annual report— te korowai hauora o hauraki report 2014 final.pdf · rohe – this being an objec...

December 13, 2014

ANNUAL REPORT— Te Korowai Hauora o Hauraki

December 13, 2014


Trustees

Harry Mikaere

Lucy Steel

Irene Kereama-Royal

Taima Campbell

Glen Tupuhi

Execu�ve Management Team

Jon Royal — Chief Execu�ve

Gwendol Welburn — General Manager — Opera�ons

Debbie Petersen-Pilcher — General Manager — Service Integra�on

Diane McDermo� — General Manager Business Development

Melanie Shea - Financial Controller

Chartered Accountant

Leo Bourke

Auditors

PricewaterhouseCoopers

Head Office

210 Richmond Street

Thames 3500

Ph: 07 868 0033

Fax: 07 868 5389

www.korowai.co.nz

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December 13, 2014


Trustees ......................................................................... 2

Execu�ve Management Team ........................................ 2

Chartered Accountant .................................................... 2

Auditors .......................................................................... 2

Head Office ..................................................................... 2

Table of Contents ........................................................... 3

Vision, Misson, Values.................................................... 4-5

Chair’s Report ................................................................ 6-7

CEO’s Report .................................................................. 8-10

Financial Report ............................................................ 11

Financial Statements ................................................... 12-13

Senior Management Team’s Highlights.......................... 14-15

Staff Highlights ............................................................. 16-17

Demographics of registered pa�ents............................. 18

Strategic Objec�ves...................................................... 19

Table of Contents

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December 13, 2014


Mission

“To con�nually strive for excellence in the

way we provide our services to our People

Vision - Hauraki as a Healthy Na�on

Photo: CAPS Hauraki Right2BSafe Child Sexual Abuse Preven�on Campaign 2013

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December 13, 2014


Core Values

Whanaungatanga

We ensure we always work together as a whānau and in doing so create a

sense of unity

Loyalty - We protect and trust one another

Respect - Every one of us has value and is treated with dignity and respect. We

value and cherish our diverse and rich backgrounds and skills

Manaakitanga

We care for one another

Integrity - We keep our promises by pu�ng reality into our words and walking

the talk

Transparency - We con�nually demonstrate to others the way in which we

operate is professional and business like

Kotahitanga

We stand together as one, one whānau, one organisa�on, one community

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December 13, 2014


It gives me great pleasure to present the 15th annual report of Te Korowai Hauora o

Hauraki to this Hui for the financial year ending 30 June 2014.

Te Korowai board, CEO and the Execu�ve Management Team and staff have worked

�relessly to reduce the revenue loss iden�fied in the financial year ending 30 June

2014 and there has been an enormous sacrifice made by our CEO and all his staff to

record this excellent outcome.

Trustees have made a number of very tough decisions this year to bring about the

necessary changes to ensure the ongoing sustainability and economic management

of Te Korowai in the provision of quality health services on an ongoing basis to all

our beneficiaries and clients of Pare Hauraki.

The board is an�cipa�ng that the financial year ending June 30 2015 will be another

tough year as the board and management work towards balancing the financial per-

formance and financial posi�on of Te Korowai into the black for the incoming year.

Major Events

It has been another very busy year for the board of Te Korowai Hauora o Hauraki.

Over the past 12 months, there have been greater efficiencies iden�fied, measured,

ac�vated and remedied by the CEO, GM, Team Leaders and staff that was ini�ated,

supported and approved by the board.

Te Korowai was involved in the support of the one-day Hauraki Kapa Haka fes�val

held on Saturday, 18 October at the Kerepehi marae.

