chair of Capital & Coast and Chief Executive Mary Bonner are
doing the same for staff at Wellington and Kenepuru
The purpose of today's presentation is to speak with you about a
programme developed by the boards of the three DHBs - Wairarapa,
Hutt Valley and Capital & Coast - together with the
Sub-regional Clinical Leadership Group, to more closely integrate
the operations and delivery of health care by the three DHBs.
I will give you a brief introduction which will be followed by a
powerpoint containing a little more detail, followed by
questions. The whole process will take less than an
For some time the three boards of the region have seen that there
are significant benefits to be gained from a closer working
relationship at all levels between the three DHBs.
Partnership activity amongst the three DHBs is not new. For
the last two years, the group of clinical leaders and managers from
the three DHBs, the Sub-regional Clinical Leadership Group, has
progressed partnership activity in a number of specialties
including ENT, Gastroenterology, Child Health and Palliative
Care. Known as the 3DHB Programme, the intention is to
advance integration in these services and accelerate integration
across many of the other specialties.
Done right, all three boards firmly believe that greater
integration will remove many of the artificial boundaries and
barriers that hamper effectiveness and at times frustrate patients
and clinical staff alike. It would lead to better use of
human resources in the form of our experienced and capable staff
and help ease the financial pressures we are all
experiencing. In particular, we would want it to make a
material difference to fundamentals such as reducing waiting times
and providing better and equitable access to diagnostic and
To capture the benefits and avoid loss of identity of any of the
DHBs, we have adopted the term "partnership" to characterise the
future relationship between the DHBs. The "partnership" idea
appeals to the boards because it recognises the dual requirement to
work closely together whilst recognising the continuing role of the
individual DHBs - their facilities and the services they
provide. Partnership means that from now on decisions will be
made in the collective interest of the three DHBs.
The boards are also mindful of the challenges ahead of us. We
have the prospect of ageing patients supported by an ageing
workforce. We recognise that to join DHBs together is not
enough and that a "whole system" view will take time to
evolve. We would want this to happen as quickly as
possible. We also recognise the dangers of a large
organisation losing focus on the patient and we would want a strong
patient-centred culture emerging from these changes.
To be truly effective the partnership idea needs to extend beyond
the clinical level to support and management services such as IT,
and HR, in fact, right through to the senior management
The three boards concluded that now is the time to accelerate this
aspect of the partnership process. As a result they
commissioned an analysis by independent consultants which has
helped define the corporate, clinical and support measures required
to move the 3DHB Programme forward at pace. From this
exercise it was decided that a gradual approach should be taken
with improvements in integration made as opportunities arise.
However, it was felt that the programme required some initial
impetus and accordingly some early changes will be made.
These will be outlined in detail in the powerpoint presentation,
but an important early step will be the amalgamation of the senior
management teams of Wairarapa and Hutt Valley and the appointment
of one chief executive for the two DHBs. At the same time the
pace will pick up on clinical integration. The pace for this
will be largely set by the Clinical Leadership Group together with
While the management of Hutt Valley and Wairarapa will integrate,
their boards will remain separate. This is quite
deliberate. Boards represent a level of local control, local
focus and local voice. We want to retain that. The
boards also oversee local accountabilities and this will be an
important role in a large delivery organisation. The shared
membership between the three boards will be retained to ensure
alignment between them.
Many of you may be asking yourself the question how will this
impact on me. While there will be more immediate impacts on
the management teams of Wairarapa and Hutt Valley, the vast
majority of staff will not be immediately affected and perhaps
notice little change. Gradually over the next two years and
as services join-up across the three DHBs and staff move around
more to provide service, then there will be impacts. Support
services will integrate and projects will need to be set up to do
this involving staff. This announcement provides the high
level direction in which the boards intend to move in the next few
years, but the actual implementation of these plans will need to
pass through the usual design and consultation processes.
In conclusion I would like to reiterate the point that increased
size alone will not achieve the gains we are seeking.
Thinking of the region as one population and potential access to
the breadth of skill and expertise across the region will create
new opportunities but real progress will come as we continue to
work together across our three DHBs. The three boards are
excited by the opportunity. We have been inspired by the
leadership and commitment from the Clinical Leadership Group.
We are constantly humbled by the sheer will to do well and perform
to higher and higher standards that exists throughout these three
DHBs. On the basis of that we are confident these incremental
gains are achievable and when they are brought together and focused
on patient care they will certainly be worth having.