Building a Future Healthy - Ministry of Health NZ · Building a Healthy Future • better respond to the sector’s needs (including non-government organisations and District Health

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Citation: Ministry of Health. 2007. Building a Healthy Future. Wellington: Ministry of Health.

Published in June 2007

by the Ministry of Health

PO Box 5013, Wellington, New Zealand

ISBN 978-0-478-19136-3 (Print)

ISBN 978-0-478-19137-0 (Online)

HP 4406

This document is available on the Ministry of Health website:

http://www.moh.govt.nz


From the D�rector-General of Health

This document sets out the changes that will support the Ministry of Health to achieve a higher-performing health sector and improve our service to the Minister of Health. I am determined that the Ministry will make a measurable contribution to better health and reduced inequalities for New Zealanders. In particular, this document sets out the organisational form for the Ministry of Health that will take effect from 1 July 2007.

These changes do not take effect unt�l � July 2007. Your current accountab�l�t�es and agreed work programme cont�nue unt�l you are formally adv�sed.

Thank youI wish to acknowledge and thank everyone who put forward submissions as part of the consultation process. I read the submissions and appreciate the effort that individuals and their teams have gone to. I have carefully considered all submissions, together with advice from the Change and Development team, in reaching decisions on the future structure of the Ministry.

What is changing?The major changes are as follows.

• I am establishing a new leadership structure that comprises:

– an Executive Leadership Team (ELT) who will work collectively to make key decisions that have an impact across the organisation and our work programme

– a Leadership Forum, which will meet periodically to communicate and discuss the organisation’s performance progress and the strategic issues that impact across the organisation and that need wider leadership and management input

– a Professional Advisory Group, who will advise me on key issues affecting the Ministry and the sector.

• I will establish second tier positions to lead the following new directorates, effective from 1 July 2007:

– Health and Disability Systems Strategy (includes knowledge capability)

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– Maori Health

– Population Health (called Operational Policy in the Consultation document)

– Sector Accountability and Funding (includes Regulation and Safety)

– Sector Capability and Innovation

– Information

– Health and Disability National Services

– Corporate Services

– Change and Development (including the Office of the Director-General).

The second tier positions will form the Executive Leadership Team.

Risk and Assurance will remain unchanged.

• I will establish the Minister’s Priorities (as stated in the 2007–2010 Statement of Intent) as the cross-Ministry projects, which will be supported by organisation-wide project management, performance reporting and communications.

What is NOT changing?The Director, Change and Development, and I have already spoken to people whose roles are affected personally by the change. For the rest of the Ministry, this structural change means that you may have a change in the person you and/or your team or third tier report to and are directly accountable to from 1 July 2007.

You should assume that your work programme cont�nues as planned unless adv�sed, or as d�scussed w�th your d�rect l�ne manager.

Your work programme is already indicated in the Statement of Intent for 2007–2010 and will be confirmed as part of finalising the Ministry’s Output Plan and the 2007/08 Ministry of Health Business Plan. In other words, the majority of our work programme has not changed. As you read the rest of this document, however, I hope you will see that I intend to lead changes in how we do our work.

How will these changes strengthen the Ministry?Our sector is facing many challenges over the coming period. The changes described here will help us to:

• develop and provide advice to the Minister on the strategic and population health issues that affect the sector from a whole-of-system perspective


• better respond to the sector’s needs (including non-government organisations and District Health Boards) to support performance improvements, operationalise strategy and share best practice and innovations across the system

• sharpen accountability and monitoring of funding that is both within the sector and managed by the Ministry on the sector’s behalf, to achieve better health and reduced inequalities

• strengthen our leadership and management capacity and capability to deliver on the Government’s priorities.

What is still under consultation?At the time of printing I have not confirmed the location for some functions. This is because options were raised during the consultation. These areas are being further consulted on:

• Cl�n�cal Serv�ces D�rectorate: consultation with the Primary Healthcare Delivery team on options to locate primary health care policy development in the Population Health Directorate, and basing the Primary Health Care Implementation team in Sector Capability and Innovation

• Publ�c Health D�rectorate: consultation with the Pacific Health Branch on options to locate the Chief Advisor Pacific Health and the Pacific Provider Development Fund and attached resources, in the Sector Capability and Innovation Directorate, with the policy functions of the Branch to be located in the Health and Disability Systems Strategy Directorate

• Maor� Health D�rectorate: consultation with the Maori Health Directorate on options to situate the Chief Advisor Maori Health, Service Development Team (including the Maori Provider Development Scheme) and attached resources in the Sector Capability and Innovation Directorate

• Corporate and Informat�on D�rectorate: consultation with the Government and Sector Relations Team to move Corporate Planning and Reporting to Change and Development; to change the position of Manager Communications from a fourth tier to a third tier position; to move co-ordination of the ELT agenda, minutes and papers to Change and Development; consultation with Library Services to move to Health and Disability Systems Strategy; consultation with NZHIS to move the information publishing/web resource to Communications in the Corporate Services Directorate.

