Ngati Porou Hauora Strategic Plan 2014–2018

Ngati Porou Hauora Strategic Plan 2014–2018
“Kia tu pakari, Kei tua o kapenga”
Introduction
Tēnei te mihi ki o tātau tini mate kua
tīraha ki runga i nga marae i roto i te rohe
o Ngāti Porou i tenei wā. Ko tetahi o wēra
ko to matou Upoko Ariki o Te Runanganui
O Ngāti Porou Ko Api Māhuika. E te
tohunga, te rangatira nau te matangarua
I te ao Maori, te ao kotea i roto te
hohonutanga, tukua atu ia ki te angi o te
Muriwaihou, ki Tahekeroa, ki Rarohenga,
me mihi kau ki aia me ona rongonui I
takatu ki maraeatea. Na reira haere, haere,
haere oti atu e kore a muri e hokia. Takoto
mai i roto nga ringa o to Kaihanga.
great pleasure to present our five year
Strategic Plan to 2018.
Otira, tātau huri noa i nga tōpito ō te
mana whenua, ō te mana moana, ō te
mana rangatiratanga ō Ngāti Porou, he
whainga tēnei ō Te Whare Hau Ora O
Ngati Porou, hei tā koha mō te painga me
te ōranga o te iwi.
Our Goals
Realistic goals have been set with
appropriate strategies to realise the
best possible health outcomes for our
population.
Heoi anō tātau tēna kōtou, tēna kōtou,
tēna tātau katoa.
“Ka rāranga tonu tātou i a tātou.”
Since the final drafting of this plan sadly,
the Chairman of Te Runanganui O Ngati
Porou Dr Apirana Mahuika, has passed
away, and I would like to acknowledge
his contribution towards the Ngati
Porou Hauora and pay tribute to all his
achievements whilst he was among us.
On behalf of my fellow Ngati Porou
Hauora Board members it gives me
We acknowledge the many around the
motu and within Ngati Porou who have
offered their support.
This Plan strives to align with the
strategic direction of our parent body, Te
Runanganui o Ngati Porou and promotes
equity through the delivery of health
services in Ngati Porou.
Our Vision
Kia tu pakari, kei tua o kapenga
Our Priorities
We will continue to strive to meet
national, regional and local Health Targets
and key strategic priorities including
those determined from the East Coast
Health Review. With financial constraints
it is not an easy task to meet budgets,
however, we are committed to a break
even position by 2018. Our staff are our
greatest asset and we will continue to
lobby and seek pay parity.
Lois McCarthy Robinson
Chairperson, Ngati Porou Hauora
A Tatau Whakapapa
1905 Waiapu Hospital Board.
Pastoral Farming-European Community.
1988 Tairāwhiti Area Health Board.
1994 Member of Health Care Aotearoa.
1995 Ngāti Porou Hauora Incorporated Society.
Community Ownership & Governance.
1999 Transfer Hospital & East Coast Services to NPH.
2001 Established local Ngāti Porou-focused research
projects.
Transfer Hikurangi Community Clinics to NPH.
2004 PHO-Primary Health Organisation.
2006 Members of the Maori Health Coalition 2011
Ngāti Porou Hauora Charitable Trust.
Subsidiary Company of Te Runanga o Ngāti Porou.
2012 Relinquished PHO status to the National Health
Coalition.
East Coast Review Stage 1 (NPH/ TRNONP & TDH).
2013 Regained PHO status.
2014 East Coast Review Stage 2.
A Tatau Kaupapa
E tipu e rea mō ngā rā o tō ao
Ko tō ringa ki ngā rākau a te Pākehā
Hei ora mō te tinana
Ko tō ngākau ki ngā tāonga a ō tïpuna Māori
Hei tikitiki mō tō māhuna Ko tō wairua ki tō atua,
Nānā nei ngā mea katoa
Grow and fulfil the needs of your generation
Your hands mastering the arts and the knowledge
of other cultures for your wellbeing
Cherishing the treasures of your ancestors
as a source of pride and identity
Your soul to God as author of all things
A Tatau Tikanga
Ngāti Poroutanga
We aim to lead by example with integrity,
accountability, and transparency. We will safeguard
our rangatiratanga in health and actively pursue better
outcomes for whānau and others mai Potikirua ki te
Toka a Taiau within a Ngāti Porou framework.
Manaakitanga
We are working to promote equitable, quality services
in the community that are relevant, accessible, and
reliable, and to deliver these in a caring, compassionate,
safe and sensitive manner.
