Our Vision for the Southern System
|
Achieving Our Vision
To achieve our vision, we have some work to do in creating a connected system that is more equitable, provides care closer to home, is accessible and cohesive.
The diagram below outlines areas we need to focus – and some actions that will be catalysts for change.
The diagram below outlines areas we need to focus – and some actions that will be catalysts for change.
Central to our connected system is Māori leadership, based on Te Tiriti partnerships. Underpinning our response is a need for implementation excellence.
There are five areas we need to make progress in this transition period to align with the health reforms and the desire for a system that is equitable, cohesive, people centred and accessible:
There are five areas we need to make progress in this transition period to align with the health reforms and the desire for a system that is equitable, cohesive, people centred and accessible:
- Thriving localities – establishing localities and the connected population health and community care systems within and between them
- Effective service integration – particularly around the leadership to establish pro-equity systems of care that apply across all parts of our community and specialist services
- Networking specialist services – which is about creating an environment where specialist services are better networked across the district and with the community.
- Activated enablers – which identifies the role of enablers in an integrated and connected health ecosystem
- Empowered workforce – which emphasises how a capable and responsive workforce is at the core of the capacity and connectivity of our system.
The Power of Connection
An underlying idea across this strategic briefing is connectivity.
Across the range of actions – Māori leadership, establishing localities, connected care, clinical leadership, systems of care, data infrastructure, specialist networks, telehealth, rural hospital networks, workforce strategies and links with training institutions – the common focus is building a system of connected organisations and professional groups with common goals, shared information and high levels of transparency.
We know that complex systems, like health care, work better and innovate faster with high levels of connectivity and strong feedback mechanisms. The health reforms may bring about structural and process changes, but if our system is not joined up, the reforms will fail to thrive.
Connectivity is an outcome of good leadership. It is up to leaders from all parts of our system to reach out to each other and take the opportunity that this transition time offers.
Times of change and transition can be stressful and challenging but they are also times of opportunity. They are times when new ideas can replace historic patterns. The health reforms offer a time to think without the constraints of the status quo and instead focus on the best ideas about how we can change to improve patient and whānau outcomes.
Health NZ and the MHA will be providing shape and structure for our new system, but they will be looking for local ideas and solutions to inform new approaches to service commissioning.
This briefing provides some places to start.
Across the range of actions – Māori leadership, establishing localities, connected care, clinical leadership, systems of care, data infrastructure, specialist networks, telehealth, rural hospital networks, workforce strategies and links with training institutions – the common focus is building a system of connected organisations and professional groups with common goals, shared information and high levels of transparency.
We know that complex systems, like health care, work better and innovate faster with high levels of connectivity and strong feedback mechanisms. The health reforms may bring about structural and process changes, but if our system is not joined up, the reforms will fail to thrive.
Connectivity is an outcome of good leadership. It is up to leaders from all parts of our system to reach out to each other and take the opportunity that this transition time offers.
Times of change and transition can be stressful and challenging but they are also times of opportunity. They are times when new ideas can replace historic patterns. The health reforms offer a time to think without the constraints of the status quo and instead focus on the best ideas about how we can change to improve patient and whānau outcomes.
Health NZ and the MHA will be providing shape and structure for our new system, but they will be looking for local ideas and solutions to inform new approaches to service commissioning.
This briefing provides some places to start.