Mental Health

Annual stats are quite alarming in regards to the over-representa�on of young

Māori men in this par�cular area of health need. While we are doing the best we

E ngā mana, e ngā karangatanga maha o Pare Hauraki

Tēnei te mihi ki ngā kua riro ki te kāpunipunitanga o te ao wairua

Ki a tātou te hunga ora, ki ngā whānau e hapai ake i ngā kaupapa

Hauora o te wā

Ngā mihi ki tō tātou Kīngi a Tūhei�a me te kāhui ariki whānui tonu

Paimarie

Tēnā hoki tātou katoa

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Chair’s Report

Harry Mikaere

December 13, 2014


can to support all ages of our people challenged with this problem, we need to do more with less resources

and H & R.

Te Korowai Kaumātua o Hauraki Te Korowai Hauora o Hauraki

There is s�ll a con�nuing steady growth of kaumātua joining Te Korowai Hauora o Hauraki with hui being organ-

ised regularly throughout each kāinga in Hauraki and Te Ika a Māui. This con�nues to a be a highlight for many of

our kuikui and karaua in regards to social networking, kapa, waiata, hākinakina, hikoi and

whakawhanaungatanga.

Whakaumaharatanga ki Kemara Tukukino

Ko tēnei te poroporoaki ki tā tātou ranga�ra, ko hinga te tōtara o te waonui

Haere atu ra, e Kemara, kia Hawaikinui, kia Hawaikiroa, kia Hawaiki pāmamao

ki te hono o te ao wairua

Rātou kia rātou te hunga mate

Tātou ano ki a tātou te huna ora

Tēna koutou katoa

Te Korowai Team

To all our dedicated and energe�c and excellent staff of Te Korowai - thank you all for the great work that you

have carried out in regards to the professional health services that you have all been providing to all the people

over the past 12 months to maintain a high level of mobility, wellness and independence within their kāinga

throughout Hauraki.

To my fellow directors, thank you all for your dedica�on, hard work and remedies that have been made to bring

about the changes going forward. Those changes will be far more sustainable to the overall clinical services that

have been provided to the more rurally isolated communi�es in Hauraki.

This will also ensure government’s health targets that have plagued a large number of clinical GP services in

Hauraki will meet these targets going forward, which is aimed at greater health services being provided in

a �mely and effec�ve manner.

Harry Haerengarangi Mikaere

Chair of Te Korowai Hauora of Hauraki

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December 13, 2014


Anei ano te mihi ki a koutou e nga kanohi ora e huihui mai nei i raro i te kaupapa

o te rā, arā, te hui ā tau mo Te Korowai Hauora o Hauraki. Ka huri taku kanohi

aianei ki a rātou kua hoki atu ki te kai aki o te pō. Ae hoki, e kore rawa tātou e

wareware ki nga pou whakarae o te Korowai Hauora o Hauraki, kua wehe atu ki

te waahi ngaro. No reira he whakaaronui atu ki a whaea Janey, rātou ko Kemara

Tukukino, ko Hone Te Moananui. No reira, e nga mate, haere, moe rā, ka .

Heoi ano, rātou e te hunga mate ki a rātou, tātou e te hunga ora ki a tātou, huri

noa o te motu nei, tena rā koutou katoa.

Once again this has been a year of ngā piki me ngā heke, ngā wero me ngā wini. It

has been yet another year where we have been fiscally challenged and pushed to

remain on the right side of the ledger.

Clinic viability con�nues to be our biggest concern. The fact is, we lose around

$500,000 annually from our clinics alone. To balance our books we have to take any

savings from other services like HBSS and Mental Health. Consequently, this impacts

on their ability to grow or develop further. It also impacts on EMT’s ability to

achieve things like reduce the $1.2m debt hanging over our heads. This is not sound

business prac�ce. But I do want to stress that this is not a cri�cism of the clinical

services team – rather, it is that the configura�on of the model is wrong. The team

themselves are commi4ed and hardworking.

One op�on is to sell off all the clinics, but we know that this would not sit well with

our stakeholders – and secondly it doesn’t match with our philosophy of providing a

wholesome service of health and wellbeing. A plan is in place to address this clinic

loss, but it will take some �me to embed the new approach and will require careful

monitoring, key personnel and buy-in from all the ‘players’ to get to a point of clinic

self-sustainability. It is accepted that in some of our most rural areas this may s�ll

not be possible – but it is an aim we will strive for.

