SEMINAR SERIES ARCHIVES
Recent Events (2010)
and Beyond (2003)
LAKES BRANCH Seminar 24 February 2010
Powerpoints
AUCKLAND Branch Seminar 11 February:
‘New Directions in Healthcare’ What are the changes happening in health care in NZ’
Priorities for 2010 and beyond. Ministerial Review Group – progress since report release.
Better, Sooner, More Convenient – what is this about?
Presented by: Chris Mules, Director of Health Services Planning for the National Health Board Business Unit in the Ministry of Health. Chris has held a wide variety of senior management roles in the public and private health sectors in New Zealand and in medical communications in New Zealand, Australia and the UK. Most recently he has been Chief Funding and Planning Officer for Counties ManukaU DHB AUCKLAND seminar with John Henley 17 Nov 09
‘Clinical governance: a Physicians view’
Presented by: Associate Professor John Henley worked as a General Physician at the Auckland Hospital (now the Auckland City Hospital for almost 40 years in varying positions, including Clinical Director of General Medicine for 12 years and more recently Clinical Director of the new Admission and Planning unit at the hospital. He left ADHB at the end of 2008 and has been travelling through Ireland, Australia and New Zealand doing locums. With a wide experience in clinical management he will give a physician's view of Clinical Governance
WELLINGTON 18 and 20 November 2009
An invitation to explore the establishment of an Improvement Advisor Network
The Institute sees a need for an Improvement Advisor Network which will provide independent advice on the future needs of the health and disability sector. The Network would bring together a wide range of “advisors” working in the sector in such roles as project managers, quality advisors, quality auditors, facilitators, health policy, service improvement specialists, consultants, policy analysts, business process engineers etc.
The Network would:
*Work with national and international thought leaders including the planned National Quality Agency and the NHS Institute for Innovation and Improvement.
*Be inclusive, providing opportunity for all interested parties to debate and inform issues
* Operate a wide agenda to:
Identify what skills and experience are available to inform strategic developments
*Understand what advice is being provided from within the sector
*Provide a consensus on priorities and strategic focus
This first meeting will explored the scope, potential and value of such a network. Presentation
CHRISTCHURCH BRANCH - Tuesday 13 October
THE CANTERBURY HEALTH SYSTEM
Presented by: DAVID MEATES
CEO, CANTERBURY DISTRICT HEALTH BOARD
David grew up in Canterbury and brings a wide range of skills from both health and the private sector within NZ and the UK. In his most recent role as Chief Executive Wairarapa District Health Board, he led the WDHB through significant and innovative change with particular emphasis on creating a clinically and financially sustainable health model. David’s other previous roles include Manager of Grey Base Hospital and senior health management positions in Northland and Hawkes Bay. He was previously Chair of the DHB’s National CEO Group and has carried a wide range of national responsibilities including leadership of a number of workforce negotiations covering both senior and junior doctors. David joined Canterbury DHB as Chief Executive in February 2009.
AUCKLAND BRANCH - Tuesday 6 October
Clinical governance in the residential care sector in New Zealand with reflections on the current international scene’
Presented by: Diana Spratt Casas worked for 5 years in the funding side of health and disability support services with the Regional Health Authority and for the last 10 years in the service delivery as Director of Nursing for ElderCare NZ / Oceania Group. She has recently returned the XIXth World Congress of Gerontology and Geriatrics in Paris where she spoke about the personal wellbeing programme for older people in long-term care, which won the NZ Health Innovation Award for Excellence in Treatment in 2007.
AUCKLAND BRANCH - Wednesday 26th August
How do you go about establishing strong clinical leadership and governance in an organisation and prepare clinicians to be involved in clinical and management issues
Presented by: Donald Mackie - Chief Medical Officer, Counties Manukau DHB. Don has been the CMO at CMDHB since 2006. He is an Anaesthetist, a Fellow of the Australasian & New Zealand College of Anaesthetists and Member of the Royal Australasian College of Medical Administrators. He has spent four years in the United States teaching at the University of Michigan. While there he developed an interest in clinical quality and was fortunate to be able to study with Donabedian and Deming. Prior to his CMO position Don worked in a number of settings in New Zealand including smaller rural hospitals, Middlemore and in the wider Wellington region in a number of roles; the more recent being Clinical Head of the Emergency Department and clinical adviser to the Planning & Funding division of Hutt Valley District Health Board.
