Ministry on the Move: Building our capability to lead · (EPMO). Accountability for system...

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Ministry on the MoveBuilding our capability to lead Executive Leadership Team Structure Decision

December 2015

1 Introduction

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Foreword

Being a public servant is a privilege and responsibility I accept with open arms. I firmly believe that when we find ourselves in a position of influence, we should always strive to do what is right and create an environment and culture to ensure that those who work with us reach their full potential in their contribution for public good.

At the beginning of my tenure as Director-General of Health, someone likened my 16 months as the Acting Director-General to “the longest walk up the aisle by any Bridegroom”. While I agree the process took some time, I actually see that long walk as a gift. It gave me time to think, understand, and plan.

I already knew when I moved from the DHB-world to the Ministry over five years ago, that Ministry staff worked hard and took their role at the Ministry seriously. Beyond this, I’ve come to understand the professional consideration our people have for one another, the passion they put into their work, and the high expectations they place on themselves.

Our people work hard and care deeply about the future of the health and disability system.

Yet there are currently areas where we don’t hit the mark. In addition, changes to our operating environment brings new challenges. Therefore, there are things we need to improve.

To date, we have lacked a unifying purpose, vision, mission or strategic plan for the future, and our current operating model hampers our ability to be agile, responsive, and flexible.

Having a shared understanding of our purpose and a set of agreed goals are fundamental to the success of any organisation. Creating a new organisational strategy, redefining our operating model and accompanying culture are therefore urgent priorities. We need to change our mind-set and behaviours so we can better support the Ministry and the broader health and disability system to be successful.

In July of this year we began Ministry on the Move: a programme of change that will write the next chapter for the Ministry of Health. Ministry on the Move will position the Ministry to drive the New Zealand Health Strategy and execute our own organisational strategy.

This work will strengthen our leadership and performance, create a more agile organisation, and establish a more outcome focused and collaborative approach to the work we do together with the health and disability system.

Chai ChuahDirector-General

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This change will take several years to deliver and embed, and it will require strong leadership and a willingness to change.

Following robust consultation with my executive leadership team, today I am confirming a new executive leadership structure for the Ministry of Health. At the heart of this new structure is the need to:

• Create a cohesive, highly effective and strategically focussed Executive with clear accountabilities, whowill behave, act and speak with one leadership voice as stewards of the health and disability systemand the wider public service

• Elevate the customer perspective to the executive level in our organisation to ensure the Ministry’scustomers, especially the people of New Zealand, are front of mind in all that the Ministry does

• Sharpen the focus of the Ministry and system on improving health outcomes for Māori and ensure thatthe goal of reducing Māori health inequalities is integrated and owned throughout all of the Ministry’sactivities and in our work with other agencies

• Locate policy activity in one place and tighten integration across the development of strategy, policy,innovation and implementation advice, including Māori health, workforce, technology and cross-agency advice

• Elevate the focus on service commissioning and performance management in the Ministry

• Elevate and locate financial activity together, and at the executive level, to ensure strong oversight offinancial and non-financial performance and provide a single point of contact and authority on theMinistry and system’s finance and performance

• Elevate strategic people management capability to the executive level to ensure investment in peopleand people management and the broader health and disability system workforce, as a key driver ofcost and performance

• Elevate the quality and safety, regulatory, protection and promotion, and risk assurance, and nationalemergency management functions to the executive level. This is to ensure we have a clearer and moreintegrated focus on these essential activities to safeguard the health and disability system and thebroader public service

“I’ve come to understand the professional consideration our people have for one another, the passion they put into their work, and the high expectations they place on themselves”

“…our people work hard and care about the future of the health and disability system… yet there are a few areas where we don’t hit the mark”

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• Ensure oversight and management of critical projects in the sector is maintained during our transitionto the new executive structure and operating model by establishing a fixed term position whose role isto focus on this. The role will report to the Director-General.

This document formally sets out a new executive leadership structure for the Ministry.

As we transition from our existing executive leadership structure to the new one, effective 1 March 2016, each of us is personally responsible for maintaining our existing high standards. I encourage you to work closely within your team and work groups to ensure our business as usual continues seamlessly, and customers and colleagues are supported.

Chai

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Case for change

The Ministry seeks to improve, promote and protect the health and independence of all New Zealanders through leadership, advice, information, the services we commission and our stewardship of the health and disability system.

Advances in technology, changing demographics and the need for greater cross-agency collaboration are driving our need to change. In addition, there are new expectations placed on us as a result of the updated New Zealand Health Strategy and increased social sector expectations.

With such diverse drivers competing for priority, Ministry on the Move was established to enable us to better understand the way we work, and our customers and stakeholders, so we can improve our performance and better support the wider system to succeed.

The Ministry on the Move team have reviewed the Ministry’s internal audit reports and key documents like the 2012 Performance Improvement Framework and the New Zealand Health Strategy, carried out 60 in-depth qualitative interviews with staff, and undertaken two in-depth analyses of the organisation and its current operating state. This provided a strong evidence base for developing our new organisational strategy and target operating model, and, ultimately, the changes I have made to the executive leadership structure.

Although our research findings are a result of our recent analysis, they also match those of the 2012 Performance Improvement Framework. This, together with changing demands across the social and health and disability systems, has provided us with a clear understanding of where our opportunities to move forward lie.

At the heart of our organisational strategy is a desire to improve, promote and protect the health and independence of all New Zealanders, through our leadership, advice, information and services.

Underpinning all this is a set of design principles. These design principles will push us to pursue operational excellence, build leadership, capability and agility, and develop an enabled and motivated workforce to drive our performance, and that of the wider health and disability system.

In order for us to lead through the transformational change required, we need a strong, highly effective executive team, with the right accountabilities, capabilities and mind-set, that opts into the challenge of creating sustainable change.

“At the heart of our organisational strategy is a desire to improve, promote and protect the health and independence of all New Zealanders”

“To lead through the transformational change required, we need a strong, highly effective executive team, with the right accountabilities, capabilities and mind-set, that opts into the challenge of creating sustainable change.”

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Our new executive structure, together with a new Ministry of Health Strategy and operating model will give us the blueprint to map out our strategic priorities and vision for the future.

It will enable us to strengthen our strategic focus and customer orientation, and develop greater organisational intelligence. As leaders, we will need to be comfortable with ambiguity and consistent in our words and actions. We’ll need to make hard decisions and implement them with sensitivity. We’ll also need to build strong partnerships inside and outside the Ministry.