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Hu�a te rito o te harakeke, kei hea rā te kōmako e kō?

Kī mai ki ahau, he aha te mea nui o te Ao?

Māku e kī atu, he tangata, he tangata, he tangata

CEO’s Report

Jon Royal

December 13, 2014


At the beginning of this year we embarked on a programme of developing a

workable solu�on, focusing on three specific areas: 1: Streamlining administra�ve process-

es; 2: Implemen�ng an appropriate Model of Care (MoC), and 3: Clinic viability

Whilst the administra�on of clinics has improved markedly and we have successfully piloted

our MoC in the Thames clinic, matching the MoC with the target of viability across all clinics con�nues to be a

challenge.

However there is a poten�al opportunity ahead of us if we all had the courage to think ahead.

Being aware that some�me in the near future, we know there will be a shrinking GP pool and an increasing

growth in nursing skill-sets and experience, it makes sense for us to seriously consider the role of Nurse

Prac��oner. We will s�ll need GPs – they will carry out the higher level diagnos�c work required, but for general

requirements like flu, wounds etc. nurse prac��oners are fully capable. It is s�mula�ng to think we in Hauraki

could lead such a development on this scale (not just one, but four clinics). And it would provide a more cost

effec�ve and long term solu�on. So that’s exci�ng.

Over this past year there has been quite a focus on reviewing all our services to ensure we remain both effec�ve

in delivery and efficient in our use of our resources. So a number of reviews have been carried out (or near

comple�on). For example, the implementa�on of our clinical ‘MoC’ has been a result of a year-long change pro-

cess of driving be4er performance throughout all aspects of our clinical opera�ons (as stated at the beginning of

this report). Home-based Support Services has been reviewed and is now a stand-alone unit alongside the likes of

clinical services and Mental Health. The review showed this service has the poten�al to expand outside Hauraki

rohe – this being an objec�ve within our Business Plan.

Over the last 6 months I have had greater on-the-ground engagement with our services teams and in par�cular

our Mental Health team and Kuia Koroua Services. This has been hugely beneficial to me, I have gained a true un-

derstanding of the daily opera�ons and the great work they do. I have recently completed a review of Kuia &

Koroua services, as a result there will be posi�ve changes in store for this team. As part of this review I was able

to get around mixing and mingling with all our Kaumātua groups. That was cool.

A review of the Execu�ve Management Team has also just been completed, with the same ‘lens’ – i.e.

effec�veness and efficiency. There is enough evidence to suggest changes are likely here as well, but too early at

this stage to be specific. It would be negligent of me not to men�on that as part of a deliberate EMT growth

strategy; new revenue was $1,347,000 more than 2013. This is a great achievement.

There are significant changes pending in the public sector, driven from a government ambi�on to demand more

from the putea spent – wan�ng “more for less” appears to be the signal. Concepts such as Outcomes-Based

Funding and Social Bonds indicate a clear change in purchasing methods. Another signal coming from the policy-

makers is the no�on of “big is best” - it is no�ceable that the na�onal and even regional Con�nued: P10

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December 13, 2014


providers are being considered for contracts over local providers, e.g. NUMA

(Whānau Ora), and Care NZ (HBSS). In order for us to compete as a prime

contractor, we have to collaborate with other like-minded providers in and

outside our rohe.

However, with the con�nued government focus on raising Māori health status

(comparable to non-Māori), our point of difference - that being a kaupapa Māori

driven organisa�on, is likely to stand us in good stead with those bigger providers.

At the same �me it is impera�ve we start thinking ‘regional’ as well and begin

forming alliances with those more established regional and na�onal providers –

and we con�nue to develop our “social determinants” approach rather than

remain strictly health.