AUCKLAND BRANCH Tuesday 28th July
Introduction and Impact of Role of Director of Allied Health on Clinical Governance
What contribution has this role had to governance across multi professional groups and the essential role of managerial partners in clinical governance?
Presented by: Stella Ward, MHSc, BA, BSLT; is Director of Allied Health at CMDHB – and accountable in conjunction with the Director of Nursing and the Chief Medical Officer, for clinical governance; fostering excellence in clinical standards of practice; research and professional conduct throughout Counties Manukau DHB for the benefit of our community. Stella’s professional background is speech language therapy and she has worked in a range of settings and services that include private practice, health, education and welfare. She is an optimist who enjoys a challenge and who is kept grounded in the real world and inspired to remember ‘life is a game – play fair!’
WELLINGTON BRANCH Tuesday 14th July
Regional Clinical Services Plan, with an emphasis on the place of clinical leadership and networks in the transformation of health. This raises interesting challenges about managing change, adaptive leadership, and cultural change
Presented by: Andrew Campbell-Stokes, TAS
Andrew Campbell-Stokes practiced Pharmacy for 10 years before completing an MBA at the University of Otago. His experience includes management of hospital cancer services and general management in the early childhood education sector, followed by a regional service development manager role with a UK Cancer Network (2005-07). Andrew joined TAS in May 2007 and is Programme Manager for the Regional Clinical Services Programme and Deputy General Manager (interim) of TAS. In this role, he applies his international experience with clinical networks with the aim of enhancing integration and improving access to clinical services across the lower North Island. TAS has recently provided guidance to the Ministry of Health regarding a national framework for clinical networks.
Presentation Slides
AUCKLAND BRANCH Tuesday 30 June 2009
Clinical Governance: Differences between Private and Public
Presented by: Mr Bren Dorman, MBChB, FRACS. is a senior ORL specialist in Auckland specialising in general otolaryngology, voice & swallowing disorders, snoring, nasal & sinus surgery. He is the Clinical Director of the Otorhinolaryngology, Head & Neck service at Auckland Healthcare and a Director of Gillies Hospital. He has therefore experienced first hand the differences in Clinical Governance in both Public and Private Surgical Healthcare in New Zealand. In his spare time he is the Doctor to the NZ Taekwondo team and a keen adventure sports enthusiast.
AUCKLAND BRANCH Tuesday 19th May 2009
The shaping of decision-making in New Zealand Public Healthcare services.
Presented by: Lee Mathias –
Lee has enjoyed a career in the NZ health services for more than 40 years. First as a nurse and nurse educator then as a manager and director. Always looking for change opportunities, Lee established Birthcare, which she managed for 11 years and was a founding shareholder and director of Labtests. Lee has held directorships on CHEs, H&HS’s, ACC and currently holds directorships with Maternity and Midwifery Provider Organisation Limited, Focus 2000 Limited and a number of private companies.
Lee continues to hold a portfolio of lecturing positions at the AUT University and the University of the South Pacific and is involved in several entrepreneurial health related companies.
Lee is an accredited Fellow of the Institute of Directors in NZ. She has a BA from Massey, an MBA from Auckland and has a submitted DHSc with AUT. Her thesis is titled “The shaping of decision-making in New Zealand Public Healthcare services.”
WELLINGTON BRANCH 12 May Presentation Slides
The future is now: why we need to act today to address long-term pressures facing the health sector
The Treasury’s Long-term Fiscal Statement (2006) projects public health expenditure to double as a fraction of GDP over the next 50 years. Continuing the rates of expenditure growth experienced in recent years would have an even bigger fiscal impact: public health expenditure would consume about a third of GDP by 2050. On the other hand, government’s medium term fiscal policy targets cannot feasibly finance such rates of spending growth. So our published projections are possible scenarios, not forecasts. They inform decision-makers about the potential scope of the looming fiscal pressures posed by rising costs in healthcare. Embedded in our long-term fiscal projections is a more immediate performance challenge for the health sector. The recent deterioration in NZ’s economic and fiscal outlook makes this challenge imperative. We need to get more health gain from the resources currently devoted to public healthcare, and to keep doing so over time, at all levels. Part of this means better anticipating and managing downstream pressures on expensive facilities and scarce clinical resources. Treasury is not advocating crude “cost-cutting”. Rather we need to be continuously rethinking what should be done for whom, by whom, and where, with safety, quality and effective use of resources in mind.
