Page 6 - Statement of Intent 2015/16

EXECUTIVE SUMMARY
This Statement of Intent provides short term measures, as well forecast standards of performance over the medium term. It is intended for use by our staff, our primary care partners, our provider organisations, our regional colleagues and is public information.
The New Zealand public health service continues to face challenges and pressures from factors like an ageing population, rapidly rising costs, increased demand and workforce shortages. Already we are seeing the impacts of an ageing population:
 In 2011 there were four people in the workforce for every person 65 years and over;
 By 2031 there will be just half that number with two people in workforce for every
over-65 year old;
 Increasing numbers of people are reaching the 85 year old plus category, often with
a high degree of frailty and high health need.
If we want to achieve our outcomes in the face of these challenges and pressures we must take a whole of system transformational approach.
The burden of disease is unfairly distributed in our society; long term conditions and risk factors such as smoking, obesity and diabetes contribute to serious health disparity. The health of Māori remains an area in which we must do better, and more detail is to be found in Ki te Taumata o Pae Ora, our Māori Health Plan. Other communities who experience disparity include Pacific people, rural communities, people with disabilities and areas like the physical health of people with serious mental health and addiction problems.
The funding environment remains constrained as health consumes an ever increasing portion of total government expenditure. As ever, our financial performance will be an area of focus. We have instituted a “sustaining a healthy future for Waikato DHB” approach which has a focus on developing quality and cost effectiveness.
There is a general acceptance that if we are to grow a strong health and disability sector we must focus on four areas:
1 Better integration of services within health and across the social sector: Strengthening integration within health and across government to support the most vulnerable, reduce inequalities and address issues outside the health and disability system that impact on health. We will continue to work with our primary care alliance partners, other DHBs, local government and groups such as the youth social sector trials to better meet the health needs of our population.
2 Improving the way services are purchased and provided: Ensuring funding models support change, building and supporting the key enablers and drivers of change: workforce, health information and capital.
3 Continuing to lift quality and performance: Driving performance through measuring and rewarding the right things to improve quality.
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