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Executive Leadership Team

I have renamed the Execut�ve Team the Execut�ve Leadersh�p Team (ELT). Th�s �s to emphas�se �ts role to prov�de – collect�vely and �nd�v�dually – strateg�c d�rect�on and leadersh�p to the M�n�stry. The ELT w�ll also focus on the sound strateg�c management and corporate governance of the M�n�stry of Health.

Specifically, the role of the ELT is to:

• set the Ministry’s strategic direction and priorities

• lead organisation-wide strategies to achieve the Ministry’s strategic goals

• evaluate progress towards the achievement of those goals

• lead positive change within the Ministry

• lead the development of Ministry culture

• manage key relationships.

The ELT has a responsibility to communicate information and leadership practices to Ministry managers and staff, and to delegate responsibilities in order to act effectively as members of the Ministry. Information sharing and leading by example are particularly important for the overall strategic direction of the Ministry, the key decisions taken, and the actions required. The ELT (collectively and individually) will directly influence and model the desired organisational culture.

The ELT will comprise the Deputy Directors-General. The Principal Medical Advisor and Chair of the Professional Advisory Group will also attend meetings. The ELT will meet twice monthly, with its agenda, minutes and meetings managed by the Office of the Director-General and made available on the portal.

The remainder of the document discusses the functions of each directorate in more detail.

Dir

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Health and Disability Systems Strategy (includes knowledge capability)

Maori Health

Population Health

Sector Accountability and Funding (includes Regulation and Safety)

Sector Capability and Innovation

Information

Health and Disability National Services

Corporate Services

Change and Development (including the Office of the Director-General)

Risk and Assurance


Professional Advisory Group

The new structure of the M�n�stry of Health needs to be complemented by enhanced and supported organ�sat�onal leadersh�p that �s v�s�ble. Respons�b�l�t�es and leadersh�p are be�ng strengthened at the second and th�rd t�ers, w�th clear accountab�l�t�es establ�shed.

The proposal for the new structure identified that a Clinical and Professional Governance Group would be established. This title has now been changed to the Professional Advisory Group, to make it clear that the group will be providing advice to the Director-General and the ELT.

Those staff who responded to the submissions enthusiastically supported the concept of this group. For it to work well in the new structure we need to take some time to consider the final format and function of such a group. I have decided that, initially, the current chief advisors group will act as the Professional Advisory Group. The chair of the group will attend all ELT meetings, and the target champions and other key advisors will attend the monthly ELT discussions on organisational performance reporting, including progress on targets.

The final composition and function of the group will be the subject of discussion with the ELT, the Professional Advisory Group and other key stakeholders during the coming months. The Professional Advisory Group will be supported by staff from the Office of the Director-General.


Health and Disability Systems Strategy Directorate

Directorate purpose and responsibilitiesThe Health and Disability Systems Strategy Directorate is responsible for providing strategic and whole-of-system perspectives and advice on the development of the health and disability system. The Directorate is responsible for providing medium- to long-term advice on key strategic health, public health and disability issues to achieve better health and reduced inequalities. This includes providing strategic policy advice on:

• long-term strategic planning for and with the sector (eg, the New Zealand Health Strategy, the New Zealand Disability Strategy), including modelling and forecasting the health and disability needs of future populations and the implications for future health and disability services

• the prioritisation of expenditure within Vote Health, across-sector expenditure including strategic advice on sector productivity measures, value for money and oversight of work examining the cost effectiveness of priorities and interventions

• strategic issues relating to the medium- to long-term development of the infrastructure of the health sector, which will enable future provision (eg, workforce, frameworks for capital planning and prioritisation) and working with the Information Directorate on strategic information developments (eg, key directions)

• the medium- to long-term institutional development of the health sector (eg, developing and retesting criteria for devolution, structure and high-level content of key documents that provide the strategic settings for health service delivery, such as the Nationwide Service Framework)