Presented by: Gerald Minnee, Acting Manager, Specialist Support, The Treasury. Gerald has been at the Treasury since 1996, performing both management and advisory roles. He has had a varied public sector career spanning 25 years, covering: most social policy issues (including labour market, education, industry training, welfare, housing, justice and health policies); the management of institutional changes; and the negotiation of public sector human resource/industrial relations changes.
Over recent years, Gerald’s has led Treasury’s thinking on how governments can address the kinds of medium to long-term funding and performance challenges facing the health sector.
Currently Gerald is the acting manager of Treasury’s Specialist Support unit, which carries out in-depth quantitative analysis in selected areas of ongoing significance (e.g understanding household savings behaviour and how health status affects labour market participation).
AUCKLAND BRANCH - 28 April 09
Thoughts and Experiences of Clinical Governance from a Nursing Leadership Perspective.
Presented by: Taima Campbell
Taima is the Executive Director Nursing, ADHB and the Chair of the ADHB Workforce SG Committee. She has over 20 years experience in the New Zealand Health sector, working in clinical, education, and management roles. She is involved in a number of national nursing and Maori committees including Nurse Executives of New Zealand, the Health Practitioners Disciplinary Tribunal, and is co-chair for the Board of the College of Nurses – Aotearoa. Taima’s iwi affiliation is Ngati Tamatera, Ngati Maru.
AUCKLAND BRANCH - 31 March 09
Clinical Leadership or Clinical Governance
What is the difference? Which is the way for the future in improving our health care delivery?
Presented by: Ron Dunham has a long history with the health system. He originally trained as a nurse specializing in emergency and trauma work both in NZ and overseas. He has spent time in the “private” health system as a senior manager in a multinational pharmaceutical company and as a Chief Executive for a CHE a HSS and a DHB. He has a MBA from Auckland University and is currently the Chief Operating Officer at Counties Manukau District Health Board. He has an interest in clinical governance and leadership and is adamant that quality improvement in the health system can only be achieved with strong clinical leadership.
WELLINGTON BRANCH - 10 March 2009
ACC’s Healthcare Purchasing Strategy”
Kevin Morris has been ACC’s medical advisor for many years and over the past two years has led a review of how ACC will manage their relationship with healthcare providers. ACC spend around $1 billion of taxpayer money on health and rehabilitation services and their historical fee for service model differs from capitation introduced by the Ministry of Health when District Health Boards and Primary Health Organisations were established.
Q: Should New Zealand continue with two health systems?
Q: How practically might they better align?
Q: What does it mean for providers? For DHBs?
CHRISTCHURCH BRANCH - 4 March 2009
ANGELA PEDDER - CEO, NHS
Angela Pedder is one of the longer serving CEOs in the NHS. Angela has been CEO at Royal Devon and Exeter NHS Foundation Trust since 1996, and has seen significant change, not only in the local NHS trust, but in the NHS overall. Angela’s management background is in the NHS’ health management training programme, and has seen her in a wide range of positions that led her to her current post. Significant achievements at R D & E include leading the trust to foundation status while growing the turnover by nearly 150%. Of note is continued high performance against health care standards while achieving continued operating surpluses. Angela brings a wide set of skills and experience at senior management level in a health service environment that is considered more dynamic than most, with significant fundamental change over many years.
AUCKLAND BRANCH - 3 March 2009
The changing economic environment provides the New Zealand Government with an unprecedented challenge as it seeks to continue to improve the health status of New Zealanders and make the best use of the health dollar.
Presented by: Rod Perkins PhD, a senior lecturer in health management in the University of Auckland's School of Population Health and GM Research and Planning for the Selwyn Foundation will facilitate an interactive discussion about the advice health managers should be giving our new Minister of Health as he seeks to provide leadership to the health sector in 2009. It is proposed that an outcome of the discussion will be a letter to the Minister from the Auckland Branch.
