No issues on file for Judith Aitken.

  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.

No issues on file for John Apanowicz.

No issues on file for Maureen Cahill.

  1. AFFORDABLE RATES – Keeping home ownership affordable by managing the cost of rates through tighter Council spending on non-core activities and non-essential funding.
  2. SENSIBLE URBAN & SUBURBAN PLANNING – Tighter control over subdivisions and infill housing rules. Reduce high density housing building consents in low density areas. Ensure Northern Ward housing development plans, traffic flows and inner city access are sensible and well managed. Ensure that Council decisions on commercial developments across the wards are impartial and fair, especially the development of the Johnsonville Mall. Ensure that city planning includes adequate, well maintained open public spaces for recreational use.
  3. COMMUNITY SAFETY – Identify and address through Council policies any negative social consequences affecting the safety of city and Northern Ward residents and visitors.
  4. AGED AND DISABLED – Ensure that Council decisions made on traffic access to the inner city, are not detrimental to the enjoyment of those with mobility and access issues. Ensure adequate public facilities and easy access to council services for the elderly and the disabled.
  5. CCDHB HEALTH SERVICES - ensure quality and timely healthcare to all patients regardless of age, gender or ethnicity. Identify and reduce process inefficiencies to maintain financial viability.
  1. Funding adequacy

    The current government has cut back health funding increases to fund tax cuts, and the Capital and Coast community has been particularly hard-hit. The DHB’s well-respected chief executive Ken Whelan recently resigned, saying he could not cut any more: “I cannot see where any more major efficiency can come from without negatively impacting on services.” A Dominion Post editorial has said, “unless the Government changes its mind, health board administrators will have no option but to reduce the quantity or quality of services on offer to residents of the Wellington region”. This is not acceptable.

    The District Health Board has to manage its finances prudently, and that can be mean hard decisions. We also need to work for smart solutions to the charges for building the New Regional Hospital and ensure we are properly funded to act as a tertiary referral centre for the whole region.

    But the Board also needs to be clear, honest and direct with the Minister of Health and you the public about the level of funding that is needed to adequately address our community’s health – and what the consequences will be if that is not met. I commit to ensuring this.
  2. Addressing health inequalities

    The District Health Board needs to be continually aware of health inequalities within the communities it serves and invest in services in a way that helps to address them. We know that people in poorer communities suffer poorer health than those who are wealthier. This is compounded through lower access to or take-up of health services – poorer communities have a higher rate of hospitalisations that would have been avoidable through good primary care or outpatient care. As a consequence, as New Zealand has become a more unequal society over the 1980s and 1990s, disparities have widened – new research published in the New Zealand Medical Journal shows the gap in life expectancy between low income and high income widened by 2.1 years for males and 1.4 years for females between 1981 and 2001.

    At a time of tight budgets, it is vital for the Board to prioritise the preservation and expansion of initiatives that have been shown to reduce health inequalities. These will tend to include community health, health promotion and illness prevention, and measures to make primary health care more accessible in poorer communities.
  3. Giving priority to child health

    Sadly, inequalities have become particularly severe in child health, where New Zealand compares poorly internationally. The Public Health Advisory Committee describes some of New Zealand’s disease patterns among children as “closer to those of developing countries”. The Capital and Coast community is by no means immune to these disparities: Porirua children are admitted to hospital for serious respiratory and skin infections at twice the rate of Wellington children. Even worse, children living in Eastern Porirua (Cannon’s Creek and Waitangirua) have the highest rate of rheumatic fever in New Zealand.

    I support the development of a plan of action to address child health disparities in high need communities, which will require meaningful additional investment.
  4. Listening to the whole range of health professionals

    District Health Board members have a governance role and a duty to reflect the priorities and needs of the communities they serve. Obviously that doesn't mean micro-managing the organisation or making clinical decisions. To do this, we need to respect and listen to the health professionals within the organisation and in the community - and to insist that DHB managers do the same. That means nurses, doctors, rehabilitation professionals, midwives, heath promotion workers, social workers, cleaners and all the people working together to ensure your care is of an excellent standard.
  5. Being connected with the community

