Balancing the needs of running today’s business while designing tomorrow’s

A venn diagram of two circles, comparing leadership approach to running today's business versus designing tomorrow's business A venn diagram of two circles, comparing leadership approach to running today's business versus designing tomorrow's business A venn diagram of two circles, comparing leadership approach to running today's business versus designing tomorrow's business

As we move into the next phase following our establishment on 1 July, our focus is on retaining our kaimahi and our key talent as an integral part of Te Whatu Ora. We are also very conscious of the current pressures in the system and the need to pace any changes to reduce the disruption to the continuity of the care that we provide to our communities - that means that nothing changes until we’ve been given the green light from the leadership teams to change.

Our transformation programme balances ensuring we continue to manage the demands and delivery requirements of today’s health system operations, while we design and develop the future state operating model.

Working groups have been established to provide a dedicated and independent focus on designing the future without the distraction of having to respond to the demands of day-to-day operations.

Interim Directors have the primary accountability for running today’s operations. They will also lead the implementation of the Operating Model as developed by the Working Groups and signed off by the Chief Executive(s).

Our working groups

These working groups are organised around our Clinical, Delivery and Enabling Leadership functions. Within each group there are a number of workstreams, each at different points in the development of their operating model.

The workstreams listed below have an Independent Chair, along with members who provide challenge, external critique and experience from outside jurisdictions or sectors. Each group includes Māori experience to embed partnership and equity.

Other workstreams will work under a CEO-led ‘design lite’ process, with an interim Lead managing the stock take, design and consultation process.

Hospital & Specialist Services

Chair: Ken Whelan

Email: ContactHSS@health.govt.nz

Read more about the people, scope, timelines and how to get involved in this workstream on the Hospital & Specialist Services Workstream page.

Commissioning

Chair: David Moore

Contact: Helene.carbonatto@health.govt.nz

Read about the commissioning workstream, who’s involved in the project, and when a draft commissioning model will be completed on the Commissioning Workstream page.

Data & Digital

Chair: Wayne McNee

Contact: ddopmodel@health.govt.nz

Read the Data & Digital Operating Model Terms of Reference

Infrastructure & Investment

Chair: Wayne McNee

Email: HIU@health.govt.nz

Read the Infrastructure & Investment Operating Model Terms of Reference

 

Operating model workstream update

The progress of individual working groups is outlined below.

The table indicates progress to date and when each group anticipate completing three key activities:

  • Future vision (FV)
  • Current state analysis (CSA)
  • Proposed functional operating model (PFOM) 
A table showing the progress of the different operating model workstreams A table showing the progress of the different operating model workstreams A table showing the progress of the different operating model workstreams

The design process

There are three main phases to the design process:

A series of circles and arrows showing the progression of the design process, from assessment to design and to implementation A series of circles and arrows showing the progression of the design process, from assessment to design and to implementation A series of circles and arrows showing the progression of the design process, from assessment to design and to implementation

Assess current state and design

  • Roles and functions
  • Analysis of and recommendations on current ways of working
  • Assess strategic alignment

Design future state

  • Structure and governance
  • Capabilities
  • Culture
  • Talent
  • Processes and business systems
  • Technology
  • Interdependencies with other functions

Roadmap for implementation

  • Handover to permanent National leader and Change Management Office (CMO) for integration with enterprise view
  • Roadmap to reach future operating model
  • Consultation for change

Role of the working groups

Working groups lead the design and development (based on clearly defined templates, standards and deliverables) of our:

  • Core functions – what work we do
  • Capabilities – what skills and resources we require
  • Supporting and required behaviours –and values
  • Structure – how will we organise the work

They do this in the context of our:

  • Vision and strategy
  • Performance expectation
  • Design principles
  • Insights and intelligence

In their work they are supported by our enabling functions:

  • People
  • Technology
  • Physical infrastructure

Within this context, the working groups will work in 12-week sprints to complete the process below. Their work will be coordinated and integrated by our Change Management Office.