Before finishing, I wish to acknowledge the massive amount of work the en�re

organisa�on has undertaken over the past year. The rela�ve fledgling teams of

Oranga Wairua and Hauraki Ora alongside the more established teams such as the

Clinical team, Hinengaro, Kuia & Koroua support, Whakamana te Tangata, HBSS

(including our caregivers), our Opera�ons team, Comms, our administra�on support

people, Marlene – and the Execu�ve Management Team. It would be fantas�c to be

able to say that next year is going to be a lot be4er, but like all similar organisa-

�ons , we are far less resourced than say government agencies and we will always

be needing to ‘�ghten our belts’ and “do more for less.” If we can get our clinic

configura�on right, I firmly believe Te Korowai will con�nue to get stronger.

To the Taumata - Roy, Mariana and Wynnie, although we did not meet as oEen as I

would have wanted, I am so pleased that you are always there when I reach out to

you. The �me you rallied around our Mental Health Team when they needed your

support, was very much appreciated by them. Thank you! Finally on behalf of all of

Te Korowai Hauora o Hauraki, staff, I wish to again pay respect to all those who have

passed on, but in par�cular Whaea Jane Poutu, Matua Kemara Tukukino and Matua

John Te Moananui. It is well known the huge commitment these three have given to

Te Korowai Hauora o Hauraki and the wider Hauraki community, over the years.

Koutou maa, you will be sorely missed.

Heoi ano koutou maa, kia tau te rangimarie.

Jon Royal — Chief Execu�ve Officer

CEO’s Report continued from P8

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December 13, 2014


An extract from the audited General Purpose

Financial Statements for the year ended 30 June

2014 is a4ached. PWC have substan�ally

completed the audit of Te Korowai Hauora o

Hauraki (the ‘Society’ or ‘Te Korowai’) for the

year ended 30 June 2014.

The Statement of Financial Performance indicates

that 2014 saw a reported profit of $372,000. This

result reflects the returning from the Balance

Sheet revenue held from previous years of

$458,000. The year’s opera�onal result is

therefore an $86,000 loss.

Again a busy year in the finance area with the

con�nua�on of refining new processes from last

year; the accoun�ng system, payroll system and

Con�nuCare system for Home Based Support.

Income for 2014 was $1,347,000 more than 2013.

The significant increases were;

Grant Income - $130,000 Trust Waikato released

this year on final comple�on of Brian Boru

refurbishments as per grant obliga�ons

HBSS Income - $693,000 of which $328,000 was

released from previous years on se4lement of

outstanding audits

Contract Income - $297,000

Total expenses increased by $829,000 or 11%.

The Statement of Financial Posi�on shows that at

30th June 2014, Te Korowai had $570,000 in the

bank and in December 2013 a pre-arranged

facility of $300,000 was drawn down. Current

assets are less than current liabili�es which s�ll

poses cash-flow restraints on the organisa�on.

The Statement of Financial Posi�on also shows a

total debt to total asset ra�o of 60% at 30th June

2014. Land and Buildings iden�fied as surplus to

requirements once sold will assist in reducing the

debt to total asset ra�o to between 50 and 55%.

Financial Report

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Ma te rongo, ka mohio

Ma te mohio, ka marama

Ma te marama, ka matau

Ma te matau, ka ora.

Through listening comes awareness Through awareness comes understanding Through understanding comes knowledge

Through knowledge comes well-being.

December 13, 2014


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In accordance with our engagement le�er we confirm we have substan�ally

completed our audit of Te Korowai Hauora o Hauraki (the ‘Society’ or ‘Te Korowai’)

for the year ended 30 June 2014 (pricewaterhouseCoopers).

December 13, 2014


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In accordance with our engagement le�er we confirm we have substan�ally

completed our audit of Te Korowai Hauora o Hauraki (the ‘Society’ or ‘Te Korowai’)

for the year ended 30 June 2014 (pricewaterhouseCoopers).

