Your quarterly update from the Safe Staffing Healthy Workplaces team at TAS
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Nau mai, haere mai to your CCDM e-news: Governance and partnership  

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In this issue

Why is governance and partnership so important to the CCDM programme?


CCDM governance is an operational structure with processes and tools for achieving safe staffing and healthy workplaces. Governance happens at all levels of the organisation in partnership with health unions. It involves good leadership, joint problem solving and taking action. The governance structure enables effective planning, coordination of resources and accountability for actions. The processes and tools provide the know-how for ongoing monitoring and improvement. The impact of good CCDM governance is high staff engagement and high performance.   


Benefits of CCDM governance

  • Enables staff participation at all levels of the organisation
  • Promotes joint accountability and responsibility for making decisions
  • Engages staff from all levels of the organisation in the DHB core business of capacity and demand
  • Establishes systems and processes for transitioning care capacity and demand management to business as usual
  • Adds value by increasing organisational efficiency and performance 

Benefits of CCDM partnership

Success of the CCDM programme also relies on the partnership between DHBs and Health Unions. The partnership approach is what sets CCDM apart from all other workforce / workplace programmes worldwide, and continues to be one of the programmes main benefits and drivers. Workplace partnership is about an active relationship between health unions and the employer to work cooperatively to address areas of mutual interest – safe staffing, and care capacity demand management.

The importance of internal programme governance

Bridget Smith, Director Safe Staffing Healthy Workplaces Unit
Just like the CCDM programme, the Safe Staffing Healthy Workplaces Unit (which supports the partners to implement the programme) is also established upon a governance and partnership foundation.

The SSHW Unit is governed by a group consisting of DHB executives, Union representatives and Ministry of Health. The SSHW Unit Governance Group was established in 2007, and has had several changes in membership. The group will therefore be having a training session in April to refresh what is means to be working in partnership.

Governance Group visits to DHBs

The Governance Group is confirming its schedule now for visiting the 20 DHBs during 2019/20. They will meet with the CCDM council to review the implementation plan, and DHBs have the opportunity to showcase examples of good practice and partnership working. In some cases, the Governance Group will visit if there are persistent concerns raised with regards to programme implementation, or if the CCDM council cannot reach an agreement, preventing progress.

What does strong governance and partnership look like in DHBs?

Governance at Counties Manukau DHB

The SSHW Unit considers Counties Manukau Health to be a DHB that embodies effective CCDM governance.
On a recent site visit, SSHW Programme Consultants observed the governance structures and spoke with key people about partnership.  Staff relayed that there are effective, functional partnership relationships within the DHB, particularly in regards to CCDM. 
In practice, this means that:

  • There is access to information and resources for all council members
  • There is active participation in decision making for all aspects of programme implementation.  
  • There is joint regular communication from the partners to nursing, midwifery and allied health workforces.
  • There is a shared sense of responsibility and accountability for programme success.
  • All members of the CCDM council are invested in the work, and bring their experience and learning to the table. 
  • The partners are positively supporting CCDM to ensure they have a quality work environment, best use of health resources and quality patient care.


 Governance at Capital and Coast DHB

Effective CCDM governance was established at CCDHB in September 2017. A recent visit by the SSHW unit Governance Group noted: 'A well-established Council underpinned by the strength of partnership training. It is a joy to hear all participants reinforce the value of partnership training and its application to practice'. 

Following on from the partnership training a charter was developed. This partnership charter underpins a way of working at the CCDM council, working groups and Local Data Councils.


  • Each participant is orientated to CCDM and the CCDM partnership charter from the floor to the board.  This includes all work streams and local data councils and any new CCDM Council members.
  • A safe environment has been created to robustly debate CCDM at the main council meeting and sub groups.
  • A ‘partnership check-in’ is a standard agenda item at the end of each governance meeting at all levels of CCDM within the organisation.
  • The communications strategy is robust, which ensures sharing of CCDM information is transparent and visible across the organisation.
  • Staff are feeling engaged in the CCDM programme within their own departments.
  • There is strong executive and union commitment for programme implementation.

'A noticeable aspect of the visit was the alignment of feedback from all groups, delegates, unions and a very supportive Executive. I would encourage you to also share your feedback about the value of the partnership training to other DHBs'. Governance Group site visit statement. 

Increasing SSHW Unit programme consultant resource to support more workforces to engage in CCDM


The SSHW Unit is advertising for three new programme consultants to join the team.

  1. Programme Consultant - General
  2. Programme Consultant - Allied Health
  3. Programme Consultant - Midwifery

The positions are a significant new investment intended to support the partners (DHBs and Unions) to progress the inclusion of other workforces in CCDM; namely allied health and midwifery. The positions are fixed-term for 12 months.

These are fantastic roles offering plenty of growth opportunities where you will support programme implementation and develop key relationships across the health sector.


If you or someone you know might be interested in any of these roles, visit or


Establishing governance structures for allied heath and midwifery


To provide appropriate governance for the allied health and midwifery workforces, the SSHW Unit recommends that an allied health lead and midwifery lead are both members of the CCDM council. There should also be membership from the unions that cover these workforces, namely PSA and MERAS / NZNO.
In order to establish a dedicated workplan for these workforces, it is recommended that an operational working group is established to develop and implement a plan. These plans need to be approved by the CCDM council and should then be incorporated into the organisation’s overall CCDM plan. The plans should stipulate any requirements for dedicated resource necessary to undertake the work.   
A core function of the CCDM council is to monitor progress against the plan and to help remove any barriers than may prevent it from being achieved.

CCDM website - your one stop shop for resources

The CCDM website contains an entire section on governance and partnership. To see the road map on how to get there and associated resources, follow this link:

If you have any questions feel free to get in touch. Email us at:

Would you like to feature something in the next edition of CCDM Connect, or do you have some feedback?  
Please contact:
Copyright © 2018 TAS, All rights reserved.

Phone 04 801 2430  Address: TAS, 69 Tory Street, Te Aro Wellington 6011
Email:  Web address:

Care Capacity Demand Management is managed by the Safe Staffing, Healthy Workplaces Unit at TAS.

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