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.