It’s time for positive change.

Time for new ideas.

Wellington, Porirua  and Kapiti Coast deserve high quality services, where we need them and when we need them. 

It’s tough balancing the funding needed, the funding available, and what government gives.  We need our fair share, focusing on appropriate high quality services that meet the community’s needs.

I have proven executive and senior management experience in government and the private sector, including being accountable for work on infrastructure and the funding of government’s land transport networks.  I am also an active phone support person for the Wellington Post Natal Distress network – a non-profit organisation providing support to mothers experiencing distress following the birth of a child.

I have the courage to face tough decisions, compassion to recognise the human side, and can work effectively with others.

Top 5 Issues

1. REGIONAL SERVICES
   
   Where we need them, when we need them.
   
   Wellington, Porirua and Kapiti Coast communities have different health needs. We need to understand the health needs of each community, then to put in place local and regional services to best meet the needs.
   
   Stronger links between PHO’s, GP’s, health providers & CCDHB.
   
   When health providers work closely together, the results for an individual or a community are better.
   
   The current focus is not on the patient but the provider of a service – it’s time to change that dynamic PATIENT CENTRIC SERVICES.
2. QUALITY CORE SERVICES
   
   There are endless services that the DHB can provide. We need to focus on what is important and in those areas to achieve the maximum health gain.
   
   Improve the quality of services = BETTER PATIENT OUTCOMES = lower costs
   
   We also need to continue to work across communities and boundaries to share ideas, solutions, and where a better result can be achieved for people’s health even services and staff.
3. FINANCIAL SUSTAINABILITY
   
   Focus on sustainability, not just ‘short term’ fixes.
   
   As the new Board we need to think about the impact that decisions have now and on the future. We must preserve a quality and sustainable public health system for our children, and their children.
   
   Many decisions have been made with a short term focus. The old Board should have known the long-term costs of the new hospital. It’s too late now to complain about those costs.
   
   Because of these types of decisions we need to increase our effort to focus on core services, encourage staff to come up with innovative solutions, focus on patients, and thus become financially sustainable.
   
4. APPOINT A CAPABLE CHIEF EXECUTIVE
   
   A CE that will lead and work with staff at all levels
   
   The quality of the Chief Executive and how they work with medical and administrative staff across the DHB is critical.
   
   The Board provides the overall direction for the DHB - the CE implements. We need a CE who will work with the staff to find solutions to the challenges.
   
   There are top flight CE’s and executives who can effectively lead this DHB. It is imperative that Capital and Coast DHB appointed a CE who will be up for the challenge.
   

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