• the long-term wellbeing of specific population groups in society (eg, Pacific, low-income or vulnerable communities), with a focus on the systemic, strategic and intersectoral settings that will reduce inequalities

• scanning for, participating in and providing advice on important inter-sectoral policy interventions or issues that are likely to have an impact on improving health outcomes and the implications for the medium- to long-term development of the health sector

• strengthening the Ministry and sector knowledge capability (eg, Public Health Intelligence, health needs analysis, research and evaluation) to inform medium- to long-term planning in the sector

• management of relationships and secretariat support to committees1 with responsibilities to look at the medium- to long-term systemic issues in the health and disability sectors

• the administration of New Zealand’s international obligations

• designing regulatory frameworks that provide public assurance of quality, safety and the certification of appropriate professionals and health organisations.

Statement of Intent 2007–2010 lead responsibilitiesThe Health and Disability Systems Strategy Directorate will work with other directorates in leading the following work programme priorities under the Statement of Intent 2007–2010:

• Infrastructure – workforce, key directions

• Value for Money (sector focus), including the prioritisation of interventions and new technologies

• Reducing Inequalities (working with Maori Health)

1 The National Health Advisory Committee (NHAC), Public Health Advisory Committee (PHAC), National Ethics Advisory Committee (NEAC) and Advisory Committee on Assisted Reproductive Technology (ACART).

7 Building a Healthy Future

• developing a long-term health sector strategic plan

• new bills (eg, Public Health Bill).

Teams that will report to the Deputy Director-General, Health and Disability Systems Strategy, from 1 July 2007The following table shows the current functions and teams that will report to the Health and Disability Systems Strategy Deputy Director-General from 1 July 2007. This Directorate also includes a broadly focused group including the Office of the Director of Public Health. The group will include strategic

public health capability and will, as required by section 3E of the Health Act, be known as the Publ�c Health Group.

New capacity and capability will be established over the 2007/2008 year to:

• work with the Maori Health Directorate to ensure the needs of Maori populations are reflected in medium- to long-term strategic development

• build the strategic capability to advise on the medium- to long-term development of disability and mental health services, either within the directorate or by strengthened lateral processes across the organisation.

Current functions and teams reporting to the Deputy Director-General, Health and Disability Systems Strategy from 1 July 2007

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Current groupings

Sector Pol�cy Publ�c Health Cl�n�cal Serv�ces

DHB Fund�ng and Performance

CID New Funct�on/Capab�l�ty

International

Strategic Funding Policy

Strategic Therapeutics Policy

System Performance

Workforce

National Health and Public Health Advisory Committee Secretariats

Strategic Policy on Ethics and Innovation (including NEAC and ACART Secretariats)

Principal Advisor Sector Policy

Publ�c Health Group

Office of the Director of Public Health

Strategic Public Health staff

Strategic Advisor Maori

Legislative Review

Pacific Health (excluding Pacific Provider Development Fund*)

Public Health Intelligence

Health Impact Assessment

Outcomes Performance Systems

Assets and Capital (Strategic)

Library* Research and evaluation

Devolution policy

Strategic disability policy

Strategic mental health policy

Vote analysis (drawn from Corporate Services)

* Under consultation at time of print.


Maori Health Directorate

Directorate purpose and responsibilitiesThe Maori Health Directorate is the primary advisor on Maori health and is responsible for advising on:

• the implementation of section 4 of the New Zealand Public Health and Disability Act 2000 in order to recognise and respect the principles of the Treaty of Waitangi in the health and disability sector

• responding to Waitangi Tribunal claims in collaboration with Sector Accountability and Funding

• the implementation of He Korowai Oranga and Whakatataka Tuarua

• monitoring the development and implementation of Maori health action plans in DHBs with the Sector Accountability and Funding Directorate

• supporting the Ministry and sector implementation of other health and disability strategies for Maori in conjunction with Population Health and Sector Capability and Innovation Directorates

• developing policy settings to support Maori participation in the sector at all levels (in conjunction with the Health and Disability Systems Strategy Directorate, it will lead the Reducing Inequalities work programme across the Ministry).

Statement of Intent 2007–2010 lead responsibilitiesThe Maori Health Directorate will work with other directorates in leading the implementation of the following work programme priorities under the Statement of Intent 2007–2010:

• Improving Maori Health

• Reducing Inequalities for Maori (working with Health and Disability Systems Strategy).