2008
AUCKLAND BRANCH - 9th December 2008
Establishment of Auckland Radiation Oncology
Presented by: Andrew Wong, has been the Chief Executive Officer of MercyAscot Hospitals since he returned from Australia in October 2002. He is a qualified medical practitioner with a post grad Masters in Public Health, and a fellow of the Australasian Faculty of Public Health Medicine. Andrew had an early association with the Ascot Hospital when in 1999 he was part of the commissioning team. In 1999 Andrew relocated to Australia to take up the position of Managing Director of a hospital group that ran day surgery, rehab as well as in patient medical and surgical services. Not only has Andrew worked in the private sector he also spent five years on the Management Team at South Auckland Health. He is currently the Vice President of the New Zealand Private Surgical Hospital’s Association and has been on the Executive of the Association for 5 years. He is Chairman of Auckland Radiation Oncology the country’s first private radiation oncology unit and a director of Mercy Angiography, Mercy Radiology and Medtral New Zealand.
CHRISTCHURCH BRANCH - 21 October 2008
What we do and our plans for service provision looking into the future?
Presented by: FIONA RITSMA, NEW ZEALAND BLOOD SERVICE. Fiona Ritsma was appointed to the position of Chief Executive of the New Zealand Blood Service (NZBS) in October 2007. NZBS is a national service established in 1998 as a Crown Entity to provide the nation with blood and related blood products and services. With the changing demand for product – in particular a move away from plasma derived Biostate to treat people with Haemophilia and increasing use of other products, NZBS faces a number of challenges over the next few years. Fiona will provide an overview of NZBS the organisation, outline the challenges and explain what the NZBS Team is doing to address them. Fiona’s career started as a radiotherapy radiographer in Christchurch. She moved to Auckland in the late 80’s to take up the role of Charge Radiographer in the Oncology Centre at Auckland Hospital. She held a variety of management roles at the Auckland District Health Board over the following 18 years and was General Manager for Clinical Specialty Services for her final 6 years prior to joining NZBS. Her management philosophy hinges strongly on teamwork and leadership development. Fiona has been a member of NZIHM since 1990 has recently stepped down from National Council after 8 years, is in the Auckland Branch Committee and was National President from 2001 – 2004.
AUCKLAND BRANCH - 20 October 2008
‘Leaving a Legacy’
In the health sector crossing the management – clinicians/workers divide is something we need to find a solution for. In the disability sector solutions are needed to find workable ways of actually behaving in line with the New Zealand Disability Strategy, the United Nations Convention and the notion of ‘An ordinary Life’. The context within which managers, leaders, clinicians and disability workers work in is becoming more complex with a higher degree of uncertainty, unpredictability and diversity. This means leadership in both the health and disability sectors requires leaders who have initiative and momentum. Leaders who are deeply self aware, who have bold dreams and goals and who have the courage to follow their goals. Leaders who want to make a breath-taking and sustainable difference are needed. Let’s think about the passion we have for what we do and the legacy we want to leave.
Presented by: Tania Thomas - hails from the Far North and is of Ngati Kahu descent. Tania is currently a Deputy Health and Disability Commissioner, based in Auckland. She manages the Education and Corporate Support functions of the Commissioner’s office, and has delegated responsibility for investigations involving disability services, Maori complainants and services, allied health professionals and prison health. Tania has a background both as a rehabilitation worker and as a general manager in the social services sector. Tania has a Masters in Business Administration from the University of Auckland, and serves on boards for both commercial and charitable organisations.
AUCKLAND BRANCH - 23 September 2008
"Out of the Fire into the Frying Pan. Is it really easier in the Private Sector as opposed to the Public Sector, will there be any Nursing Homes for the Baby Boomers?" 23 Sept 2008
Presented by: Dwayne Crombie has been CEO since 2006 of Guardian Health Care, NZ's largest aged residential care provider group. Employs around 3200 staff and has 46 facilities nationally. A range of care is provided including rest home care, dementia, hospital, psycho geriatric, mental health respite and rehabilitation. Other services include medical home alarms and the provision of 16 retirement villages. (Guardian Health Care is a wholly owned subsidiary of BUPA, a not for profit UK entity with NZ$11 billion of revenue per annum and a major provider of aged care and private health insurance). Previously Dwayne was CEO of Waitemata Health and then the Waitemata District Health Board from 2001 onwards. Responsible for the funding and provision of hospital and community health services covering the North Shore, Waitakere and Rodney areas with a catchment of 505,000 people.
Dwayne holds MBCHB, D Com H both from the University of Otago, FAFPHM - faculty of Public Health Medicine, Royal Australasian College of Physicians. He holds a current annual practicing certificate and is on the Specialist Register in Public Health and also holds an Executive MBA from the University of Auckland.
AUCKLAND BRANCH - 28 August 2008
How is the Ministry of Health going to provide for health and disability needs in the future?
