Page 47 - Statement of Intent 2015/16

MODULE FOUR: STEWARDSHIP
In delivering on our functions as a DHB and participating in the health sector, we have a broad set of responsibilities and interact with a diverse range of individuals and groups. To be as effective as possible, we must have capable leadership, an engaged workforce, a healthy organisational culture, sound relationships, robust and rigorous systems and the right infrastructure and assets.
This module describes how we intend to perform our functions and conduct our operations to achieve the outputs and impacts18 we seek to deliver. It provides further detail on the resources / inputs portion of our performance story19.
4.1 MANAGING OUR BUSINESS
The environment we are operating in is changing, and there are a number of implications which will affect DHBs. The levels of our success over the next few years will depend on our ability to adapt to the changing environment as we continue to improve the health of the Waikato DHB population and reduce or eliminate health inequalities.
4.1.1 Our people
The central part of our capability is our people. Providing health and disability services now and into the future depends on our having a workforce that is well matched to the health needs of the community, and appropriately skilled and located. We will look to create an environment to unleash innovation by staff empowerment.
Key points of note about our workforce (as at 31 March 2015) are:
 We employed 6560 staff (5481 full time equivalents);
 78 percent of staff were female;
 There continue to be 53 different ethnicities employed, working together to provide
health services;
 Māori make up 9 percent of the workforce;
 NZ non-Māori make up the single largest ethnic group of employees (53 percent).
The following table highlights the various areas of occupation
18 See module 1.1.2 (service performance) 19 See module 1.1.2
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