This is not a quick fix. Our transformation will require courage, agility and solutions oriented leadership. This decision document sets out this vision and expectation.

“We need to strengthen our strategic focus, and develop greater organisational intelligence.”

2 Design principles

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Based on our Ministry of Health strategy, we have distilled key design principles

The Ministry will have best-in-class strategy and leadership capability and will speak with one voice regarding priorities in the system

The Ministry will invest in its people and value their expertise in recognition that people are the greatest driver of performance

The Ministry will pursue operational excellence

Performance and outcomes will be defined, measured, incentivised and rewarded within the Ministry and the system

The Ministry will use analytics, customer insight and evidence to support decision making across the system

End users of health and disability services – New Zealanders and visitors – will be at the centre of the Ministry’s work

The Ministry will be responsive to the needs and preferences of all the Ministry’s customers

Ministry leadership will effectively prioritise, putting resources where they will make the biggest impact

The Ministry will partner and collaborate effectively to achieve long-term outcomes

The Ministry will operate in an environment of mutual trust characterised by clear accountabilities and transparency

The Ministry will be innovative and maintain a portfolio of 'safe to fail' initiatives

Strategy & Policy Service Commissioning

Protection, Regulation &

Assurance

Technology & Digital Services

Finance & Performance

Director-General’s Office

People & Transformation

Customer Clinical Leadership

Accountability for customer data,

insights, and analytics with a

focus on understanding

customer needs and outcomes.

Responsibility for making the Ministry’s

customers, especially the people of New

Zealand, front of mind in all that the

Ministry does.

Confirmed organisational functions:

Accountability for the Ministry’s advice on the

health and disability system

strategy and operating model.

Leads tight integration across the development of innovation and implementation

advice as it relates to strategy and

policy execution.

Accountability for the relationships

between the Ministry and

system organisations that provide health and disability services to end users (i.e. New Zealanders,

whanau, communities and

visitors).

Accountability for ensuring the

quality and safety of health and

disability services; protecting and promoting the health of New

Zealanders; and providing

assurance and enforcement for both regulatory

and contract compliance

matters.

Accountability for delivering

technology services to the Ministry and for the health and disability system’s

technology and digital delivery.

Authority on health and disability

system finance, financial and non-

financial performance, and risk. Management and delivery of the Ministry’s finance function, sector

payments, and an enterprise portfolio management office

(EPMO).

Accountability for system workforce

related matters and for the

management and delivery of both the Ministry’s Human

Resources and internal

organisational strategy functions.

Accountability for Ministerial services

with additional responsibility for

external communications, assurance, and support to the

Director-General, Ministers, and

system stakeholders as

required.

Provision of clinical

leadership and advice

to the Ministry and health and disability system

regarding how to

optimise the contribution of clinicians and nursing

to Government

objectives and the

health and well being of

New Zealanders.

Māori Leadership

Drives the Ministry’s

goal of reducing

Māori health inequalities in a manner

that is integrated and owned throughout

all of the Ministry’s business

units.

The Ministry will not allow its operational activity to crowd out its national or strategic role

The Ministry has the capability to play a hands-on practical design and execution role and exits this role in a controlled and timely manner

Individual Ministry business units have the agility to be responsive and the flexibility to work together in an integrated manner when required

The Ministry has the capability to respond to future challenges and changes across the system

Design principles:

The Ministry builds system capability such that its role in sector operations can be minimised

Critical Projects

(Fixed term)

Oversight and management

of critical projects in the health

and disability system

during the Ministry’s

transition to the new

executive structure and

operating model.

3Summary of consultation

feedback

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Summary of feedback received on the proposal

I received 50 submissions on the Proposal. Overall, the feedback was positive, with submissions expressing considerable support for the proposal and the scale and direction of the proposed changes.

I have read and considered all submissions. To ensure the continued openness of this process, I have summarised the key feedback below.

Key themes Decision and rationale

Chief of Customer Insights & Analytics

Feedback that the title is cumbersome. Decision: The title of the business unit will be Chief Customer Officer. Rationale: The name of the title is more succinct whilst still imparting the intent of the business unit.

Suggestion that Māori Health Research should not sit within Customer Insights & Analytics as the team includes DHB Annual Plans, Māori Health Plans and accountability as well as analytics and research.

Decision: Māori Health Research will remain in the Customer business unit.Rationale: The placement of more sector-facing capabilities will be considered as part of future phases of work.

Suggestion that National Collections & Reporting should not sit within Customer Insights & Analytics but rather Technology & Digital Services, given the team’s data warehouse and IT project management capabilities.

Decision: National Collections & Reporting will remain in the Customer business unit.Rationale: There will continue to be a strong linkage between the Customer and Technology & Digital Services business units, with the Technology & Digital Services business unit providing support and services to the Customer business unit.

Suggestion that the Chief Economist should not sit within Customer Insights & Analytics but rather Strategy, Policy & Programmes.

Decision: The Chief Economist will remain in the Customer business unit.Rationale: Economics, along with customer experience, insights and analytics are inputs into policy and strategy development. I therefore believe this role is best placed in the Customer business unit. It will work in collaboration with the Strategy & Policy business unit.

Chief of Māori Leadership

Māori Leadership should sit alongside the Chief Medical Officer and Chief Nurse to reflect the role’s strategic intent.

Decision: Māori Leadership has been shifted to sit alongside the Chief Medical Officer and Chief Nurse. All three roles will report into me. Rationale: I agree with the feedback and see the need for all three roles to sit together. This reflects the strategic and system-wide nature of all three roles.

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Suggestion that all Māori capacity within the Ministry should sit with the Chief of Māori Leadership.

Decision: Māori capability will remain distributed across business units.Rationale: Māori capability within the Strategy and Policy business unit helps strengthen the ownership and integration of Māori health advice. Similarly, I want to embed Māori capability into the customer insights and service partnership business units to strengthen ownership of improving access to health services and health outcomes for Māori communities across the Ministry.

Chief of Strategy, Policy & Programmes

Questions regarding the span of control and breadth of responsibility of this role with the suggestion to split Strategy into a separate function/business unit.

Decision: The design of this business unit has been amended. Rationale: I agree with the feedback that the scope and size of this business unit is large and broad. In light of this feedback, four roles mapped to this business unit will now be mapped to Service Partnerships:• Group Manager (Personal Health Service Improvement)• Group Manager (Māori Health Service Improvement)• Group Manager (Mental Health Service Improvement)• Group Manager (Community Health Service Improvement).