Can we plan more than 1-2 years out?
New Zealand’s health system is performing well in comparison to other OECD countries. But we need to do better. While evaluations of the system are positive some stresses and strains are evident and future challenges are significant. The Ministry is working with the sector to ensure the health system is able to meet these challenges in a planned, coordinated and sustained way.
Presented by: Stephen McKernan - the Director General of Health and Chief Executive of the Ministry of Health, a role he has held since 31 July 2006. As Director General he is the Government’s principal advisor on health and disability matters. The Director General has the key strategic role in leading the development and performance of the New Zealand health system. This includes the negotiation of, and allocation of $12 billion of health expenditure and the monitoring of this through the 21 District Health Boards. Stephen has held senior executive roles in the New Zealand Health system for the past 18 years. He has been a Chief Executive since 1998 with his first Chief Executive appointment being Hutt Valley Health and subsequently Chief Executive of Hutt Valley DHB in 2000. In 2002 he was appointed Chief Executive of Counties Manukau District Health Board (DHB). Counties Manukau DHB is one of the country’s largest DHBs serving a high needs population with an annual budget of $950m and which employs some 5500 staff. Stephen has a Bachelor of Business Studies from Massey University and a Diploma in Public Health from the Royal Society of Health. He is an Honorary Fellow of the Australian College of Health Service Executives
AUCKLAND BRANCH - 30 July 2008
Can the New Zealand health organisations evolve and change to meet the future challenges?
As we know nothing stands still and everything is evolving and changing at faster rates than before. The New Zealand health system like other health systems world wide is currently facing pressures related to sustainability, workforce capacity, increases in chronic disease and longevity; assurance of quality service provision that is efficient and effective across the continuum of care; and the ability to constantly meet patient demand and their expectations. In New Zealand often change at an organisational and structural level in healthcare has been undertaken in short sharp bursts often focusing on only on structural change while leadership has focused on technical rather than transformational change and problem solving. Is there another way to tackle this?
This presentation will address this issue by posing some questions for discussion as well as reporting on organisational transformational change that she has visited overseas.
Presented by: Anthea Penny
RGON, Adv. Dip. Nursing, (Distinction), DHM, (Massey), MHealthMgt, (Hons) FCHSE.
Anthea is a qualified health professional, an experienced Chief Executive in the New Zealand health and aged care sector, a management consultant, Director of R H Penny Ltd and a facilitator of health leadership development in New Zealand and Australia and internationally. She is the inaugural recipient of the 2004 New Zealand Institute of Health Management Silver Fern Award for Excellence in Health Service Management. Since 1993 Anthea has developed national and international leadership programs and Masterclasses for senior managers and clinicians in health and aged care in New Zealand and Australia and run these in partnership with national industry bodies and Universities. Anthea is a Fellow of Australian College of Health Service Executives, and has presented a number of papers at national forums and conferences, published in national and international magazines/ journals and written numerous unpublished reports for national policy makers and funders as well as service provider boards. She also has input into postgraduate health system papers for the University of Alberta, Canada.
AUCKLAND BRANCH - 17 June 2008
How is your sector going to provide for health needs in the future? Can you plan more than 1 – 2 years out?
Presented by: Fiona Ritsma
Fiona Ritsma was appointed to the position of Chief Executive of the New Zealand Blood Service (NZBS) in October 2007. NZBS is a national service established in 1998 as a Crown Entity to provide the nation with blood and related blood products and services. With the changing demand for product – in particular a move away from plasma derived Biostate to treat people with Haemophilia and increasing use of other products, NZBS faces a number of challenges over the next few years. Fiona will provide an overview of NZBS the organisation, outline the challenges and explain what the NZBS Team is doing to address them. Fiona’s career started as a radiotherapy radiographer in Christchurch. She moved to Auckland in the late 80’s to take up the role of Charge Radiographer in the Oncology Centre at Auckland Hospital. She held a variety of management roles at the Auckland District Health Board over the following 18 years and was General Manager for Clinical Specialty Services for her final 6 years prior to joining NZBS. Her management philosophy hinges strongly on teamwork and leadership development. Fiona has been a member of NZIHM since 1990 is currently on the National Council and Auckland Branch Committee and was National President from 2001 – 2004.
AUCKLAND BRANCH - 5 May 2008
How is your sector going to provide for health needs in the future? Can you plan more than 1 – 2 years out?