The Directorate will have an increased capability and capacity to monitor the Ministry as an organisation and its contributions to improving health for Maori. This may include:

• input to Health and Disability Systems Strategy and Population Health to ensure the impact on Maori is assessed and that policy with an impact on Maori is developed

• the development of tools to support policy development focused on Maori health outcomes and reduced Maori health inequalities

• contributing to improved knowledge on improving Maori health and reducing inequalities.


Current functions and teams that will report to the Deputy Director-General, Maori Health, from 1 July 2007

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Current group�ngs

Maor� Health New Funct�on/Capab�l�ty

All current Maori Health Directorate (except Chief Advisor Maori Health and Maori Service Development Team)*

Enhanced monitoring of the Ministry in relation to improving Maori health and reducing Maori inequalities


�0 Ministry of Health

Population Health Directorate

Directorate purpose and responsibilitiesThe Population Health Directorate is responsible for providing advice on the policy settings and operational frameworks that determine eligibility and access to publicly funded health, public health and disability services. The Directorate is responsible for ensuring that the strategic intentions of the Government are translated into the policy settings that incentivise and guide the operational delivery of services by advising on:

• the services, policy settings and frameworks that ensure access to publicly funded health and disability services for eligible populations, reflecting the Minister’s priorities and the Government’s intentions

• how current service-specific settings can better influence improved health and reduced inequalities, particularly for vulnerable groups (eg, children and youth, people with disabilities, and people with mental health conditions)

• policy settings that work across the continuum of care and from a whole-of-system perspective to strengthen and incentivise service integration across prevention, primary and community, and secondary/tertiary care for key population health priorities

• the implications for service-specific policy of the intersectoral interface across government

• population health approaches (eg, chronic disease, communicable disease, environmental health, primary health care, mental health, disability and compulsory care)

• design regulations, set standards and advise on quality assurance,

• services that may fit new criteria for devolution in collaboration with Health and Disability Systems Strategy Directorate

• evaluating and reviewing the implementation of programmes to support policy development.

Statement of Intent 2007–2010 lead responsibilitiesThe Population Health Directorate will work with other directorates in leading the following work programme priorities under the Statement of Intent 2007–2010:

• Chronic Disease (whole of system and service specialist) – integrate the policy advice capability throughout the sector

• Child and Youth Services – establish a new policy team and the capability to develop child and youth and maternity health services

• Primary Health – policy and service framework development

• Health of Older People – policy and service framework development

• intersectoral and interagency activities and initiatives that affect service delivery

• implementation of Te Kokiri

• report on the public health role of local government.

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Current functions and teams that will report to the Deputy Director-General, Population Health from 1 July 2007

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Current group�ngs

Sector Pol�cy Publ�c Health Cl�n�cal Serv�ces D�sab�l�ty Support

Mental Health

New Funct�on/ Capac�ty

Health of Older People

Secretariat for Health and Disability Ethics Committees

Chief Advisor (Services)

Non-Communicable Diseases and Communicable Diseases (excluding the following:

• Enforcement

• Tobacco Policy and Implementation

• HEHA

• Health Impact Assessment

• Legistative Review

• NIR)

Environmental Health

Public Health Directorate support roles

Secretariats for Cancer Control Council, Perinatal and Maternal Mortality Review Committee, Child and Youth Mortality Review Committee and Quality Improvement Committee

Primary Health Care Policy*

Well Child and Maternity Projects

Chief Advisor Child and Youth

Disability Policy

All of current Mental Health Directorate

Child and Youth Health (new manager already agreed)

Secretariat for ECART


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Sector Accountability and Funding Directorate

Directorate purpose and responsibilitiesThe Sector Accountability and Funding Directorate is responsible for funding, monitoring and ensuring the sector is compliant with accountability expectations. It ensures compliance with health regulation by Health and other sectors, such as local government. It advises on the current performance of the sector, areas where targeted effort may be required, and trends in performance indicators and service expectations by:

• managing the distribution of funding to Crown-owned entities (eg, DHBs) and the accountability arrangements for the use of public resources, and advising on the funding arrangements (eg, inter-district flows, maintenance of service frameworks, national pricing)

• developing and implementing the funding mechanisms and the accountability framework (eg, district annual planning, reporting and monitoring processes) across the whole system, including public health, mental health and primary health implementation to achieve better health and reduced inequalities

