Wairarapa Community PHO EOI - New Zealand Doctor

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Additionally WCPHO representatives attend many community group meetings in an official capacity. These include: WDHB Clinical Services forum WDHB Clinical Governance Committee & Clinical Society Palliative Care committee Child Health committee Rise Above it campaign to eliminate violence from the Wairarapa & WDHB violence intervention programme Safer and Healthier Community Council Healthy Eating Health Action programme Local Diabetes Team Diabetes Wairarapa Iwi Kianga (WDHB Māori Health Committee) Rangitāne executive Kura kaupapa Māori o Wairararapa Whānau hui King Street Art works To Be Heard (Primary Mental Health) Advisory committee Maori Woman’s Welfare League Central Regions Māori partnership board meetings 4.4.2 Service Development & Delivery Community and consumer involvement in service development and delivery is achieved by WCPHO and its partner organisations, via: involvement in community forums; specific consumer/membership input into service development; and maintaining consumer feedback processes. 4.4.3 Access to Organisational Information Service and management information is readily available to the general public and funders through: community information brochures/service pamphlets; Annual Reports; organisational website; attendance and participation at community events and fora; external informational websites; or contract management reporting systems and processes. Information and documents freely available on the website includes, annual reports, all media releases , copies of Board meeting minutes, the WCPHO Trust Deed, Management Services Agreement and Manager’s reports. Copies of the PHO Annual Report are also sent to the WDHB, Iwi, NGOs, the District Councils and all schools in the district. WCPHO has a 96
good track record of issuing media releases on topics of public or health interest, having issued over 60 media releases since inception 5 years ago. 4.5 Management structure Management: Table 1 lists the key management staff who will be directly involved in the provision of “Sooner, Better, More Convenient Primary Care” services in the Wairarapa Table 1: Key staff members Name Role Title Cathy O’Malley Chief Executive of the two legal entities that make CEO up the Compass Health organisation, and CEO of MATPRO, Capital, Tumai, Kapiti, & Wairarapa Community PHO’s and a trustee of WRDT. Yvette Grace Local Manager for WCPHO based in the Wairarapa WCPHO Manager Joe Howells GM Capital & Coast/Wairarapa Districts’ Services Alison Appleton HR Manager Angela Cook Finance Manager Chris Kerr Clinical Services Manager Jayden MacRae IM Manager Taku Parai Māori Advisor General Manager responsible for CHWT; WRDT; Capital, Tumai, Kapiti, & Wairarapa Community PHOs Responsible for Human Resource Management functions across the Compass Health organisation. Responsible for finance functions of the Compass Health organisation and associated / contracted community organisations Responsible for management oversight of clinical quality and service support across the Compass Health organisations located in the Wellington & Wairarapa Districts. Responsible for Information Management across the Compass Health organisation. IM team provides support to all organisations that contract with Compass Health. Provides Māori Leadership and Advice to all staff within the Compass Health organisation Organisational Governance: WCPHO Trustees represent both provider and community interests; an Interest Register is attached (Appendix 5) for your information. The key functions, as set out in the WCPHO Deed are as follows: provide Primary Health Care services through its members and agreed sub-contracted providers to patients in the population of Wairarapa promote the enhancement of the quality of primary care services work to ensure equal opportunity for access to quality health services according to need work to improve the health status of the Wairarapa district population improve health education and immunisation programmes in the Wairarpa district work to facilitate improved availability of health information; and 97
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TRANSFORMING PRIMARY HEALTH CARE IN
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Contents 1.0 Lead Organisations det
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Executive Summary Better, Sooner an
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Background and Development Process
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1.3 Legal Structure Wairarapa Commu
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2004 Q3 2004 Q4 2005 Q1 2005 Q2 200
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3.0 The Proposed Initiative / Packa
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The Wairarapa Integrated Family Hea
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health services, as well as selecte
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Immunisation Outreach (1 FTE curren
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Local delivery of as much service a
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Whānau Ora approaches are infused
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Practice Decision Support modules (
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3.3.4 Key Performance Indicators SE
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patients transported to ED and redu
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3.5 Patients with Long Term Conditi
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visible to all providers working wi
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3.6 Whānau Ora "Whānau Ora is the
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Māori Mental Health positions, Wh
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Te Rūnanga Hauora o Wairarapa AOD
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WCPHO/CH will continue to support a
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A shared approach to service improv
Page 45 and 46: WEEK CLINICAL PATHWAY COLLABORATIVE
Page 47 and 48: Practice performance monitoring pro
Page 49 and 50: Figure 1: The Business Unit Model I
Page 51 and 52: Alongside the business and operatio
Page 53 and 54: o o Direct primary care referrals f
Page 55 and 56: 3.8.4 Key Performance Indicators SE
Page 57 and 58: Enhanced collaboration across the c
Page 59 and 60: 3.9.3 Pharmacy Our Goal: Action Com
Page 61 and 62: Medicines Management will be implem
Page 63 and 64: 3.9.3.2 Decision Support and Clinic
Page 65 and 66: 3.9.4 Older Persons Services Our Go
Page 67 and 68: The following organisations have be
Page 69 and 70: 3.9.4.2 Decision Support / Clinical
Page 71 and 72: 3.9.5 Urgent Care We are working th
Page 73 and 74: 3.9.6 Primary Mental Health Service
Page 75 and 76: The Integrated Family Health Model
Page 77 and 78: 3.10 Access Our Goal: Improve acces
Page 79 and 80: 3.10.2 Decision Support / Clinical
Page 81 and 82: o assessment for FSAs in Primary Ca
Page 83 and 84: Meaningful effective linkages betwe
Page 85 and 86: SECTION 3.12 - VULNERABLE POPULATIO
Page 87 and 88: Expanded workforce through better u
Page 89 and 90: MSD has already developed the Commu
Page 91 and 92: CHWT currently has a Board of 5 Tru
Page 93 and 94: Associated partners of WCPHO: This
Page 95: excellent relationships with the tw
Page 99 and 100: Funding model for new integrated se
Page 101 and 102: 4.7 Clinical Leadership Our Goal: M
Page 103 and 104: Mentoring and support for emerging
Page 105 and 106: 4.8.2 E-Referrals Compass Health ha
Page 107 and 108: The unit could establish a regional
Page 109 and 110: when dealing with Long Term Conditi
Page 111 and 112: The Practice Liaison team forms an
Page 113 and 114: meet the needs of the workforce. Th
Page 115 and 116: achieving a systematic approach to
Page 117 and 118: Secondary funding is not able to be
Page 119 and 120: Rural Funding and Kimberley 71,000
Page 121 and 122: Funding sources for capital items w
Page 123 and 124: The organisation’s financial syst
Page 125 and 126: 7.0 References 1. National Health C
Page 127 and 128: Appendix 2 - Letters of support for
Page 129 and 130: Appendix 4 - Terms of Reference of
Page 131 and 132: number of national forums and organ
Page 133 and 134: Alison Appleton Manager, Human Reso
Page 135 and 136: Appendix 6 -Compass Health Staff li
Page 137 and 138: Hancock Tui Mobile Nurse Hart Nicky
Page 139 and 140: Gartrell Stephanie Operations Manag
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Wairarapa Community PHO EOI - New Zealand Doctor

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