This change in mapping does not change the intention of the business unit’s design, which is to: • Integrate strategy, policy and design into one business unit (renamed Strategy & Policy)• Professionalise contracting and provider management activities and centralise this

capability in a separate business unit (renamed Service Partnerships).This split better reflects the respective functions of the two business units. I recognise that there will be further refinement of the structures and business processes below these executive roles in the future.

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Questions regarding the relationship and input from clinical roles and the Commissioning & Partnerships business unit.

Clinical input (including Chief Advisors) is essential for all business units. Some staff (including Chief Advisors) with clinical expertise are currently embedded in the Strategy & Policy unit. There are also staff with relevant clinical expertise (including Chief Advisors)sitting outside of this unit, including staff reporting to the Chief Medical Officer and ChiefNurse and those in Service Partnerships and Protection, Regulation and Assurance. In future design phases, it will be important to better understand clinical input skills and experience and allocate resources to the appropriate business unit. This activity will be done under the leadership of the new executive. Further, it is expected that adoption of cross-Ministry project teams as a normal way of working will support this more agile mobilisation of human resources.

Questions regarding the nature of the activity carried out by this business unit, including the execution of programmes.

Decision: The title of the role has been changed from Chief of Strategy, Policy & Programmes to Chief Strategy & Policy Officer. Rationale: The word ‘programmes’ has created confusion as it suggests that programmes and projects are all executed within this unit. However, numerous business units will hold responsibility for initiating and executing programmes and projects going forward. It is expected that this business unit will draw upon resources from across the Ministry, including but not limited to the Customer business unit, to develop system-facing strategies such as those for the health and disability system workforce.

Chief of Commissioning & Partnerships

Request that Procurement & Contracts sit within this business unit.

Decision: Procurement & Contracts will sit under this business unit, not CFO. Rationale: I agree with the feedback that Procurement & Contracts is best placed within Commissioning & Partnerships, centralising all contracting and procurement expertise and activity in one place and minimising duplication and fragmentation across the Ministry. The title of Chief of Commissioning & Partnerships has also been renamed to Director, Service Commissioning.

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Some confusion regarding the definition of Commissioning, the functions that should sit within this business unit and questions regarding the size of the role.

Decision: The title of the role has been changed from Chief of Commissioning & Partnerships to Director, Service Commissioning.Rationale: The new title reflects that this role is the single point of contact for funding, purchasing and contractual arrangements, as well as implementation guidance as it relates to service delivery and operations. In addition, a fixed term, transitional executive role will be created to provide oversight and management of critical projects in the sector while the organisation transitions to a new executive structure and operating model. This role will report to the Director-General.

Chief of Protection, Regulation & Assurance

Suggestion that Health Legal should sit within the Office of the Director-General.

Decision: The Chief Legal Advisor (Health Legal) will remain in Protection, Regulation & Assurance. Rationale: I believe that the Chief Legal Advisor (Health Legal) is best placed within the Protection, Regulation & Assurance business unit because it operates as an internal law firm within the Ministry and can potentially sit and discharge its functions from anywhere within the organisation. Any movement of more technical capabilities within teams, such as knowledge management, to other business units will be considered as part of future phases of work.

Chief of People & Transformation

Consideration of whether this role should include both internal and external facing responsibilities and functions.

Consideration of whether internal Ministry functions are too widely distributed amongst ‘enabling’ executive roles .

Decision: The inclusion of internal and external facing responsibilities within this business unit will remain as proposed. Rationale: The Chief People & Transformation Officer incorporates both the internal and external people / talent / workforce functions to provide a seamless all of system focus to this area. Responsibility for the Ministry’s organisational strategy has also been included in the responsibilities of the Chief People & Transformation Officer. It makes sense for this responsibility to sit in the same business unit as other internally-facing services that support a well-functioning Ministry because this centralisation allows the executive managing these activities to integrate related internally-facing strategies, plans and services. Working closely with the Chief Financial Officer, the Chief People & Transformation Officer will be the single point of contact regarding an integrated picture of organisational health and the soundness of the Ministry’s operating model.

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Chief of Technology & Digital Services

Consideration of whether this role should include both internal and external facing responsibilities and functions.

Clarification of the broader technology focus of the role and input into strategy development.

Decision: The inclusion of internal and external facing responsibilities within this business unit will remain as is. Rationale: The Chief Technology & Digital Services Officer will incorporate both the internal and external information technology delivery functions to provide a seamless all of system focus to this area. The Chief Technology & Digital Services Officer will have a number of ‘customers’ represented by other executive members, including the Chief People & Transformation Officer for internal IT services, Chief Strategy & Policy Officer for sector digital technology strategy and the Chief Customer Officer for data and information management.

The Chief Technology & Digital Services Officer will work closely with the Chief Strategy & Policy Officer and Chief Medical Officer to develop the system’s technology and digitalstrategy. The role will take a future focus on the trends in technology (5+ years) and will scan the broader technology landscape, including but not limited to genetech, biotech, nanotech, robotics and advanced computing and analytics. Some enhancements have been made to the position description to include this.

Chief Financial Officer

Suggestions that Internal Assurance should sit within the Office of the Director-General.

Decision: Assurance will sit in the Office of the Director-General, not Chief Financial Officer.Rationale: I agree with the feedback and locating this role in the Officer of the Director-General will avoid perceived conflicts of interest.

Responsibility for establishment and development of an enterprise portfolio management function also shifts from the Office of the Director-General (as proposed) to the Chief Financial Officer.

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Chief Nurse

Suggestion that the Chief Nurse should remain at tier two and report to the Director-General not the Office of the Director-General.

Decision: The Chief Nurse will report to the Director-General.Rationale: I agree with the feedback that the Chief Nurse should remain at tier two and report to me with business support to be provided by the Director-General’s Office.

Chief Medical Officer

Suggestion that the Chief Medical Officer should remain at tier two and report to the Director-General not the Office of the Director-General.

Decision: The Chief Medical Officer will report to the Director-General and the role remains as proposed.Rationale: I agree with the feedback that the Chief Medical Officer should remain at tier two and report to me with business support to be provided by the Director-General’s Office.

Suggestion that all Chief Advisors should sit under the Chief Medical Officer.

Decision: Chief Advisors will remain distributed across a number of business units. Rationale: Chief Advisors located in Strategy & Policy and Protection, Regulation & Assurance and Service Commissioning are embedded in programmes or have an operational function, whilst the Chief Advisors in the CMO have a cross-Ministry focus. While I expect this principle to continue to apply, there will be a need to review allocation of these resources in future phases of our operating model design. This activity will be done under the leadership of the new executive. Further, it is expected that adoption of cross-Ministry project teams as a normal way of working will support this more agile mobilisation of human resources.