• actively monitoring and advising on the financial and non-financial performance of health Crown entities and the Ministry’s role as direct funder of health and disability services, providing strategic advice on trends in performance against target indicators, and identifying opportunities for improvement and service reviews

• working with the sector to implement government policy on elective services

• managing relationships with the governance and management of Crown-owned entities, including Board appointments, support for good corporate governance practice (including induction) and co-ordination of DHB elections

• managing the assessment of sector capital business cases against agreed capital business planning frameworks

• providing advice on industrial relations across the sector

• reviewing the prioritisation and future location of service analysis and project management capability with the ELT, agree on a cross-organisation business plan that prioritises focused resource on the organisation’s priorities

• reviewing the account manager function and enhancing the ability to support high-level relationship management, ownership and purchase monitoring at regional and national levels

• administering the Ministry’s regulatory powers to coerce and/or enforce statutory compliance, including audit, certification processes, consolidating and building the capability and capacity to investigate, examine risks and oversee the consequences of failure or breach of those requirements.

Statement of Intent 2007–2010 lead responsibilitiesThe Sector Accountability and Funding Directorate will work with other directorates in leading the following work programme priorities under the Statement of Intent 2007–2010:

• DHB reviews, as agreed

• ownership and performance monitoring of DHBs and Crown entities: mechanisms to encourage DHBs to do things once rather than 21 times

• elective services


• administration of legislation and regulations and meeting legislative requirements such as public health enforcement activities, certification and audit costs under the Health and Disability Services (Safety) Act 2001 with no calls for changes to the Ministry’s administration of the Act.

In addition, the Directorate will be responsible for:

• establishing the Australia New Zealand Therapeutic Products Authority (ANZTPA)

• initiating and implementing a review of the machinery of government arrangements for the National Radiation Laboratory services.

Current functions and teams that will report to the Deputy Director-General, Sector Accountability and Funding, from 1 July 2007

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Current group�ngs

Publ�c Health Cl�n�cal Serv�ces

DHB Fund�ng and Performance

CID New Funct�on/Capac�ty

Medsafe

National Radiation Laboratory

Non-communicable Diseases Enforcement

Communicable Diseases Enforcement

HealthCert

Medsafe

Assets and Capital

DHB Performance

DHB Finance

Service Analysis

Project Management Team

DHB Funding (except Provider Funding)

Manager Business Planning

HealthPAC Audit and Compliance

Assets and Capital (business case approval)

Mental health monitoring of sector

Disability monitoring of sector

Primary health care monitoring of sector

Public health monitoring of sector

Maori health and Whakatataka Tuarua monitoring of sector

Support for enhanced account manager role

Strengthen monitoring of clinical outcomes in CFA

Enhanced monitoring of Ministry as funder


Sector Capability and Innovation Directorate

Directorate purpose and responsibilitiesThe Sector Capability and Innovation Directorate is responsible for working proactively with the sector to support implementation, build capability and share innovations across the sector that support operationalising the Minister’s strategic priorities. The Sector Capability and Innovation Directorate will:

• support the sector’s implementation of the Government’s health and disability strategies and key priorities, and the improvements in related health sector targets

• identify, with Sector Accountability and Funding (guided by monitoring intelligence) and with wider sector engagement, opportunities for improved performance against indicators

• share best practice, innovations, new evidence and/or learning across the sector.

This Directorate responds to the sector’s desire for a centre of performance improvement and innovation that promotes and drives implementation of best practice, shares learning across the sector, and provides an avenue for clinical and professional leadership to be shared across the system. This will occur where there is:

• joint agreement and negotiation of work programmes and areas of emphasis for improvement

• flexible models of working that clarify where the Ministry is the lead, where there is joint leadership between Ministry and DHBs, and where DHBs are leading and the Ministry supports

• clear separation from monitoring functions to make transparent the roles of the Ministry.

Statement of Intent 2007–2010 lead responsibilitiesThe Sector Capability and Innovation Directorate will work with other directorates in leading the following work programme priorities under the Statement of Intent 2007–2010:

• working with Sector Accountability and Funding and state sector agencies in achieving improved performance in relation to identified health sector targets, such as the HEHA social marketing campaign and evaluation strategy, and intensive tobacco control programmes implemented in the four high-needs DHBs.


