3. Contents
Message from the CEO 1
A proud history, a bright future 2
healthAlliance at a glance 5
Our People, Our Culture 6
Our Services 16
Find out more 27
4.
5. 1
Welcome to healthAlliance
W
e are New Zealand’s most significant shared services
organisation in New Zealand, providing non-clinical
services to the four Northern Region District Health
Boards to help them achieve healthcare excellence.
Our role is to reduce costs and create efficiencies in order to
free up time and money for front-line patient care for our DHB
partners - and every second and every dollar counts.
Formed in 2000 as a shared service between Counties Manukau
DHB (now Counties Manukau Health) and Waitemata DHB,
healthAlliance now also supports Auckland DHB and Northland
DHB. Together, they provide health services to 36% of New
Zealanders.
Our core services are payroll processing, information services,
finance, procurement and supply chain, but we also help the
DHBs in other ways such as process improvement work and
innovation.
Last year, we helped the region save $20m by standardising
processes and reducing‘back-office’inefficiencies, a result we
are all very proud of.
Message from the CEO
This year we’ve been selected by the Government to lead the
delivery of finance, procurement and supply chain services to
all DHBs in New Zealand, in partnership with PHARMAC and the
Ministry of Business, Innovation and Employment.
We understand the challenges and complexity of transitioning to
a shared service operation and many of our staff have previously
worked at DHBs.
This will be a huge challenge for both ourselves and the DHBs,
but it is one we are committed to working together to achieve. By
doing so, we will deliver benefits directly back to them by way of
cost savings and, ultimately, improved patient care.
Mike Schubert
Chief Executive Officer
6. 2
healthAlliance was formed in 2000 by
Waitemata DHB and Counties Manukau DHB
to provide shared services for both DHBs.
In 2011, Northland and Auckland came on
board, forming the four Northern Region DHBs
- each own 20% of healthAlliance and Health
Benefits Limited, a crown entity, owns 20%.
Counties Manukau Health
Auckland DHB
Waitemata DHB
Northland DHB
A proud history...
7. 3
Northland DHB
... A bright future
MidCentral DHB
Taranaki DHB
Whanganui DHB
Lakes DHB
Nelson Malborough DHB
Canterbury DHB
Tairawhiti DHB
Wairarapa DHB
Hawkes Bay DHB
Waikato DHB
Bay of Plenty DHB
Auckland DHB
Counties Manukau Health
Waitemata DHB
Capital & Coast DHB
Hutt Valley DHB
West Coast DHB
Southern DHB
South Canterbury DHB
Northland DHB
In 2014, we will begin providing shared
services nationally to the remaining 16
DHBs throughout New Zealand.
10. 6
Our People, Our Culture
At healthAlliance, we recognise that an organisation is only as good as its people, and we are fortunate to have so many talented people on our staff.
How do we describe the way
we do things?
The real answers come from those who work here
and experience healthAlliance on a daily basis.
There are hundreds of stories - one for every
healthAlliance staffer.
Our vision and PRIDE principles underpin all that
we do and we see our people as our highest
priority and pivotal to our future success.
How we got started
Part of the story comes from the way we began.
healthAlliance is a new and now proven way of
supporting New Zealand health through efficient
and effective shared services.
Our PRIDE Principles
11. 7
Being new and different means we’re a
learning organisation, so we have to be
nimble enough to respond quickly to
changing circumstances.
And we have to be open to new ideas,
sharp about sharing both ideas and
information, and focused on getting it
right by the people we’re set up to serve.
We’ve faced a lot of change in our first
decade and we’ll face even more in the
next. We’re not afraid to keep exploring for
new and better ways of working.
We face
change
with confidence
With good structure and processes
in place, we keep experimenting
and innovating. The skillsets we’re
each developing build resilience
and help futureproof our careers.
We’re people who want to learn,
grow and succeed.
We’re growing
Learning
& Succeeding
12. Our team worked their socks
off so that it could be ‘business
as usual’ for stock supplies
during a recent refurbishment
at Starship Children’s Hospital.
“
Jacob Isaac
Inventory Team Leader, Supply Chain
”
We get things done in teams and we know
how good teams work.
We also know that focused work teams
too often become silos and so we enjoy
getting things done in cross-functional
project teams.
We do things
in teams
We’ve developed good people-processes.
They make us all accountable and ensure
that we’re supported in what we do. So
the things that support our learning,
growing and succeeding – the coaching
conversations, personal development
plans, performance reviews – happen in a
proper and timely fashion.