The newly established Chief Science Advisor role will report to the Office of the Director-General.

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Feedback Commentary

Use of the term ‘Chief’ in position titles. There was a small amount of feedback that was not in favour of using the term ‘Chief’ in executive titles. I have chosen to retain the term for some roles as it is current leading business practice and will appeal to the widest and highest calibre of candidate that theMinistry is seeking for the executive roles in a way that traditional public sector titles will not.

Creation of advisory boards and ELT sub-committees. The creation of boards and ELT sub-committees outlined in the proposal received general support. Recommendations received including merging the clinical and management advisory boards, keeping them separate and having them meet and work together around key planning dates throughout the year. These comments will be taken into consideration in future phases of work, in which myself and the new executive will consider the number and terms of reference for any boards and ELT sub-committees to be established.

Concern regarding the number of ‘enablers’ (e.g. technology, finance, people) at the executive.

It is important to clarify that these 'enabling’ roles are not only serving internal Ministry customers but also external customers:• People & Transformation provides sector workforce analysis, advice, and intervention• Technology & Digital Services provides sector technology services• Finance plays a role in assessing and challenging the value of NDE expenditure and the

financial and non-financial performance of the system. It also provides paymentservices to the wider sector

• The Customer function provides information, insights and analytics to the wider sector.

The need to progress ‘business as usual’ during a significant period of change.

Feedback was that there is substantial ‘business as usual’ the Ministry needs to progress while we transition to a new executive structure and operating model. To this end, as noted above, I am creating a two year, fixed term role whose purpose is to provide oversight and management of critical projects in the sector during the transition to a newexecutive and operating model. The role will report to the Director-General.

I have also provided commentary around more general issues and queries that were raised in feedback below:

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Feedback Commentary

Focus on reducing Pacific health inequalities. There was a small amount of feedback regarding the visibility and ownership of Pacific health outcomes by the Ministry, including the suggestion to establish a Pacific leadership role at the executive. While I do not intend to proceed with the latter, I believe we can refresh our focus on Pacific health through representation on my advisory boards and by theChief Strategy & Policy Officer undertaking a review of Pacific capability to determine if it is sufficient to meet the goal of reducing Pacific health inequalities.

How is the Ministry’s organisational strategy reflected in key components of its execution?

The Ministry has recently refreshed its organisational strategy in light of the emerging NZ Health Strategy and a range of reports regarding the Ministry's challenges and performance. Key to executing the Ministry's strategy is transforming its operating model and evenly distributing strategy objectives across the executive. This new strategy and plans for transformation necessitate the following:• An experienced transformation executive at the top table, including but not limited to,

the design and implementation of new people capabilities, organisational mindset,processes, and technology (Chief People & Transformation Officer)

• A highly capable finance leader at the top table who can (i) understand and drive wholeof system financial and non-financial performance, including value for money, acrossboth DE and NDE (ii) manage the transformation of the Ministry's finance function (iii)explore the best way to manage the Ministry's payment processing services (ChiefFinancial Officer)

• An executive experienced at building and implementing customer insight and analyticscapability, including the use of these resources across the Ministry and providing greaterinsight and value to the system and greater customer centricity (Chief Customer Officer)

• An executive who can take responsibility for integrating and using information across thesystem and understands the health technology landscape and trends as a key componentof both the Ministry and health sector strategy (Chief Customer Officer and ChiefTechnology & Digital Services Officer).

Concern about the span of control at the executive. • The span of the executive leadership team will enable strong leadership and effective useof leadership resource during the change phase and allow for a flatter organisationstructure with fewer management layers.

4Confirmed Executive structure

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Confirmed Executive structure

Key:

New Executive roleCurrent Executive

role

Director-General of Health & Chief Executive

Chief Strategy &

Policy Officer

Director, Service

Commissioning

Director, Protection,

Regulation & Assurance

Chief Technology &

Digital Services Officer


Chief People &

TransformationOfficer

Chief Customer

Officer

The single point of contact and

accountability for customer data,

insights, and analytics with a

focus on understanding

customer needs and outcomes. This role will be responsible

for making the Ministry’s

customers, especially the people

of New Zealand, front of mind in all that the Ministry

does and for providing relevant data and evidence-based insights in a proactive manner.


accountability for the Ministry’s advice on

the health and disability system

strategy and operating model. This

role will lead tight integration across the

development of innovation and implementation

advice as it relates to strategy and policy

execution. The scope of this role includes

advice on Māori health, workforce,

technology, regulation, and costs

and benefits as well as cross-agency advice.


accountability for relationships between the

Ministry and system organisations that provide health and

disability services to end users. The scope of this role includes funding, purchasing,

performance management,

commercial advice, and contractual

arrangements; in addition, this role

will provide innovation and implementation

guidance as it relates to service delivery

and operations.


accountability for ensuring the quality and safety of health

and disability services; protecting and promoting the

health of New Zealanders; and

providing assurance and enforcement for both regulatory and contract compliance

matters.


accountability for delivering

technology services to the Ministry and for the health and disability system’s

technology and digital delivery.

Rather than being a traditional CIO, this role will identify and assess the potential impact of existing

and emerging health technology on

strategy, policy, and services in a

proactive manner.


authority on system finance, system

financial and non-financial

performance, and risk. This role will also manage and

deliver the Ministry’s finance function, sector

payments, and an enterprise portfolio management office

(EPMO).


accountability for system workforce

related matters and for the management and delivery of both

the Ministry’s Human Resources and

internal organisational strategy functions. This role is also the business owner for

internal Ministry information

technology strategy, and it leads the

development and execution of the

Ministry’s change programme and operating model.

Māori Leadership


The key point of contact for clinical leadership and advice to the Ministry and system regarding how to optimise the contribution of

clinicians to Government objectives and the health and well being of New Zealanders. This role is responsible for making a proactive

strategic contribution across the Ministry’s business units and outputs

Chief Nursing Officer

The key point of contact for clinical leadership and advice to the Ministry and system regarding how to optimise the contribution of

nursing to Government objectives and the health and well being of New Zealanders. This role is responsible for making a proactive strategic

contribution across the Ministry’s business units and outputs.

Executive Director,

Office of the Director-General

The key point of contact and

accountability for Ministerial services

with additional responsibility for

external communications, assurance, and support to the

Director-General, Ministers, and system

stakeholders as required.