Current functions and teams that will report to the Deputy Director-General, Sector Capability and Innovation, from 1 July 2007

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Maor� Health Publ�c Health Cl�n�cal Serv�ces New Funct�on/Capac�ty

Chief Advisor Maori Health*

Maori Service Development Team*

Pacific Provider Development Fund*

Chief Advisor Pacific*

Chief Advisor Public Health

Healthy Eating–Healthy Action

Tobacco Policy and Implementation

Primary Health Care Implementation*

Chief Advisor General Practice

Chief Advisor Nursing

Chief Advisor Oral Health

Chief Clinical Advisor

Principal Advisor Cancer Control

Long-term Conditions Policy (excluding High Cost Treatment Pool and other national contracts)

Develop work programme for new business related to Capability and Innovation

Project management and service analysis resource to be drawn from Sector Accountability and Funding in the first instance. Decision as to whether resources need to be transferred to be left to the Executive Leadership Team.



Information Directorate

Directorate purpose and responsibilitiesThe Information Directorate is responsible for providing leadership and consolidating the capacity to manage the sector’s information systems. The Directorate is responsible for developing, maintaining and ensuring access to all of the key information databases held by the Ministry.

The Information Directorate will, working with the Health and Disability Systems Strategy Directorate, provide strategic advice to the Director-General and the ELT on the medium- to long-term information needs and infrastructure of the sector that will meet future health service and population health needs. The Directorate will also oversee HealthPAC.

This directorate will manage all IT infrastructure for the Ministry of Health. A service-level agreement will be established to define the information support needs required for the Ministry of Health as distinct from sector information requirements.

The Information Directorate will be responsible for the implementation of the National Services Development Programme (NSDP), which aims:

… to consolidate, rationalise and optimise a range of core payment, information and connectivity systems, including:

• health payment systems provided through HealthPAC, including capitation funding systems

• health information and analysis systems provided through the New Zealand Health Information Service (NZHIS)

• patient identity data systems

• mechanisms through which external parties access the above systems.

The Directorate will also service the Health Information Strategy Action Committee (HISAC) and work with the committee to implement the 12 Action Zones of the Health Information Strategy for New Zealand.

Statement of Intent 2007–2010 lead responsibilitiesThe Information Directorate will work with other directorates in leading the following work programme priorities under the Statement of Intent 2007–2010:

• Infrastructure – Information Systems and Measuring Progress on Infrastructure Improvements.

Current functions and teams that will report to the Deputy Director-General, Information, from 1 July 2007

Info

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Current group�ngs

Publ�c Health Corporate Informat�on D�rectorate

National Immunisation Register Information Technology Services (ITS)

National Systems Development Programme (NSDP)

New Zealand Health Information Service (NZHIS) (except for web publisher capacity)*

Programme Management Office and Contract Support Office

HealthPAC (except for Audit and Compliance)

Health Information Strategy Action Committee (HISAC) Secretariat


�7 Building a Healthy Future

Health and Disability National Services Directorate

Directorate purpose and responsibilitiesThe Health and Disability National Services Directorate is responsible for planning and funding services not currently funded by District Health Boards (DHBs). These include:

• disability support services

• public health services

• personal health services not currently managed by DHBs (eg, Plunket).

• National Screening Unit.

The Health and Disability National Services Directorate does not assume devolution. Policy work on devolution will be led by the Health and Disability Systems Strategy Directorate and the Population Health Directorate.

The Health and Disability National Services Directorate has significant planning responsibilities as well as funding and contracting. It works with DHBs to align the provision of those services with local planning and delivery. It also works with other sectors to align funding streams to achieve quality services such as for people with disabilities. The Directorate will establish a Purchase Board that advises the Deputy Director-General on:

• service planning and the delivery of national services

• agreed purchase and funding plans on the current and future provision of national services and their alignment with local DHB planning and funding

• progress against a monitoring and reporting framework

• implementing devolution decisions if and when they are made.

Statement of Intent 2007–2010 lead responsibilitiesThe Health and Disability National Services Directorate works with other directorates in aligning its service planning, funding and delivery activities with the priorities under the Statement of Intent 2007–2010, including:

• identifying opportunities for service reviews and ongoing evaluation of purchase decisions to ensure that value for money is assured

• access to services funded to reduce inequalities for vulnerable populations

• access to services funded to improve participation by people with disabilities

• adapting public health services to the diversity of needs in the DHBs.