We are
accountable
to each other
Our People, Our Culture
8
13. 9
What I enjoy most about
working in Staff Service
Centre is the fact that
I get to work in a very
comfortable environment
where the colleagues I
work with are of different
nationalities and come from
different backgrounds.
“
Kamla Prasad, Payroll Officer, Staff Service Centre
”
You’ll get to experience the great mix of life and work
experience that is the healthAlliance workforce.
More than 20+ different nationalities work here. We’ve
learnt that diversity gives us strength.
We are
diverse
People stay. They do
meaningful work – and
they’re motivated to make
a difference – to do things
better than they’ve been
done before and work
smarter. They’re not afraid to
ask the hard questions.
healthAlliance people are
proud of where they work.
We encourage talented
others to join us.
We stay - and
we invite
others
14. 10
Mel Patrimonio, Revenue Accounting Manager, Finance & Strategy
We have a genuine concern
for each other – and being
helpful comes easily.
We foster that co-operative
spirit with our PRIDE awards
and celebrate those who go
the extra mile.
Nominations flow in from
colleagues, supervisors, and
clients. We’ve had over 800+
nominations in the short
time these awards have
been going.
We are
helpful
We’re driven to get the job
done - it’s part of our DNA.
Our record for meeting
targets is impressive.
We make sure the DHBs are
viewed as the health-care
heroes. We’re sometimes
referred to as‘The Men in
Black’because we work in
the background, sorting
issues, and keeping things
working well!
We
deliver
There’s a
real spirit of
comradeship,
commitment
and dedication
in our team.
“
”
Our People, Our Culture
15. 11
There’s flexibility here –
about where and when we
work and that the job will be
done – probably better than
expected.
There’s a sense of loyalty and
mutual trust. It’s the glue
that holds us together.
We are
trusted
There’s support and care for our wellbeing. A
healthy and energised bunch of employees bring
their best to work and so we’ve experienced some
great wellness programmes here, promoting
positive lifestyles - 70% of us have made some
impressive changes.
We are
supported
We have a great mix
of people here. We
work hard but we
have lots of fun at
the same time.
“
Sharon Unasa
Support Analyst, Finance & Strategy
”
16. 12
We know about making
work fun. We can let down
our hair and we also get
behind good causes.
We’ve learnt how to
celebrate success too.
We have
fun
Our People, Our Culture
17. 13
We enjoy each other’s
company and do things
together on the fringes of
work. healthAlliance also
knows that work is only a
part of our lives and there
has to be space for family
and other passions – so
there is.
We have
other lives
besides work
18. 14
healthAlliance adds value by enhancing the performance
of our healthcare team at Counties Manukau Health which
is underpinned by three key aims - considering patient
experience, population health and cost effectiveness.
While there is still a long way to go, the healthAlliance
Procurement and Supply Chain team has helped us
optimise value for money through their contracting
and procurement expertise; their role is neither an
afterthought nor a “back office” function.
Pauline Hanna
Director, Planning & Performance
Counties Manukau Health
“
“
19. 15
“
“
The core of the healthAlliance vision for me
was always that better sharing supports better
caring.
It makes sense that with economies of scale
and creation of a shared critical mass of
expertise, we can better support care delivery
so that dedicated individuals and high
performing support teams who care about
the caring, can all contribute to better health
outcomes for our community.
Martin Orr
Clinical Director of IS Services
Waitemata District Health Board
20. 16
Our Services
P
rovides financial and support services to the four Northern DHBs and their
related entities; a total of 11 organisations.
healthAlliance provides financial transaction processing, financial accounting and
financial reporting to its customers. The Finance and Strategy group is comprised
of 100 staff which also provide internal support to drive best practice across all
healthAlliance services and financial support to the healthAlliance business.
The shared services concept can be a challenging one with many
different audiences who require financial accountability to varying
degrees. Through quality financial reporting, our team helps bring
to light the work and savings healthAlliance is delivering.
“
”Ross Chirnside
General Manager, Finance & Strategy
Our Successes
• Increasing DHB revenue by improved and more thorough patient
eligibility checking
• Roll out of Oracle R12 Finance, Procurement & Supply Chain systems to all
customers (ADHB went live March 2013). All Northern Region DHBs are
now on the same system.
Current Key Projects
• Developing analytics capability to support procurement team achieve
benefits
• Developing Continuous Improvement culture throughout the organisation
22. 18
W
e are proud to provide Information Services that support the delivery
of quality healthcare to the Northern Region’s population. Our team is
dedicated to delivering high levels of service, innovative solutions and
efficient processes to our partner DHBs and affiliated agencies, who collectively
form New Zealand’s largest IT environment.