December 13, 2014


Te Korowai has seen substan�al growth

in our Home Based Support Services;

with well over 500 clients we have

steadily become the largest provider in

our geographical area. I believe this is

due to the hard work of our staff and

the con�nued support of our

communi�es. Recently we have started

to deliver these much needed services

in Matamata, Morrinsville and

Gordonton. This is added to almost a

20% increase in revenue from 2013-

2014.

Like Minds Like Mine: The bid for the

Like Minds Like Mine contract has been

successful and enables Te Korowai to

con�nue working with people with

mental health issues, par�cularly its

focus on rangatahi.

Oranga Wairua: Te Korowai was

successful in securing 4 years funding

for our Oranga Wairoa ( pallia�ve care)

General Manager Business Development

Diane McDermott

Senior Management Team

General Manager Operations

Gwendol Welburn

The Opera�ons roopu have con�nued to operate strongly

throughout the past year reaching milestones set.

Assets: The fleet of company vehicles has reduced to 38 (from

57 in 2011), and is being upgraded as per the Property and Asset

Management Strategy and as cash flow allows. For staff safety

and to improve u�lisa�on of the fleet, funding has been secured

to install 15 GPS units – with the view of covering the en�re fleet. CONTINUED: P15

team from the

Ministry of Health’s

innova�on funds to

develop how we

work with others

delivering services

to those with life limi�ng illness (in

par�cular Hospice Waikato) . If you

would like to know more about this

service please read our

G book , which you will find by following

this link: h4p://www.korowai.co.nz/

publica�ons_resources/

oranga_wairua_palla�ve_care

Business Development team: Our

Business Development team has been

boosted by the talents of Jo Ann

Belworthy Senior Communica�ons

Advisor who produces our Kōrero o te

wā and works with our teams to market

the great services delivered by Te

Korowai.

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December 13, 2014


FROM: P14 The proper�es at 4 Mueller Street

(Waihi) and 311 Mackay Street (Thames) have

been listed for sale as directed.

Informa�on Technology (IT) has been a focus

over the past 12 months and we have achieved a

be4er managed WAN service between all clinics.

New VOIP phone soEware has been installed

which provides opportuni�es in regards to a

centralised call centre. Two of three stages have

been completed in regards to our server upgrade,

with the final stage an�cipated to be completed

by the end of January 2015. An IT audit has been

completed and we now have a five-year plan in

General Manager Service Integra�on

Debbie Petersen-Pilcher

2014 has been a busy year across the services

and 2015 is looking to be just as busy. Thanks to

all the hardworking staff.

Thames has been trialling a new model of care

and we have appointed a health care assistant to

support our clinical staff. Next steps are to roll

the model of care across the rest of the prac�ces.

Te Korowai received funding for a newly

graduated nurse to work in our clinics for 12

months and in February we appointed Ellie. In

July we appointed Prac�ce Manager Di Te Tau

to work across all our clinics. Long term

Coromandel doctor Sue Greig re�red in August,

which saw Te Korowai look at different

sustainable models for the area, including the

Nurse Prac��oner model.

Emergency Department (ED) at Thames Hospital

wants to reduce the number of pa�ents who

a4end ED who could be managed by their GP.

place. A project has been carried out

on an organisa�on wide performance

monitoring system, which would be

hugely suppor�ve of the opera�onal running of

the organisa�on, along with audi�ng

requirements and evidence for future growth.

Human Resources and Compliance: All audits to

this point have been successfully carried out to

the sa�sfac�on of the auditors. We con�nue

with Cornerstone accredita�on – having

completed year two. Opera�onal and Strategic

risk registers have been developed and are

regularly monitored and updated.

This year Te Korowai prac�ces

have rolled out Primary Op�ons,

which allows GPs to support some pa�ents in the

prac�ce who may have normally gone to ED.

Acute clinic appointments have also been

introduced, which is working well.