The key strategic position for driving the Ministry’s goal of reducing Māori health inequalities in a manner that is integrated and owned

throughout all of the Ministry’s business units. This role is responsible for making a proactive strategic contribution across the Ministry’s

business units and outputs.

Director,Critical Projects

(Fixed term)

On a two-year, fixed term basis, provide

oversight and management of

critical projects in the system during the

Ministry’s transition to the new executive

structure and operating model.

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Confirmed organisation structure

Key:

Contractor New Executive roleCurrent Executive

role

Director-General of Health & Chief Executive

Chief Strategy & Policy

Officer

Director, Service

Commissioning

Director, Protection,

Regulation & Assurance

Chief Technology &

Digital Services Officer


Chief People &

Transformation Officer

Executive Director,

Office of theDirector-General

Chief Customer Officer

Director & Chief Advisor, Mental

Health

Group Manager (Medsafe)

Director of Public Health

General Manager(Office of the CMO)

Chief Advisor(Policy Business Unit)

Group Manager(Sector & Services

Policy)

Group Manager (Populations Policy)

Group Manager(HDI)

Group Manager(Strategy)

Business Manager (Business Services)

Chief Negotiator(Policy Business Unit)

Chief Economist (Health)

General Manager(NHC Executive)

Manager (Māori Participation

& BU Support)

Director Emergency Management

Manager(Māori Health Policy)

Manager(Māori Research)

Group Manager(Mental Health

Service Improvement)

Programme Director(System Integration)

Chief Advisor(Sector Capability &

Implementation)

Group Manager(Personal Health


Business Manager(Business Services)

Chief Advisor Community Health

Service Improvement

Chief Advisor(Māori Health


Chief Advisor(Pacific Health)

Chief Advisor(Integration)

Group Manager(Māori Health Service

Improvement)

Chief Advisor Pharmacy

(Sector Capability & Implementation)

Group Manager (Community Health)

Director(Performance, Acct.,

Monitoring & Funding)

Director National Services Purchasing

Manager Special Projects(NHB)

Manager (Investment &

Planning)

Director Workforce(HWNZ)

Director(Business Services)

Group Manager People & Capability

Programme Manager, Accommodation

Chief Legal Advisor(Health Legal)

Manager(Planning & Perf.

Reporting)

Group Manager(Corporate Business

Services)

Senior EA(Policy BU)

Senior EA(Māori)

Senior EA(Corp.)

EA (F&P)

Principal Advisor Business

Management (Corporate Services)

Senior EA(NHB)

Senior EA(IG)

National Manager Audit & Compliance

Manager(Health IT

Engagement)

Deputy Director(IT Services)

Manager(Vote Health Funding)

Finance Manager Hospital Planning &

Construction

Deputy CFO

Manager(Procurement &

Contracts)

Group Manager(National Collections

& Reporting)

Ministry on the Move Programme Lead

Senior EA(DG.)

Placeholder Placeholder Placeholder

Chief Advisor(Employment

Relations)

Group Manager Sector Services

Māori Leadership

Strategic Advisor(ODG)

Principal Advisor (ODG)

Senior Advisor(ODG)

Senior Advisor(ODG)

Manager(Media Relations)

Manager(Web & Publications)

Manager (Strategic Comms)

Enterprise Portfolio Management Office

(EPMO)

Chief Science Advisor(New)

Chief Advisor Services (CLPR)

Chief Advisor Integrative Care

Chief Advisor (Child & Youth)

Principal Advisor (Office of the Chief Nurse)

Senior Advisor(Office of the Chief Nurse)



Senior EA(CN)


Chief Nursing Officer

Manager Corporate Security

PlaceholderChief Advisor

Non-communicable Diseases

Director, Critical Projects

(Fixed term)

National Manager(Assurance)

5Key features of

confirmed structure

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• The introduction of ten new roles:

• Chief Customer Officer – the single point of contact and accountability for customer data, insights, and analytics with a focus on understandingcustomer needs and outcomes. This role will be responsible for making the Ministry’s customers, especially the people of New Zealand, front of mind inall that the Ministry does and for providing relevant data and evidence-based insights in a proactive manner. In addition, this role will work with otherbusiness units to enable and incentivise customer-centricity across the system.

• Chief Strategy & Policy Officer – the single point of contact and accountability for the Ministry’s advice on the health and disability system strategy andoperating model. This role will lead tight integration across the development of innovation and implementation advice as it relates to strategy andpolicy execution. The scope of this role includes advice on Māori health, workforce, technology, regulation, and costs and benefits as well as cross-agency advice.

• Director, Service Commissioning – the single point of contact and accountability for relationships between the Ministry and system organisations thatprovide health and disability services to end users (i.e. New Zealanders, whanau, communities and visitors). The scope of this role includes funding,purchasing, performance management, commercial advice, and contractual arrangements; in addition, this role will provide innovation andimplementation guidance as it relates to service delivery and operations. It will also manage and deliver the Ministry’s internal procurement function.

• Director, Protection, Regulation & Assurance – the single point of contact and accountability for ensuring the quality and safety of health and disabilityservices; protecting and promoting the health of New Zealanders; and providing assurance and enforcement for both regulatory and contractcompliance matters.

• Chief Technology & Digital Services Officer – the single point of contact and accountability for delivering technology services to the Ministry and forthe health and disability system’s technology and digital delivery. Rather than being a traditional CIO, this role will identify and assess the potentialimpact of existing and emerging health technology on strategy, policy, and services in a proactive manner.

• Chief Financial Officer – the single point of contact and authority on system finance, system financial and non-financial performance, and risk. This rolewill also manage and deliver the Ministry’s finance function, sector payments, and an enterprise portfolio management office (EPMO).

• Chief People & Transformation Officer – the single point of contact and accountability for system workforce related matters and for the managementand delivery of both the Ministry’s Human Resources and internal organisational strategy functions. This role is also the business owner for internalMinistry information technology strategy, and it leads the development and execution of the Ministry’s change programme and operating model.

• Chief Medical Officer – the key point of contact for clinical leadership and advice to the Ministry and system regarding how to optimise thecontribution of clinicians to Government objectives and the health and well being of New Zealanders. This role is responsible for making a proactivestrategic contribution across the Ministry’s business units and outputs.

• Māori Leadership – the key strategic position for driving the Ministry’s goal of reducing Māori health inequalities in a manner that is integrated andowned throughout all of the Ministry’s business units. This role is responsible for making a proactive strategic contribution across the Ministry’sbusiness units and outputs.

• Director, Critical Projects – on a two-year, fixed term basis, provide oversight and management of critical projects in the system during the Ministry’stransition to the new executive structure and operating model.