    Legislation currently before parliament would change some of the ways that District Health Boards operate. One of the troubling aspects is a move to remove communities’ rights to consultation when the boards’ annual plans are developed. I’m committed to meaningful community consultation -- whether the law requires it or not. And I think we need to develop better and more modern ways to reach out to a wide range of people and involve them in the decisions that are being made about health services in their communities. If elected, I’ll use my website – carenotcuts.org.nz – to keep people informed about the issues the board is grappling with and the debates we’re having in (the public parts of) our meetings. And I’ll be pushing for the whole board – and the media – to be promoting stronger engagement with you the public with what we’re doing, particularly when contentious decisions are being taken.
  1. Stream and harbour protection - we need better management of soil and stormwater runoff into our waterways and sewage leakage, support for restoration planting, and public education and communication on how we can all play a part.
  2. Regional park development - Whitireia needs to be developed as a regional park and sustainable land management plans are needed for all parks to make sure the land is used in the best way for planting, recreation and biodiversity.
  3. More reliable and accessible public transport - we not only need new trains but better communication through real time information at bus stops and on train stations, integrated ticketing so passengers can use a single ticket for a complete journey and more parking at stations or other alternatives.
  4. Improved child and older people's health services - we need to focus on child health and work with all sectors of the community on things that make a difference like immunisation rates, warm housing, healthy food
    - better residental and home support services are needed for older people
  5. Maintenance of local after hours/A&E services - this is particularly important for residents of Kapiti Coast, Porirua and Tawa/North Wellington who need accessible services at Kenepuru and Paraparaumu supported by approrpiate day services. Front line services must not be sacrificed to reduce debt - sensible financial management is needed.
  1. Child health - from conception to teen years.
  2. All aspects of care for older people from keeping older people well and preventing illness and injury to high quality secondary and tertary services.
  3. One in four peole in New Zealand have a disabilty. For too long the voice of the people with disabilities has been muffled if not completely ignored.
  4. Workforce is a major issue.
  5. Balancing the legal requirements of the New Zealand Public Health and Disability Act 2000 with the population based Governement funding system
  1. Sufficient community health services to enable full enrolment of DHB resident population, while avoiding overload
  2. Community health services with access at minimal cost, for children, the elderly, those with disability or mental illness
  3. 24hr/day, 7 days a week health services available within all our communities
  4. Expansion of services available at Kenepuru Hospital
  5. Continuous improvement in performance and quality of DHB hospital services

    (see Insights below)

No issues on file for Maureen Gillon.

  1. Environment friendly CCDHB

    I favour Capital & Coast DHB taking a leadership role in being environmentally friendly. Health is one of the biggest industries in our community, and it has one of the biggest carbon footprints. There are many measures that can be taken which not only are good for the environment - and for health - but sound from a business vantage too. I am a member of a health professionals' environment group OraTaiao and co-authored an article in the NZMJ last year http://www.nzma.org.nz/journal/122-1304/3827/
  2. Resident Doctors

    I've been asked: I'd like to know your position with regard to the current negotiations between the DHBs and the Resident Doctors Association, and what action will you take if elected?

    My position is that I want to see Resident Doctors have substantially improved conditions and attractive career paths, ie going well beyond what is currently being debated in the current negotiations.

    The way I would like to see that achieved is through involving Resident Doctors more meaningfully in changing how we deliver health care. I sincerely believe we can have world class health services within our current spend: this will require bold innovation that changes how we equip and support the workforce with better processes and technologies. I see Resident Doctors as a critical source of ideas and champions for the required innovation.

    If elected, I will be forward about the imperative for bolder innovation, and that the ideas, drive, and champions for the required change should be nurtured from within the workforce, in particular, Resident Doctors. I will support continuation of the current call for shared clinical leadership within DHBs and will seek more meaningful involvement of Resident Doctors in that process.

    These are perspectives and voice that I would bring to the Board. I would do this in a manner that is firm, respectful, and mindful of sound governance.

  3. Public Participation

    I've been asked: what will you do to foster public participation in decision-making?

    Participation by citizens is key to making our health services world class. I see co-production as an essential element of effective health services. Co-production delivers benefits at every level of the health system, ie from day-to-day management of risk factors for disease and disability, through living well with chronic disease, to governance that is relevant and timely. Citizen participation and co-production has been the focus of my professional work for the last few years.