Presented by: Geraint Martin
Geraint Martin was appointed to the position of Chief Executive Officer of Counties Manukau DHB, from December 2006. CMDHB is one of the largest District Health Boards in New Zealand and services a population of over 450,000 with a high level of deprivation, diverse ethnic mix and young population. Geraint came to CMDHB from the Welsh Assembly Government where his role was Director of Health and Social Care Strategy. He has significant experience managing many levels of service provision in both primary and secondary care including more than twenty years experience in health management. He held the Chief Executive role at Kettering General Hospital in Northamptonshire and senior executive positions in London and Birmingham hospitals. In his most recent position as Director of Health and Social Care Strategy Geraint has authored a radical ten year strategy which is leading a total re-configuration of Welsh Health and Social Care. Included in this plan are reforms of workforce planning, capital investment and finance which will underpin performance improvement leading to the better delivery of health care to the consumer. As a hospital chief executive, he developed the ‘see and treat’ system which has improved emergency department efficiency and has been adopted by the English National Health Service and hospitals in the United States and Australia. He has also worked closely with clinicians in improving clinical standards and improving patient safety. His work with primary care has included chronic disease management strategies and managing acute care to reduce the need for in-patient beds. Geraint has a Masters Degree of Management in Health policy and a Post-Graduate Certificate in Health Economics. In 2005 he was elected as a Companion of the Institute of Healthcare Management in the UK.
AUCKLAND BRANCH - 6 March 2008
"Kids in Care" The Lost Generation.
Presented by: Dr David Rankin
Dr Rankin graduated obtained his medical degree from Otago University in 1982. Having worked in rural General Practice in Victoria for four years, he completed both a Masters in Health Administration and Master in Public Health at Loma Linda University in Southern California before returning to Australia and then moving to New Zealand. David was the CEO of the Auckland Adventist Hospital – a private surgical hospital, for 6 years before moving to Wellington as the General Manager – Health Service Purchasing with the Accident Compensation Corporation. For the past 18 months he has been Senior Advisor to the Ministry of Social Development, providing medical leadership in the ministry’s major reform of the Sickness and Invalid’s Benefit system. He is now leading a project aimed at providing health assessments to all children and young people coming into the care of the state. David is Chairman of the New Zealand Health Information Standards Organisation, a member of the Health Information Strategic Action Group and member of the Council of Medical Colleges. He is President of the New Zealand Institute of Health Management, and Vice President of the Royal Australasian College of Medical Administrators.
WELLINGTON BRANCH - 13 March 2008
“Setting up a free hospital”
A presentation from Dr Phil Bagshaw. Many will know of Dr Bagshaw’s efforts to establish the first free community hospital to be established in New Zealand for many years. Dr Bagshaw and his team have fought long and hard to establish their venture in Canterbury. Dr Bagshaw will present a picture of a free community hospital in the 21st Century, the need for such a service; and his experiences of what it has taken to get the door open.
CHRISTCHURCH BRANCH - 18th March, 2008
INNOVATION IS THE NAME OF THE GAME
Presented by: Dr George Downward,
George’s long standing interest in quality and patient safety saw him resign from his position as Clinical Director of Intensive Care in order to accept the new part time CDHB position of Medical Director Patient Safety. In addition to this role George continues to be involved clinically as a Specialist in Intensive Care Medicine and is also a Medical Advisor to the Medical and Surgical Services Division of the CDHB.
2007
Auckland Branch Seminar
"Toyota DHB - Fitting management fads(?) into the health care organisation" - Link to Presentation
Recently, strategic documents in healthcare have used buzzwords such as knowledge transfer, whole systems improvement, learning organisation, innovation acceleration, etc. Associated management strategies include lean thinking, the Baldrige Quality Framework, total quality management, knowledge management, and system thinking and modelling. What may or may not be so obvious is that many of these management approaches are based on work in the manufacturing sector. The car manufacturing context in particular. This presents a challenge when trying to apply such approaches within a healthcare context.
This presentation draws on international and New Zealand specific applied research. It examines how to effectively adopt the above management strategies for a New Zealand healthcare context. In doing so it challenges many of the commonly used approaches for improving healthcare organisation performance. It provides essential information for managers trying to accelerate innovation, knowledge transfer, and quality improvement within their organisations.