Current functions and teams that will report to the Deputy Director-General, Health and Disability National Services, from 1 July 2007

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Publ�c Health Cl�n�cal Serv�ces D�sab�l�ty Serv�ces DHB Fund�ng and Performance

Public Health Operations

National Screening Unit

High Cost Treatment Pool and other specific contracts, eg, transTasman organ donation

All of current Disability Services Directorate excluding Disability Policy

Clinical Training Agency

DHB Provider Funding


Corporate Services Directorate

The Corporate Services Directorate is responsible for ensuring that directorates have the resources and corporate systems and processes to control and expedite the management of their businesses. The following direct reports will provide the range of services that support line managers:

• Finance (including Vote Analyst teams) – monitors the financial control in the organisation, and the management of Ministry assets and facilities

• Legal – provides the Director-General and the organisation with legal advice to ensure the Ministry is complying with its statutory and regulatory functions and supports legislation and regulation drafting

• Communications – manages the internal and external communication needs of the organisation, including publications and the management of media relations

• Government Relations – ensures the Ministry complies with our parliamentary obligations in relation to Ministerials, co-ordinating OIA requests and the appointment of Committees.

A service-level agreement will be negotiated and agreed with the Deputy Director-General Information to:

• unbundle and transfer those services that are central to the corporate management of the Ministry organisation

• clarify the range of information infrastructure support that will be provided to the Ministry.

Statement of Intent 2007–2010 lead responsibilitiesThe Corporate Services Directorate will work with other directorates to lead the following 2007–2010 Statement of Intent priorities:

• Value for Money – continued reviews for opportunities to deliver the business of the Ministry more efficiently

• Ministerial Servicing.

Current functions and teams that will report to the Deputy Director-General, Corporate Services, from 1 July 2007

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Government Relations including Ministerials and Committee Appointments (excluding Corporate Planning and Reporting)*

Communications (including NZHIS web publishing capacity)*

Health Legal

Corporate and Sector Finance

Centralised OIA function

Enhanced PQ, briefings, ministerials



Change and Development, Office of the Director-General

The Change and Development Office is responsible for:

• completing the implementation of the recommendations of the Review of the Ministry of Health (December 2006)

• establishing the Office of the Director-General, which is responsible for co-ordinating the business of the Director-General through the following functions:

– co-ordinating the business of the Director-General

– secretariat support for the ELT meetings

– secretariat support for the Leadership Forum and Professional Advisory Group

– co-ordinating liaison with offices of the Minister

– special projects, as agreed with the Director-General

• providing corporate human resource services and organisation development support consistent with the Change and Development Programme.

The Office of the Director-General will be staffed mostly from internal secondments from within the Ministry of Health.

Statement of Intent 2007–2010 lead responsibilitiesThe Change and Development, Office of the Director-General, will work with other directorates to lead the following 2007–2010 Statement of Intent priorities:

• review of the current state of the Ministry of Health 2006

• developing the Ministry of Health

• developing and maintaining our capability and the implementation of the State Services Commission’s development goals.

Current functions and teams that will report to the Deputy Director-General, Change and Development, from 1 July 2007

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Current group�ngs


Human Resource Management Group

Management of Secondments to Ministers’ Offices

Corporate Planning and Reporting* (except Committee Appointments and OIA Co-ordination)

Executive Leadership Team meetings co-ordination and support

Review implementation, including business systems improvement

Clinical and Professional Advisory Group co-ordination

Leadership Forum co-ordination

Minister relationship management

Office of the Director-General



Risk and Assurance Group

The Risk and Assurance Group is responsible for providing independent advice to the Director-General on the strategic and operational risks in the Ministry and advising on actions and/or processes that would provide assurance that risks are being managed.

There is no change to this Group.

2� Building a Healthy Future

Cross-Ministry Priority Projects

I will establish the Minister’s priorities as cross-Ministry projects that will have a project and output plan that is signed off and agreed by the ELT. The projects will have clear milestones and accountabilities for those milestones that are tracked as part of the Ministry’s organisation performance reporting, and will be reported to the ELT every month.

The cross-Ministry projects will be supported by the following corporate policies and procedures, which will be established and/or reviewed:

• organisation-wide project planning processes, methodologies and templates

• linkages with the organisation performance reporting (Change and Development Workstream 2)

• a communications plan that makes access across the organisation to information on these projects easier and more visible.

Many of these projects may already have a current work programme and teams involved. This process may provide further opportunity for integration within and across the new directorates.