• Confirmation of two existing roles:

• Executive Director, Office of the Director-General – the key point of contact and accountability for Ministerial services with additional responsibility forexternal communications, assurance, and support to the Director-General, Ministers, and system stakeholders as required.

• Chief Nursing Officer – the key point of contact for clinical leadership and advice to the Ministry and system regarding how to optimise thecontribution of nursing to Government objectives and the health and well being of New Zealanders. This role is responsible for making a proactivestrategic contribution across the Ministry’s business units and outputs.

Key features of confirmed structure

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• The disestablishment of eight existing executive roles:• Deputy Director-General, Corporate Services• National Director, National Health Board• Deputy Director-General, Sector Capability and Implementation• Deputy Director-General, Policy Business Unit• Deputy Director-General, Māori Health• Chief Medical Officer• Chief Financial Officer• Director, Information Group

• The disestablishment of all existing ELT sub-committees:• Performance & Finance• Policy Advice Improvement• National Commissioning Board• People & Capability• Better Public Services• Programme & Projects• Remuneration (ad hoc)

• Reporting line changes for eight administrative support roles:• Senior EA (Māori Health) reports to Māori Leadership• Senior EA (Policy Business Unit) reports to Chief Strategy & Policy Officer• Senior EA (National Health Board) reports to Director, Service Commissioning• Senior EA (Information Group) reports to Chief Technology & Digital Services Officer• EA (Finance & Performance) reports to Chief Financial Officer• Senior EA (Corporate Services) reports to Office of the Director-General• Senior EA (Office of the CMO) will continue to report to General Manager, Office of the CMO• Senior EA (Sector Capability & Implementation) will continue to report to Business Manager, Business Services

The summary of position descriptions in the next section provide more detail of the confirmed structure.

6Summary of

position descriptions

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Role purpose

The Chief Customer Officer will be the single point of contact and accountability for customer data, insights, and analytics with a focus on understanding customer needs and outcomes. This role will be responsible for making the Ministry’s customers, especially the people of New Zealand, front of mind in all that the Ministry does and for providing relevant data and evidence-based insights in a proactive manner. In addition, this role will work with other business units to enable and incentivise customer-centricity across the system.

• Actively contribute to the development and execution of the New Zealand Health Strategy as part of theexecutive

• Lead and own initiatives to improve access to health services and health outcomes for all New Zealanders.Partners with Māori Leadership to improve access to health services and health outcomes for Māoricommunities

• Drive the customer experience strategy and elevate this focus to the executive level

• Develop and own frameworks, systems, processes and guidelines for understanding customer needs,insights and analytical input into all decision making the Ministry does

• Support the development of a customer‐centric organisational culture and capability

• Responsible for information management and analytical practice across the Ministry and for influencinganalytical practice and customer insight across the health and disability system

• Custodian of all customer information including data governance and quality for the purposes of ensuringone source of the truth across the Ministry and system in terms of customer information, data and analytics

• Input into the design of various customer‐facing activities, acting as the ‘voice of the customer’

• Provision of timely and relevant health economic advice to all parts of the strategy and operational policyprocess

• Creates a number of new functions including customer analysis, segmentation and insights.

The Chief Customer Officer is a key counterpart of the Chief Strategy & Policy Officer and Chief Technology & Digital Services Officer. Together they will be responsible for the information management strategy across the system and translating customer insights and evaluation into service design and delivery.

Reporting to: Director-General

Key functions

• Voice of the customer and provision of customer insights

• Health economics

• Custodian of health and disability information

• Leads customer analytical, research, monitoring and evaluation practice.

Role: Chief Customer Officer (new)

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Role purpose.

The Chief Strategy & Policy Officer will be the single point of contact and accountability for the Ministry’s advice on the health and disability system strategy and operating model. This role will lead tight integration across the development of innovation and implementation advice as it relates to strategy and policy execution. The scope of this role includes advice on Māori health, workforce, technology, regulation, and costs and benefits as well as cross-agency advice.

• Lead an integrated approach to the development and execution of the New Zealand Health Strategy as partof the executive

• Partner with and seek advice from Māori Leadership on strategies and policies impacting on Māoricommunities, including their access to health services and health outcomes

• Lead and integrate all aspects of health and disability system strategy and tighten integration across thedevelopment of strategy, policy, innovation and implementation advice as it relates to strategy and policyexecution

• Build effective relationships within the Ministry and with the sector to co-create and enable solutions toproblems and embed new models of service delivery that are more customer centric

• Actively work alongside or lead programmes of work with cross agency implications and providing proactiveadvice on major present and medium-term cross-agency issues

• Proactively explore solutions to present and medium-term health challenges facing the New Zealand healthand disability system and for the long-term stewardship of our public health, including technology andworkforce

• Provide broad ranging advice that goes beyond existing policy settings to support approaches that offerpotential to improve health outcomes and value-for-money

• Develop trusted and high quality strategy and policy advice on key portfolio and priority areas

• Leads and builds a multi-disciplinary approach to strategy, policy and innovation.


Key functions

• Overall strategic view for the health and disability system, including technology and workforce

• Trusted and high quality strategy and policy advice

• Develop fit for purpose legislation and regulation

• Strategy and policy is successfully developed with advice as it relates to execution

• Portfolio and programme management

• Ensuring operational input into the policy work programme.

Role: Chief Strategy & Policy Officer (new)

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Reporting to: Director-General Role purpose

The Director, Service Commissioning will be the single point of contact and accountability for relationships between the Ministry and system organisations that provide health and disability services to end users (i.e. New Zealanders, whanau, communities and visitors). The scope of this role includes funding, purchasing, performance management, commercial advice, and contractual arrangements; in addition, this role will provide innovation and implementation guidance as it relates to service delivery and operations. The Director, Service Commissioning will also manage and deliver the Ministry’s internal procurement function.


• Ensure access to health services and health outcomes for Māori communities. Works closely with MāoriLeadership to facilitate success

• Centrally coordinate and manage procurement strategy and business rules, including supporting andfacilitating specialised health and technology procurement

• Elevate the focus on long term funding, purchasing, performance management and contractual planningand sustainability to the executive level

• Facilitate planning for service delivery capacity and ensure that desired services are available to systemcustomers in the medium and long terms

• Enter into and manage the lifecycle of agreements to fund, purchase or commission services from providersor through agents and other organisations (such as DHBs)

• Centralise the network of relationship managers who are the single point of contact for organisations in thehealth and disability system with the Ministry

• Centrally coordinate analysis, reporting and performance management against funding and contractualarrangements.

