Page 50 - Statement of Intent 2015/16

 National Health Information Technology Board
 National Health Committee  PHARMAC
The actions we plan to undertake are set out in module two.
4.1.5 Risk Management
We run a top-down and bottom-up approach to risk management that aligns with the NZ Standard. Risk Plans are prepared at the service level, coordinated through the Quality and Risk Department and then used as the basis for the Board's overarching Risk Plan which is signed off by the Audit and Risk Management Committee of the Board. Risks identified by the services tend to be more operational and those identified by the Board more environmental. The Risk Plan is used to drive the Internal Audit Plan, the Quality Plan and service improvement initiatives including the replacement of capital equipment and patient safety projects. Where appropriate, risks identified by the Board will be disseminated to the services for inclusion in relevant plans.
4.1.6 Performance and Management of Assets
We have developed a formal asset management plan in accordance with Ministry of Health requirements. Our asset management plan is informed by our long term financial model. Our long term financial model covers a 20 year period and provides a high level view on capital affordability of ‘big ticket items’.
For the items identified as ‘non big ticket’, there is a rolling three year process. As part of this process a comprehensive annual prioritisation exercise is undertaken, which includes a quarterly review to identify any potential need for re-prioritisation.
4.1.7 Shared Decision-making 4.1.7.1 Clinical governance
As we move forward and respond to the challenges, pressures and opportunities we face, strong clinical engagement and leadership is required. This happens on many levels across our organisation. We have an established Board of Clinical Governance which has the identified purposes of:
 supporting the Chief Executive in ensuring high standards of clinical quality by monitoring relevant systems, standards, indicators of performance and plans and, where necessary, require the Health Waikato Executive to remedy / improve organisational performance in respect of those matters
 clinical governance is the framework through which Waikato DHB is accountable for continuously improving the quality of its services and safeguarding high standards of care by creating an environment in which excellence in clinical care will flourish. More specifically, it involves:
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