The Minister’s priorities and related health sector targets

M�n�ster’s pr�or�t�es Related health sector targets Lead from � July

Chronic disease •Reduced cancer waiting times

•Reduced ambulatory-sensitive hospitalisations (ASH)

•Improved diabetes services

•Improved mental health services

•Improved nutrition

•Increased physical activity

•Reduced obesity

•Reduced harm caused by tobacco

Strategic development of an outcomes framework for adoption across the organisation – Health and Disability Systems Strategy

Translation into an operational policy framework to guide connected and joined-up policy development – Population Health

Interim Leadership from the Office of the Director-General

Electives •Improving elective services Sector Accountability and Funding

Health of older people •Reduced ASH for over 65s Population Health

Primary health •Improved immunisation coverage

•Reduced ASH

•Improved diabetes services



•Reduced obesity


Joint Sector Capability and Innovation / Population Health

Child and youth services •Improved immunisation coverage

•Reduced ASH

•Improved oral health



•Reduced obesity


Population Health

Infrastructure (workforce) •Underpins all targets Health and Disability Systems Strategy

Value for money (including Quality Improvement)

•Underpins all targets

•Reduced % of Vote Health spent on the Ministry of Health

Director-General

2� Building a Healthy Future

Capability Development Work Programme

Although structure is crucial, the most important part of the change process is how we change the way we work to support more cross-Ministry collaboration. I will put in place a capability-building work programme with the ELT that emphasises in the next six months how we work together and the processes that will support us to do this. This will include the following.

• Organ�sat�on v�s�on, m�ss�on and values – early in the 2007/08 year we will revisit our organisation vision, mission and values, and what they mean for the culture of the Ministry we want to work in. This will also be reflected in how we communicate our work and the progress in the sector to our wider community. We will seek to involve people in the organisation to do this, with particular emphasis on the Leadership Forum and focus groups with staff.

• People capab�l�ty – Human Resources will work with directorates to develop a People Capability Building Action Plan, which will put in place activities that include:

– leadership and management training and development across the organisation

– further expanding the use of professional development tools to support staff to plan their careers, identify development and plan those opportunities as part of our resource prioritisation

– continuing actions to recruit at all levels and action a plan for retaining our talent, including sector-wide secondments and developing new graduates

– staff satisfaction and organisation culture audits to identify how we think and feel about working in the Ministry and help target where we could improve while benchmarking ourselves against other organisations.

• Organ�sat�on performance management (Change and Development workstream 2) – following ELT agreement, visibly track our organisation’s performance against our priorities and feed back that progress to directorates and teams.

• Project management – we will establish an organisation-wide project management system that ensures a consistent approach to planning and monitoring progress against our priority work programme. This system will be used for all cross-Ministry work projects that are Statement of Intent priority related and will link to the organisation performance reporting process.

2� Ministry of Health

What Happens Next? – The Transition Process

Current Deputy Director-General roles have been assessed to identify whether they match to new ELT roles.

The appointment process for new ELT members for new ELT roles that remain vacant following matching will begin on 5 June 2007, with advertising and position descriptions being available from that date. It is likely that the appointment process will not be completed until the end of September 2007. I will appoint an Interim Leadership Team, who will act in these roles from 1 July 2007 until appointments are confirmed. I will announce the Interim Executive Leadership Team on my portal message as soon as they are confirmed. This will allow time for any handover that is necessary. From 1 July you or your team will either directly or indirectly report to these interim DDGs.

You should assume business as usual unless you are advised formally by your direct line manager. If you are unsure about the process or need clarification of your work programme, please talk to your line manager or the Change and Development Team.

During June 2007 the Change and Development team, supported by Corporate Services, will:

• work with managers to confirm the transition plans, the business planning outputs and resources for the purposes of the Output Plan and the Ministry’s Business Plan

• support the handover process between current management and the new Interim Leadership Team.

Loraine Milne will be managing the transition programme from 5 June 2007. A Transition Pack is being prepared and will be handed out to support managers and their teams to provide you with further information.

Concluding Comments

Thank you again for your participation throughout this process. I am aware this may be a difficult time for you as we work through the transition. However, I believe that by taking a more active leadership role, the Ministry will be better placed to assist the health and disability sector to achieve better health for all New Zealanders and reduce inequalities.

Documents

Building a Future Healthy - Ministry of Health NZ · Building a Healthy Future • better respond to the sector’s needs (including non-government organisations and District Health