The Director Service Commissioning will be a key counterpart of the Chief Strategy & Policy Officer and Chief Financial Officer, creating interplay amongst the three roles delivering on system initiative investment needs.

Key functions

• System planning

• Funding / contracting / procurement

• Stakeholder and account management

• Performance management.

Role: Director, Service Commissioning (new)

29


The Director, Protection, Regulation & Assurance will be the single point of contact and accountability for ensuring the quality and safety of health and disability services; protecting and promoting the health of New Zealanders; and providing assurance and enforcement for both regulatory and contract compliance matters.

• Actively contributes to the development and execution of the New Zealand Health Strategy as part ofthe executive

• Joint responsibility with Māori Leadership for ownership of initiatives to improve Māori healthoutcomes and reduce health inequalities between population groups

• Frontline regulatory functions

• Regulatory and contractual assurance and enforcement activity

• Public health, mental health and other statutory health protection functions

• Operational aspects relating to the quality and safety of services

• Emergency preparedness and management

• Provision of legal advice to the wider Ministry.

The Director, Protection, Regulation & Assurance will be a key counterpart of the Director Service Commissioning and will have an important relationship with DHBs as the primary providers of health and disability services.

• Frontline regulatory functions

• Regulatory and contractual assurance and enforcement (including audit and compliance)

• Public health, mental health and other statutory health protection functions

• Operational aspects relating to the quality and safety of services

• Emergency preparedness and management

• Provision of legal advice to the wider Ministry.

Key functions

Role: Director, Protection, Regulation & Assurance (new)

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Role purpose

The Chief Technology & Digital Services Officer will be the single point of contact and accountability for delivering technology services to the Ministry and for the health and disability system’s technology and digital delivery. Rather than being a traditional CIO, this role will identify and assess the potential impact of existing and emerging health technology on strategy, policy, and services in a proactive manner.

• Actively contributes to the development and execution of the New Zealand Health Strategy as part of the executive

• Take a future focus on the trends in technology (5+ years) and scan the broader technology landscape, including butnot limited to genetech, biotech, nanotech, robotics and advanced computing and analytics.

• Joint responsibility with Māori Leadership for ownership of initiatives to improve Māori health outcomes and reducehealth inequalities between population groups

• Elevate the focus on the system’s technology and digital systems and infrastructure to the executive level

• Develop and drives the system’s technology and digital architecture, standards and systems agenda includingcontinuous improvement and enablement of the system’s overarching strategy

• Build the system’s technology and digital delivery capabilities for the purpose of enhancing customer outcomes

• Allocate available resources and sets priorities based on a clearly stated and agreed technology and digital strategy toensure a return on the system’s technology and digital investments.

Key functions

• Work closely with the Chief Strategy & Policy Officer and the Chief Medical Officer to develop and implement thetechnology and digital strategy (including agile delivery) and capability building.

• Work closely with the Chief Financial Officer and Chief Strategy & Policy Officer to develop technology and digitalreturn on investment (ROI), including metrics and performance management and Information and digitaltechnology standards and inter-operability

• Lead internal and system-wide technology and digital based projects as determined by the technology and digitalstrategy.

• Enterprise and solution architecture, systems, applications and support and vendor management to meet healthand disability system needs:

• Ministry’s internal IT and national digital systems

• Sector systems under indirect control of the Ministry (e.g. National payments systems)

• Sector eco-systems outside of the Ministry’s control (e.g. primary care, ACC and other dependent systems)

Role: Chief Technology & Digital Services Officer (new)

31


The Chief Financial Officer will be the single point of contact and authority on system finance, system financial and non-financial performance, and risk. This role will also manage and deliver the Ministry’s finance function, sector payments, and an enterprise portfolio management office (EPMO).


• Joint responsibility with Māori Leadership for ownership of initiatives to improve Māori health outcomesand reduce health inequalities between population groups

• Leadership and strong oversight of system performance at the executive level, partnering effectively withthe business to support good decision making

• Instil a financial approach and mind-set across the Ministry to improve performance and help shapestrategy and direction; works across the system to lift financial management capability

• Support the Ministry and system in effective resource prioritisation in the face of the new New ZealandHealth Strategy and changing customer/Government demands

• Consolidate core finance functions and all risk-relevant functions within one role, including planning,budgeting and reporting (financial and non-financial performance) and sector payments

• Facilitate, with the Executive team, the establishment and development of an EPMO including monitoringand reporting of performance including, cost, milestones, resources and benefit achievement

• Champion an integrated reporting framework across the Vote that supports executive prioritisation andperformance management.

The Chief Financial Officer will be a key counterpart of the Director, Service Commissioning, supporting and advising commissioning through the development of strategic options, the definition of outcomes and providing financial advice on the achievability and development of the negotiation strategy. The Chief Financial Officer will also provide professional oversight over the financial position and funding of the DHBs.

Key functions

• Strategic and functional leadership of:

• Financial and non-financial system performance management

• Business performance reporting

• Management, planning and budgeting across the Vote supporting business planning, preparationof external accountability documents and delivering a well constructed budget

• Enterprise portfolio management office (EPMO).

Role: Chief Financial Officer (new)

32


The Chief People & Transformation Officer will be the single point of contact and accountability for system workforce related matters and for the management and delivery of both the Ministry’s Human Resources and internal organisational strategy functions. The Chief People & Transformation Officer is also the business owner for the Ministry’s internal information technology strategy, and leads the development and execution of the Ministry’s change programme and operating model.

• Actively contribute to the development and execution of the New Zealand Health Strategy as part ofthe executive with regard to leadership, workforce development and employment relations

• Joint responsibility with Māori Leadership for ownership of initiatives to improve Māori and healthoutcomes and reduce health inequalities between population groups

• Develop and lead the people, process and technology strategy and practice for the Ministry in line withits strategic goals

• Drive the Ministry’s transformation efforts in line with its strategic goals, providing agility and mobilityto fast‐track initiatives as well as strategic support and resources

• Facilitate the ongoing development of the Ministry’s organisational strategy, embed organisation widedesign principles through the transformation programme and act as a steward of the Ministry’soperating model.

Role: Chief People & Transformation Officer (new)

Key functions

• System wide people related matters - leadership development, workforce analytics and planning,and employment relations

• Ministry people related matters – workforce analytics and planning, employment relations,performance management, recruitment and selection, remuneration and benefits, organisationaldevelopment and health and safety

• Ministry strategy

• Transformation programme leadership - oversight of the transformation programme includingprogramme governance, reporting, benefits management and realisation and change managementstrategy

• Ministry’s information technology – investment strategy and performance management to ensurealignment with the Ministry’s transformation efforts.