    How would I help make this real?

    First, I have a good appreciation of how critical participation is, not just from a philosophical point of view, but also in terms of effectiveness and efficiency. However you look at participation, it is the right thing to do.

    Second, as a board member, I would be in a position of influence to keep this collectively front-of-mind and part of the fabric of how we work.

    Third, I would be requiring that citizen participation and co-production to be an explicit feature of the strategic plan, and for this to be tangibly manifest in the work programme – for example in the information and communications technology (ICT) investments. Innovative ICT, in a context of bold vision and sound governance, will enable us – collectively – to transform our health services to be world class.

    This is large scale change. Collectively, we are contemplating fundamental change in how we think about health and health services, and who we regard as the health workforce: health is everyone’s business. For this change to reach critical mass, voice in governance is required – voice that amplifies the game-changing expectations of citizens in the Capital and Coast district.

  4. Innovation

    I've been asked: what impact do you hope to have?

    The difference I would make is over stiffening resolve to innovate. We need to do things differently to get to a higher level of performance – world class performance. I sincerely believe that, even within our current spend, we can achieve world class performance through innovative redeployment of people, processes and technology. We have talented people who have been unhelpfully constrained, processes that are suboptimal, and technology – particularly information and communications technology - that is holding us back. On the Board, I would be in a position to ask more searching questions, understand the strategic implications of proposed innovations, and to support bold prudent innovation in Capital and Coast DHB’s strategic direction.
  5. Governance

    I've been asked: what skills do you hope to bring to the DHB?

    The skills I would bring to the DHB are professional training and experience at several levels in health systems. I have training and experience in health policy, systems design and strategy. This builds on practical foundations: I am a medical doctor, with paediatrics and public health medicine specialties. I’m currently working in the front line of clinical care – in General Practice in Wellington’s CBD. I bring perspectives from my New Zealand roots and from working as a clinician in a number of states/countries: Scotland, New York, Maryland, New Zealand. I have sound business fundamentals, including executive training at Stanford University, and a keen interest in governance.

No issues on file for Virginia Hope.

No issues on file for Malakai Jiko.

  1. Protect the worst off from the impact of Government funding cuts.

    The National and Act parties have cut funding for public health and will continue to do so, relative to the consistent growth in health input costs. While I applaud the parliamentary opposition in arguing against these cuts, as a District Health Board member my role would be to work constructively to ensure that the long-term damage caused by funding cuts is controlled, and that the worst off are spared as much as possible.
  2. Smarter use of technology, to apply some of the $18m per year the DHB spends on IT each year to medical priorities.

    I work as a consultant in reinventing services to perform more effectively, largely using smarter information technology. This has included work in energy markets in Australia, and work for the public and private sector in New Zealand.

    The DHB spends $18 million per year on computing services. A lot of that money goes offshore, to pay for licenses to operate foreign-owned computer software. That was also the way that the Electoral Roll, which underlies our voting system, used to operate. I replaced that foreign-licensed system with another which was more effective, cheaper to staff and operate, and which was built from freely available components by a local company. This is an example how we can save millions from the DHB budget without cutting services - in this case, services were better after the savings. And this happened in 2003, so the results are now well proven.
  1. CAPITAL AND COAST DISTRICT HEALTH BOARD

    SAVING SERVICES-HEALTH

    “The health of a people is crucial to the health of a City”.

    “ I’m outspoken on the Board for
    • the “ordinary” person from Kapiti to Porirua to Wellingon and
    • for quality accessible health/hospital services
    • for those most vulnerable

    NORTHERN

    REVERSING THE NEGLECT OF NORTHERN

    TOP PRIORITY: A CIVIC HEART FOR NORTHERN-J’VIILE
    Make it happen!

    Helene led Wellington’s world class Civic Centre project. She knows how to make it happen
  2. CAPITAL AND COAST DISTRICT HEALTH BOARD

    EXPERIENCE COUNTS TO MAKE THINGS HAPPEN

    Wellington’s first woman deputy mayor; former Labour Leader; registered psychologist, business woman, Health Board member, and the longest serving councillor in the Capital, brings extensive governance, civic, professional, and business, experience to the Board.
    She knows how to make things happen! Vote Helene Ritchie 1 again.