Ringa Raupa
We are diligent, inclusive whānau-driven team players.
Pakari
We are committed to organizational cohesion and
to working in partnership and collaboration with
stakeholders.
Rangatiratanga Leadership/Political
Goal
Strategies
Outcomes
Indicators
To provide stewardship,
drive health gain, and ensure
credible representation and
participation in appropriate
forums to assert mana
motuhake o Ngāti Porou.
1Maintain appropriate mix of cultural,
professional and clinical representation
on the Board.
NPH strategy will be aligned with the
strategic direction of TRONPnui and Ngāti
Porou tikanga will be embedded in all
collaborative relationships, promoting
equity through the delivery of health
services in Ngāti Porou.
1NPH Board has clinical and noho kainga
representatives and at least six hui per
year.
2Sound processes to ensure that the
Board is supported with regular,
relevant information on organisational
performance, risks and opportunities.
3Utilise the strength of TRONPnui
leadership and infrastructure.
4Disseminate key plans, reports and
results via NPH website and TRONPnui
publications, and report back to
communities through local hui and
media.
5Work collaboratively with DHB, Ministry
of Health, regional networks, PHOs,
NGOs, other Government agencies and
communities, across TRONPnui services
and through alliance mechanisms to
achieve goals and monitor progress.
2An annual Statement of Intent and
Annual Report provided for the
TRONPnui AGM in October of each year.
3At least 3 forums per year with NPH,
TDH &TRNONPnui to progress the
reconfiguration and strengthen services
to achieve equitable health outcomes.
4MOUs in place, renewed and/ or
developed between key tertiary
education providers, NGOs, PHOS, DHB
and relevant agencies.
5NPH will have increased and more
equitable funding from MOH/DHB, and
reduced transaction/compliance costs
by 30 June 2016.
6By 2018 health and social services in
Ngāti Porou are robust and effective,
adequately and sustainably funded,
and provided from high quality and
appropriate facilities.
Whanau People
Goal
Strategies
Outcomes
Indicators
To work with staff, whānau,
hapū and population
health groups in each
rohenga tipuna to promote
health, improve access to
the services available, and
identify gaps and solutions.
1Improve staff communications and
foster a strong sense of our direction
and values internally and externally.
Staff, whānau, hapū will be actively
engaged in identifying health issues
and solutions, and contributing towards
positive health outcomes throughout
Ngāti Porou.
1Each business unit will have an annual
work plan that will include internal/
external communication initiatives and
engagement across business sectors.
2Develop hapū, community and
population health group-specific
communication and engagement
strategies.
3Strengthen whānau and communityled approaches to health improvement
– secure resources to develop Ngāti
and Healthy and Whānau Ora.
4Value and utilise the close connection
between NPH staff and the
communities they live and work in.
5Strengthen primary mental health
services and mental health promotion,
with particular focus on rangatahi.
2An NPH Māori Health Plan, with
indicators tracking progress.
3At least four initiatives to strengthen
hapū and other population health
groups’ engagement and participation
in place.
Mātauranga Quality
Goal
Strategies
Outcomes
Indicators
To be a leader in the
development and delivery
of quality service delivery
models which are inclusive
of Ngāti Porou tikanga,
appropriate for the rohe o
Ngāti Porou, and meet the
required National Service
Standards.
1Recognise and strengthen locallyrelevant models of care and innovative
service developments (including
Whanau Ora, long term conditions).
All core service delivery and new services
are predicated on Ngāti Porou tikanga,
continuous quality improvement,
meeting National Standards and the
needs of whānau, hapū and communities.
1NPH will meet the PHO and national
health targets annually.
2Ensure that all business units are aware
of and contribute to DHB and national
health targets.
3Build capacity in prevention, early
detection, effective treatment and
rehabilitation for long term conditions.
4Participate in research, innovation and
evaluation to better understand and
meet the needs of different whānau,
hapū and population health groups.
5Development of a staff training,
professional development plan for each
business unit, to be updated annually.
6Strengthen quality assurance and
build a culture of continuous quality
improvement across NPH.
7Develop a NPH Quality Framework.
Progress in improving health outcomes is
evident, monitored and shared.
2Staff will have annual performance
agreements and appraisals which
will indicate their contribution to
achievements of national targets and
contracted outcomes/budget compliance.
3NPH will be actively engaged in the
University of Otago/EIT inter-professional
training programme and/or initiatives
with Auckland University, EIT and other
tertiary education providers.
4NPH will have accessed new research
and/or whānau ora funded pilot
programmes.