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The Executive Director, Office of the Director-General will be the key point of contact and accountability for Ministerial services with additional responsibility for external communications, assurance, and support to the Director-General, Ministers, and system stakeholders as required.

• Actively contribute to the development and execution of the New Zealand Health Strategy as part ofthe executive

• Joint responsibility with Māori Leadership for ownership of initiatives to improve Māori healthoutcomes and reduce health inequalities between population groups

• Coordinate, facilitate and provide support and advice to the Director-General and executive on issuesas required

• Provide advice and support on all matters concerning the Ministry's relationship with the Minster’soffice and other central agencies

• Strategic communications, media and publications.

• Provide business support to the Chief Medical Officer, Chief Nursing Officer and Māori Leadership

• Government services – supporting focused delivery on Government priorities and achieving increasingvalue for money.

Key functions

• Strategic and external communications (including Ministry website and system facing publications)

• Government services (OIAs, PQs etc.)

• Support for the Director-General (as required).

Role: Executive Director, Office of the Director-General (reconfirmed)

34


The Chief Medical Officer will be the the key point of contact for clinical leadership and advice to the Ministry and system regarding how to optimise the contribution of clinicians to Government objectives and the health and well being of New Zealanders. The role is responsible for making a proactive strategic contribution across the Ministry’s business units and outputs.

The Chief Medical Officer will be expected to provide clinical leadership and direction of the highest quality, ensuring the Ministry is a key player in the provision of excellent health advice and a trusted advisor to the Government.

• Provide key strategic leadership across the clinical system


• Maintain effective working relationships within the medical profession and the health system

• Improve the performance of the overall health and disability system and address specific health anddisability issues, including keeping an overview of, and providing input into, policy development

• Maintain links between the New Zealand and international medical community for the purpose ofbenchmarking New Zealand practice against international standards and ensuring that the New Zealandmedical practice is abreast of international developments

• Ensure that clinical staff work across, and provide input into other functions of the Ministry to help informpolicy, programme development, legislative administration, and to plan, fund, and monitor health servicedelivery.

The Chief Medical Officer will be a key counterpart of the Chief Nursing Officer and have an important relationship with clinicians and DHBs. Together, they would hold responsibility for developing a highly effective advisory board on clinical matters for the Director-General. The Chief Medical Officer will have a direct reporting line to the Director-General, with business support provided by the Director-General’s Office to enable the role to focus on strategic issues.

Key functions

• Clinical leadership and promotion, including developing a highly effective advisory board on clinical matters

• Professional development of Ministry and sector clinicians, clinical workforce strategy and development

• Advice to Ministers on clinical matters.

Role: Chief Medical Officer (new)

35


The Chief Nursing Officer will be the key point of contact for clinical leadership and advice to the Ministry and system regarding how to optimise the contribution of nursing to Government objectives and the health and well being of New Zealanders. This role is responsible for making a proactive strategic contribution across the Ministry’s business units and outputs.

The Chief Nursing Officer will be expected to provide clinical leadership and strategic direction of the highest quality, ensuring the Ministry is a key player in the provision of excellent health advice, and a trusted advisor to the Government.

• Provide key strategic leadership across the clinical system


• Maintain effective working relationships within the nursing profession and the health system

• Improve the performance of the overall health and disability system and address specific health anddisability issues, including keeping an overview of, and providing input into, policy development

• Commitment to sustaining a continuous quality management in the provision of nursing services

• Maintain links between the New Zealand and international nursing community for the purpose ofbenchmarking New Zealand nursing practice against international standards and ensuring that New Zealandnursing is abreast of international developments

• Build credibility with system leaders.

The Chief Nursing Officer will be a key counterpart of the Chief Medical Officer and have an important relationship with clinicians and DHBs. Together, they would hold responsibility for developing a highly effective advisory board on clinical matters for the Director-General. The Chief Nursing Officer will have a direct reporting line to the Director-General, with business support provided by the Director-General’s Office to enable the role to focus on strategic issues.

Key functions

• Clinical leadership and promotion, including developing a highly effective advisory board on clinical matters

• Professional development within the nursing community, nursing workforce strategy and development

• Advice to Ministers on nursing matters.

Role: Chief Nursing Officer (reconfirmed)

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Role purpose

Māori Leadership will be the key strategic position for driving the Ministry’s goal of reducing Māori health inequalities in a manner that is integrated and owned throughout all of the Ministry’s business units. This role is responsible for making a proactive strategic contribution across the Ministry’s business units and outputs.

The role would be the poutoko manawa (backbone) and strategic leader of the Ministry and system in its collective efforts to promote, protect and partner with Māori.


• Support the Director-General in developing relationships with Māori leadership in the community, healthand disability system and wider social system

• Provide advice of the highest quality to the Director-General and lead colleagues in embedding Māori healthin the Ministry’s operating model

• Develop and chair an ELT sub-committee comprising health sector and social sector representatives indeveloping strategies for eliminating disparities and improving the health and independence of Māori

• Elevate and accelerate progress on improving Māori health outcomes.

Māori Leadership has interplay with all executive roles, but in particular, will be a key counterpart of the Chief Strategy & Policy Officer, Chief Customer Officer, and Director,Service Commissioning. This creates interplay amongst these roles delivering on system initiative investment needs to reduce health disparities, with a view to eliminating inequalities. Māori Leadership will also have important relationships across the system and wider community, including with iwi Māori.


Key functions

• System-level strategic thinking, advice and influence:

• Reducing health disparities

• Improving health and independence outcomes for Māori

• Develop and chair an ELT sub-committee comprising health sector and social sector representatives indeveloping strategies for eliminating disparities and improving the health and independence of Māori

• Ensures the Ministry has the appropriate resources and expertise required to support the strategicfunctions of the role and the desired system outcomes

• Stakeholder and community relationship building and networking.

Role: Māori Leadership (new)

(Title to be determined)

7 Timeline

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Implementation timeframe

The following table outlines the timeframe for the decision‐making process and implementation of the new structure:

Activity Timeframe

Decision communicated to the Executive Thursday 17th December 2015

Decision communicated to Executive direct reports Thursday 17th December 2015

Decision communicated to Executive PAs Thursday 17th December 2015

Advertising commences Saturday 19th December 2015

Interviews January – February 2016

Effective date of new structure 1 March 2016

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