The numbers are quite astounding: Our 250 people provide support for 26,000
staff across the region. We manage 18,000 desktop and laptop computers, 1,500
servers, 1,400 applications and 9 data centres across eight sites. We resolve 10,300
service desk calls a month and deliver many local, regional and national projects.
However, despite the large scale nature of the operation, we remain a people-
focussed team with patient consideration at the heart of everything we do.
We’re continually inspired and motivated by the fact our
work contributes to positive healthcare outcomes for the
Northern Region’s population.
“
”Claire Govier
Chief Information Officer, Information Services
Our Successes & Current Projects
• Commenced a multi-million dollar Microsoft upgrade to give Northern
Region staff access to the latest versions and improve regional systems
• Implemented Oracle R12 Finance, Procurement & Supply Chain system at
Auckland DHB - all Northern Region DHBs are now on the same system
• Finalists in the 2012 NZCIO Awards –‘Executive Team of the Year’
• Established the successful CareConnect regional clinical data repository
Our Services
24. 20
Procurement
P
rocurement adds value to the commercial relationships between our
DHB customers and the supply base by understanding the DHB end user
requirements and linking this into the prevailing market conditions. We
do this through category strategies that identifies opportunities to deliver value
adding commercial arrangements and cost savings to the DHBs.
Proactively manages standardisation of processes, products and services to
reduce complexity and cost. Also plays a major role in improving on-going
supplier performance through the implementation of supplier relationship
management activities including contract management and reporting.
Our Services
Our Successes
• We have delivered $20+ million cost savings to the region in the 2012/13
Financial Year
• Category Management approach fully implemented
• Standardised contracts, processes and policies being implemented across
the region
• Further $22m cost savings identified for the Northern Region for the
2013/14 Financial Year
We have the opportunity to make a real difference to the
way New Zealand health gets the best value from every
dollar we spend.
“
”Horace Hatalak
Head of Procurement
26. 22
Supply Chain
T
he end-to-end supply chain team facilitate the purchasing and delivery
of goods for our DHBs and identify inventory and supply improvements
which frees DHB staff time for clinical duties. Our aim is to release
resources, both time and money, back into front-line care as efficiently as
possible.
Supply Chain teams are based in all our main hospitals and are responsible for
having the right amount of the right stock and the receipt, distribution and
storage of all goods ordered. We are responsible for purchasing and receiving
goods, developing and implementing supply chain strategies and improvement
processes, managing catalogue and master data and ensuring timely payment of
our suppliers.
Our Services
It is great to know that the value we add to our
medical colleagues through the supply chain helps
all Kiwis.
“
”Kris Goodenough
Head of Supply Chain
Our Successes
• Increasing managed inventory from 30% to 70% at both Waitemata DHB
and Counties Manukau DHB in 2013
• Cost savings through supply chain and managed inventory efficiencies
• Implementing Oracle R12 throughout the entire ADHB, including taking
manual requisitioning to online iProcurement
• Creating and implementing a shared item catalogue for the Northern
Region
28. 24
T
he Staff Service Centre’s team primary role is managing payroll for
nearly 14,000 people and handling employee queries regarding pay for
Waitemata and Counties Manukau DHBs, other related health sector
organisations and healthAlliance employees.
Our team uses a combination of electronic and manual processing to pay
staff covered by 23 collective agreements - as well as individual employment
agreements – all of which have a diverse mix of employment arrangements
and conditions. This, along with the varied hours District Health Board staff
work, including 24 hour, 7 day rosters, makes managing the payroll for a range
of employers one of the most complex in the country. It provides a stimulating
and challenging work environment for our employees who are dedicated to
providing quality service to our customers.
The Staff Service Centre also provides data administration needed by DHBs
Human Resources and is responsible for the storage of all records.
Our team provides a service by people for people. No matter
how good the processes are, it’s the people that ensure the
quality of the outcome.
“
”Carmel Cournane
Head of Staff Service Centre
Our Successes
• In a recent payroll benchmark study with other organisations,
healthAlliance placed in the top four for payroll services
• 68% of all pays generated are from electronic roster-to-pay
systems
• The average number of days to resolve an error is less than
three hours
• Employees can complete a range of self service options online,
such as submitting leave requests and expense claims
• Comprehensive Management Information provided to DHBs
Our Services