5Ngāti & Healthy will be integrated across
existing health and social services
(TRONPnui).
6Each business unit will have an annual
staff training/ professional development
plan by 2015.
7The NPH Clinical Governance Group and
the Clinical Advisory Group will meet at
least four times each year.
8Ngāti Porou Hauora Quality Framework
will be developed by 2015 and reviewed
annually.
Kaitiakitanga Infrastructure
Goal
Strategies
Outcomes
Indicators
To have appropriate
facilities, technologies
and equipment to meet
the needs of the whānau/
hapū within each of the
rohenga tipuna, and
achieve the contract service
deliverables.
1Contribute to the development and
annual review of a NP Group Property
Management Plan.
NPH will have appropriate facilities and
infrastructure to meet the health needs
of whānau, hapū and communities today
and in the future.
1NP Group Property Management
Plan will be completed by 2015 and
monitored/reviewed annually.
2Upgrade and redevelop the facility
at Te Puia as a rural hospital, local
rehabilitation centre and teaching
facility.
3Develop an annual NPH property
and maintenance plan including
the water services at Te Puia, the
acquisition/disposal of some assets,
and maintenance of clinics.
4Completion of the NPH IT Plan to access
external funding for implementation.
Monitor and review annually.
NPH as an organisation and its facilities
will contribute to a sustainable
environmental footprint.
2An annual property repairs and
maintenance plan including the water
services at Te Puia, the acquisition/
disposal of assets (e.g. Kaiti section) will
be completed by 2015 and monitored/
reviewed annually.
3NPH IT Plan and applications for
external funding will be completed
by October 2014 and the plan
implementation will be monitored/
reviewed annually including annual
stocktake of all IT assets.
5Establishment of a NP Group IT
Strategic Committee to lead and
implement technology changes
which contribute to improved health
outcomes.
4The NP Group IT Strategic Committee
will be established by August 2014
to lead and implement technology
changes which contribute to improved
health outcomes and hold a minimum
of 4 hui per year.
6Review infrastructure and operations
to reduce waste and increase efficiency
and sustainability.
5Redevelopment at Te Puia will be
underway by 2016 and be completed
by 2018.
Whai rawa Financial
Goal
Strategies
Outcomes
Indicators
To be a financially sound,
sustainably funded health
organisation.
1Increase enrolments/contracts.
Financially sound, viable Ngāti Porou
health provider by 2018.
1Projected budget results achieved.
2Ensure that every business unit is
aware of their service delivery
contracted outcomes and approved
annual budgets.
Achieving a break even position by year
end 2017/18.
2Enrolments at Puhi Kaiti reach 6000 by
2015/16 year end and 7,500 by 2018.
• 2013/14 – $900k deficit
3Business Units are reviewed annually.
3Business unit reviews for efficiency
and viability.
• 2014/15 – $600
4All business units and new contracts
are viable.
4Set annual and 5 year Budgets.
• 2017/18 – break even
• 2015/16 – $300k
5Develop annual capex budget.
5A draft budget position is published to
the YE 2018 by 30/11/14 and annual
budgets approved by 30/6 each year.
6Develop Investment and Relief
proposal.
6Capex funding accessed through
MOH (MPDF) and other avenues.
7Explore additional funding sources
and support.
7An investment relief proposal
developed no later than 31/3/16
and obtain investment no later than
31/3/17.
8Move to outcomes based contracting.
NGATI POROU HAUORA
HEAD OFFICE
NGATI POROU HAUORA
COMMUNITY CLINICS
Te Puia Springs Hospital
Matakaoa Community Health
Centre Te Araroa
4 McKenzie Street
Te Puia Springs
Ph: 06 864 6803
Tawhiti Clinic (in Te Puia Hospital)
Uawa Community Health Centre
4 McKenzie St
Te Puia Springs
20 Solander Street
Tolaga Bay
Ph: 06 864 6803
Ph: 06 862 6650
Tikitiki Community Health Centre
Tokomaru Bay Community
Health Centre
Puhi Kaiti Medical Centre
25 Rangitukia Rd
Box 84
Tikitiki
4 Tokomaru Street
Tokomaru Bay
508 Wainui Road
Kaiti Mall
Gisborne
Ph: 06 864 5859
Ph: 06 867 8550
22 Paikea St
Te Araroa
Ph: 06 864 4801
Ph: 06 864 3706
Ruatoria Community Health Centre
3 Tuparoa Road
Ruatoria
Ph: 06 864 8316