Electing 7 Board Members

No issues on file for Alex Ballantyne.

No issues on file for Stephen Barrett.

No issues on file for Bonita Bigham.

No issues on file for Stuart Bramhall.

No issues on file for Garth Clarricoats.

No issues on file for Karen Eagles.

No issues on file for Christine Fenton.

No issues on file for Mary Garlick.

  1. Firstly is how to get a better bang for the buck. There is still a lot of wastage and better targeting of health care dollars will allow for increased length of life – we have some quite shocking statistics especially for Maori health and increased quality of child health. Part of this is better care around women having babies. Breast fed children do better but it is hard work and we need to devote more time and resources to help our Mums.
  2. Secondly alcohol. The amount of health care dollars required to fix up the damage that alcohol does are enormous. As Board members the TDHB has to work with the community to help mitigate this very costly problem, not just in money but also family and social issues.
  3. Are there enough GPs in Taranaki – short answer no. GPs should be able to give each patient at least 15 – 30 minutes to be able to listen to their problems and to use their clinical experience to make a diagnosis. At the moment there is so much pressure on a GP that the time to think about a patient and their problems is just insufficient. The current answer is to refer on for more and more tests. What needs to be done is better use of nurses, pharmacists and other health care personnel to free up a GPs time.
  4. How can the DHB deal with an aging population and a shrinking or stagnant budget?
    Taranaki's population growth is interesting, while a large part is increasingly expected to be those over 60, with the associated health care needs there is also a growing Maori population, especially those under 15. What does this mean for health care planning and delivery? One area is to make sure that health care is delivered more effectively. If appointments are made that are not ‘joined up appointments’ and that person needs someone to drive them then the process can become most frustrating. If the hospital management put in too many processes i.e. see your surgeon, see your anaesthetist, see another nurse manager, and the appointments don’t flow and you have to come back again the next day then much of the benefit of health care can be lost. The DHB must develop a more service orientated approach. Part of a DHB Board members’ role is to to understand the big picture and to be able to hone in on areas that are slowing the process
  5. Making sure the Health Board has the right mix of skills. It is very important to have board members that understand the way the health system knits together, how all the Wellington bureaucracies work and what role they have. If the Board collectively does not understand this then it can have real problems trying to get to the right answer on how best to use its resources, both financial and people. My networks and knowledge have been very useful in this regard.
  1. Making quality care and patient safety the top priority.

    Health targets have an important role to measure progress, but should not be more important than the goal of better care.
  2. Not Putting Patients First

    Staff working in health seek to do the best job they can. However inherited models of service delivery and natural resistance to change means provider preference and convenience shapes the way services are delivered. We need patient involvement in service design to understand and improve patients’ experiences of services as well as improving the services themselves.

    The patient and carer voice is an asset, not a burden.
  3. Growing healthcare demand with increasingly limited resources.

    People are living longer; often with multiple long term illness and disability. Demand for services will only grow and there will never be enough dollars to meet demand. The health system is challenged by new technologies, increased costs, an aging population and unmet needs- we can cut budgets, asking staff to provide care with fewer resources, or focus on improvement by introducing new models of care and partnerships among clinicians, patients and carers that produce better care at lower cost. The board needs to introduce innovative changes to current systems to reduce the reliance on hospitals and doctors, introduce more specialist nurses working in the community and strengthen multidisciplinary teamwork with involved agencies to work in partnership with patients to improve their own health and live well.
  1. Strategy; Making strategic decisions on future priorities for services appropriate to the changing demographics of the Taranaki community with budgets that cannot be relied on to increase in real terms over time
  2. Collaboration; Finding ways to work with other regions to enable more efficient service delivery and facility support structures
  3. Within region collaboration. Exploring and determining the best overall use of the total funding within the Taranaki region. This will require much closer collaboration between the range of local publicly funded health providers
  4. Primary & Secondary linkage. To continue to strengthen the liason between primary and secondary in the best long term interests of efficient patient care and in order to improve the sharing of information between Health Professionals
  5. Reputation and Profile. To improve the profile and standard of the DHB in order to strengthen the ability to attract and retain medical and health staff

No issues on file for Judith Herdson.

No issues on file for Moira Irving.

No issues on file for Pat Leary.

  1. Minimise hospital deficit
  2. Support for primary care is essential
  3. Utilise technology
  4. Collaboration between secondary and primary health providers
  5. Adapting our services to meet the needs of our aging population within restricted government finding.

No issues on file for Brenda Rea.

No issues on file for Alison Rumball.

No issues on file for Bridget Sullivan.

No issues on file for John Valentine.