Our Oranga Wairua (Pallia�ve Care) Service

began working with Hospice Waikato to combine

the specialism that Hospice Waikato brings with

the ‘home-based’ support approach to pallia�ve

care that Te Korowai offers.

Kaumātua Services have supported the local

Kaumātua groups monthly and Te Korowai now

offers a weekly, nurse-led clinic at the newly

started Kura Kaupapa o Manaia in a joint venture

with Midlands Health Network.

Hinengaro (mental health) service has had an

upgrade with the development of voca�onal

service and navigator roles.

Gwendol Welburn FROM P:12

15

December 13, 2014


Carrie humbled by award

Whakamana i te Tangata iwi health

promoter Carrie Taipari now stands

alongside Associate Health Minister

Hon Tariana Turia as this year’s

recipient of the Public Health

Associa�on’s Tu Ranga�ra mo te Ora

Award. The award is given each year

to an individual, whānau, hapu or iwi

group who has made a significant

contribu�on to Māori Hauora, with

Tariana Turia a past recipient. Carrie Taipari and partner Frank Thorne.

Matariki kapa haka

About 48 students from Thames

South school entertained

kaumātua and Te Korowai staff to

celebrate Matariki. Te Korowai

staff joined in the kapa haka with

Ni�n Sukumaran and Cindy

Dargaville also taking on the

pukana challenge.

Special guests at hui

The Honourable Tariana Turia

joined the Paeroa kaumātua rōpū

at their monthly hui in August,

alongside Hauraki Māori Party

candidate Susan Cullen. From le�

Val Yeates, Karen Clouston, Tariana

Turia, Susan Cullen, Lesley

Madgwick and Bridget Pakinga.

Employee Highlights

16

December 13, 2014


Mental Health awareness

Te Korowai was well represented at a Like

Minds Like Mind Quiz Night to celebrate Mental

Health Awareness Week. The event also paid

tribute to the late Whaea Jane Poutu. Team

members dressed up in the spirit of the “Keep

Learning” theme, with Project Energizer’s Adam

Steele keeping everyone under control as Quiz

Leader. From le�, Ni�n Sukumaran, Adam

Steele and Trish Knight.

Tri Māori fundraiser

Congratula�ons to the Tri Māori

entrants. By compe�ng, CEO Jon Royal

and Business Development Manager

Diane McDermo4 raised $2575 for an

air chair for Oranga Wairua. From le�,

Maryann & Jon Royal, Debra & Doug

Keenan, Idaline Tamehana, Diane

McDermo , Be"na Hunter and Vel

Kopa. Front Whaea Tracey.

Pink For A Day

Te Korowai staff got into the spirit of a

good cause when they went Pink For A

Day in October to raise funds for, and

awareness of, Breast Cancer. The

Coromandel team, right, won the Best

Dressed award and won themselves

morning tea for all.

Employee Highlights

17

From le�, Katrina Burrell, Raewyn Allison-Potae, Jessica

Henson and Kath Makiri.

December 13, 2014


This sec�on describes the demographic characteris�cs of the registered popula�on of Te

Korowai Hauora o Hauraki prac�ce, compared to the demographics of all registered pa�ents

in New Zealand. This data is taken from Health Stat Primary Health Care Intelligence

provided by CBG LTd, funded by MoH.

Popula�on Pyramid as at 31 October 2014

Ethnicity Distribu�on as at 31 October 2014

Sex distribu�on as at 31 October 2014

Depriva�on Percentage of Pa�ents to Quin�le 5 as at 31 October 2014

Depriva�on quin�le is a score

represen�ng the level of socio-

economic depriva�on of the area

where the person resides. Quin�le 1

is the least deprived and quin�le 5 is

the most deprived. Unspecified

depriva�on refers to an address that

could not be geocoded.

Registered patient demographics

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December 13, 2014


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December 13, 2014


annual report— te korowai hauora o hauraki report 2014 final.pdf · rohe – this being an objec...

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