As you will be aware, we are going back to a board from a commissioner.
But what the report seems to indicate is the board or commissioner is not the issue. The issue is incompetence.
The fact a board was replaced is not about whether it’s a board. It's about the fact they never had control of the money, they didn’t have a plan, and they were hopeless.
Hopelessness is hopelessness, no matter what the shape of it is structurally.
More worryingly is the reportage that tells us that what they wanted wasn’t adhered to. It wasn’t listened to and it wasn’t acted on.
In theory, a good governance structure would see this pushback and fix it.
But you had incompetence and rejection dovetailing, with the end result being the chaos that has ensued.
The report infers the Government would have been better sticking with 20 health boards. My argument was always in a country the size of New Zealand, four DHB's felt about right.
A centralised system always had Soviet vibes about it, and then when your centralised system was overseen by buffoons, you got the result we did.
Here's a critical line from the report - "the centre made requests, the district ignored them".
That's sabotage.
There were no supporting action plans, ownership, budget impacts, tracking, reporting, or governance.
Health New Zealand did not have the right executive or board level controls. This is yet more Labour Party incompetency – all ideology, no delivery.
By the time you add the Brian Roche report into the public service to this, surely we have a case that shows not only do we have a bloated structure of too many people, but many of those in that bloating are hopeless and/or undermining what is trying to be done.
DOGE, anyone?
Mike Hosking is a New Zealand television and radio broadcaster. He currently hosts The Mike Hosking Breakfast show on NewstalkZB on weekday mornings - where this article was sourced.
The fact a board was replaced is not about whether it’s a board. It's about the fact they never had control of the money, they didn’t have a plan, and they were hopeless.
Hopelessness is hopelessness, no matter what the shape of it is structurally.
More worryingly is the reportage that tells us that what they wanted wasn’t adhered to. It wasn’t listened to and it wasn’t acted on.
In theory, a good governance structure would see this pushback and fix it.
But you had incompetence and rejection dovetailing, with the end result being the chaos that has ensued.
The report infers the Government would have been better sticking with 20 health boards. My argument was always in a country the size of New Zealand, four DHB's felt about right.
A centralised system always had Soviet vibes about it, and then when your centralised system was overseen by buffoons, you got the result we did.
Here's a critical line from the report - "the centre made requests, the district ignored them".
That's sabotage.
There were no supporting action plans, ownership, budget impacts, tracking, reporting, or governance.
Health New Zealand did not have the right executive or board level controls. This is yet more Labour Party incompetency – all ideology, no delivery.
By the time you add the Brian Roche report into the public service to this, surely we have a case that shows not only do we have a bloated structure of too many people, but many of those in that bloating are hopeless and/or undermining what is trying to be done.
DOGE, anyone?
Mike Hosking is a New Zealand television and radio broadcaster. He currently hosts The Mike Hosking Breakfast show on NewstalkZB on weekday mornings - where this article was sourced.
2 comments:
Te Whatu Ora had far left, trade unionist, Rob Campbell as one chair and the other chair being a Mātauranga Māori advocate. There was also a correlation with Labour's appointments to Three Waters, with Karen Poutasi (Three Waters chair) on the Te Whatu Ora board and Tipi Mahuta (chair of the Maori water authority) in charge of the Maori health authority. With Jacinda's mates involved, what could go wrong?
Indeed, having worked in a business where decisions are made at a head office level that logistically need to be carried out by those at the coalface who are paid to do so, when those instructions are ignored then the results cannot be acieved and everyone loses.
Sackings aplenty are necessary and the old adage seemingly applying.....the beatings will continue until morale improves...but one replaces beatings with sacking and morale with compliance.
When people are paid to do a job then that is the job they should ensure they do, anything else is worthy of dismisal.
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