    NORTHERN

    EXPERIENCE COUNTS TO MAKE THINGS HAPPEN

    Helene RITCHIE, our first woman deputy mayor is our longest serving City Councillor. Helene was elected from Northern as a Johnsonville playcentre mother aged 32, and psychologist. She brings extensive civic and governance experience and
    professional experience to the Board and to Council.
  3. CAPITAL AND COAST DISTRICT HEALTH BOARD

    BOARD STABILITY-SOUND GOVERNANCE

    We’ll need Board stability, continuity, members with guts, and experience, to fight to save services and to meet the challenges ahead with responsible financing, governance and practice.

    NORTHERN

    BEING EFFECTIVE.

    Helene knows how to be effective in elected governance, working with colleagues, staff and community to make a difference.

    Her focus has been Northern. Over the last three years, she has been successful in:

    • Initiating the new Johnsonville library to be co-located with the Johnsonville swimming pool improvements starting next year.

    WORKING SUCCESSFULLY FOR NORTHERN’S PRIORITIES

    • The Newlands Community Centre and Grenada Village Mark Avenue extension, both opened.
    • A new Johnsonville Mall (developer funded)
    • Newlands town plan
    • Churton community facilities and worker
    • Tawa-Johnsonville walk/cycleway
    • Helene’s long environmental credentials and enthusiasm have seen her promote in Northern the Skyline/Outer Town Belt walkway, and protection of the Old Coach Road and surrounding area and strong support for the protection and classification of 61 green spaces- reserves, sports grounds in Northern and the Outer Town Belt

    “I congratulate the wonderful planting groups in Churton, Glenside, Tawa, Newlands/Paparangi,
  4. CAPITAL AND COAST DISTRICT HEALTH BOARD

    DOCTORS AND NURSES AND STAFF

    I remain impressed with the dedication and professionalism of doctors and nurses and carers. We need to retain our workforce.

    NORTHERN WARD

    REVERSING THE NEGLECT; AND FOCUSING ON NORTHERN’S FUTURE

    • Infrastructure- community, roading and public transport for Northern and J’Ville
    • Actively supporting Newlands’ and Johnsonville Community centre-as the best in the country.
    • Integrated comprehensive urban design plan and its implementation for Johnsonville-suburban centre and residential
    • Trees
    • Public Transport, pedestrian and cycleways and a Johnsonville transport hub
    • Sound traffic management in and out of the Johnsonville Heart
    • Alex Moore Park-Cricket Club Sports Hub
    • Tawa-Johnsonville Skyline walkway;
    • Tawa Mall upgrade
    • Churton community facilities
    • Newlands Town Centre plan and implementation
    • Glenside Halfway house
    • Sustainable communities and community services infrastructure
  5. CAPITAL AND COAST DISTRICT HEALTH BOARD

    SOME GAPS

    I stood for the Board and was first elected in 2001, after the 4 year illness of my husband. Personal professional and family experience of system gaps in at least 10 key areas motivates me to improve some parts for others.

    “I’ve fought hard and successfully for
    • Ward 27’s (mental health) long overdue renovation; and
    • worked to improve home help and community support;
    • mental health including suicide prevention
    • cancer;
    • children and young persons
    • elderly,
    • disability,
    • dementia services

    With your vote, I’ll continue work begun.
    Vote HELENE RITCHIE 1 again

    NORTHERN

    Experience counts to reverse the neglect of Northern and make things happen.
    With your vote we’ll continue reversing the neglect of Northern.
    Vote HELENE RITCHIE 1 again
  1. Quality of care must never be compromised by false economies
  2. The health workforce, so much more than doctors and nurses, deserves respect, development and support
  3. The goals of managers and clinicians should be shared through mutual understanding and respect
  4. There are efficiencies and progress that can be secured by region-wide collaboration
  5. Access to care can always be improved if it is a core value of the system
  1. Preventing the privatization of water
  2. Controlling rate increases by intelligent spending
  3. Providing bigger range and more activity for youth
  4. Getting Kapiti Rd and Elizabeth St traffic issues sorted.
  5. Improving health service provision in Kapiti.

No issues on file for Donald Urquhart-Hay.

No issues on file for Nigel Wilson.

No issues on file for Jack Wood.