PRESENTER - Dr Peter Carswell
Is a lecturer in health management at the University of Auckland. For the past 6 years he has been using an action research approach to help healthcare organisations effectively create and share innovations, and build structures for knowledge transfer. Prior to that Dr Carswell worked as an organisational psychologist for both private and public organisations in creating sustainable organisation development interventions.
AUCKLAND BRANCH SEMINAR - 9 August 2007
" FROM THERE TO HERE "
Presented by: Elisabeth Harding
We know that people change their careers much more than they did in the past. What advantages might there be in changing career, what motivates, what obstacles exist and how do you overcome them? Elisabeth Harding will share her story, from direct patient care to developing strategic health policy in Dubai. She trained and worked as a nurse for 17 years before becoming a lawyer and spent four years working for the New Zealand Privacy Commissioner then worked in private practice before joining a District Health Board in 2000. Her roles have enabled her to bring the pragmatism of nursing and the analysis of legal issues together. Elisabeth was the Legal Adviser, Privacy Officer and Board Secretary at Counties Manukau District Health Board for seven years leaving this role in February 2007 to start up her own business, Elisabeth Harding and Associates Limited. Her clients include the First Foundation, a charitable trust connecting academically talented and financially disadvantaged New Zealand students with business, and Dubai Healthcare City. She is the past Chair of the Health Research Council's Ethics Committee, a member of the National Ethics Advisory Committee and has recently been co-opted to join the Health Information Strategy Action Committee’s national collections subcommittee and invited to become a member of the Injury Surveillance Ministerial Advisory Panel. She is also a trustee for the Centre for Clinical Research and Effective Practice and Lifeline New Zealand.
AUCKLAND BRANCH SEMINAR - 9 May 2007
Do Not Resuscitate” An Ongoing Debate
A simple statement with so many questions. To begin: What does it mean for me? What does it mean for you? When would you want me to follow your request? Why did you make the request? And why should I follow your wishes?
Presented by: Stephen Chalcroft
Stephen Chalcroft, MBChB, FRACP, is the Clinical Director, Home and Older Adult Services at Waitemata DHB and an Honorary Lecturer in the School of Medicine at the University of Auckland. Stephen has a keen practical interest in this issue
AUCKLAND BRANCH SEMINAR - 28 March 2007
Presented by: Dr Jeffrey Braithwaite is Professor in the School of Public Health and Community Medicine and Director of the Centre for Clinical Governance Research in the Faculty of Medicine, University of New South Wales. Other current positions held include Consultant, World Health Organisation and Assessor for the Australian Research Council and the National Health and Medical Research Council and member of numerous research and policy bodies and think tanks. Professor Braithwaite is the recipient of research grants totalling in excess of $15 million. He has published over a hundred and seventy books, book chapters and articles on health services management, policy and strategy in the national and international literature, and has presented over 100 papers at national and international conferences, symposia and workshops in the past ten years. He has long been interested in the culture and structure of health services, and the use of strategic management techniques to enhance health care. Most recently his research interests have centred on the social structure of clinical services, particularly in terms of quality and safety, the interests and concerns of clinician managers and time constraints and other influences on health sector managerial performance.
He is the recipient of a gold medal from the Uniting Church “For Services to Older People” and the President’s Award for contributions to the Australian College of Health Service Executives (NSW Branch). Professor Braithwaite’s international teaching, research and consulting experience includes work in the United States of America, Great Britain, Canada, The People’s Republic of China, Japan, Singapore, Hong Kong, East Timor and Papua New Guinea.
CHRISTCHURCH BRANCH SEMINAR - 21 Feb 2007
"DEMAND MANAGEMENT: LESSONS LEARNT FROM THE INTERNATIONAL HEALTH LEADERS STUDY TOUR"
Presented by: STUART FRANCIS, DIRECTOR, FRANCIS GROUP CONSULTANTS and
GERALD MINNEE, PRINCIPAL ADVISOR, HEALTH SECTOR, NEW ZEALAND TREASURY, WELLINGTON
Stuart Francis works at senior levels within the public sector in New Zealand, particularly facilitating multi-agency initiatives and national programmes. His health experience includes work with more than 17 District Health Boards in New Zealand, the Ministry of Health and the Accident Compensation Corporation.
Gerald Minnee, in his role as principal advisor, has been mainly focusing on the long-term funding and performance of the health sector. He currently leads Treasury’s engagement on the high-level Expenditure Review of the health sector announced by the Government earlier this year.
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