Michael Johnson Email & Phone Number

Wellington, Wellington Region, New Zealand

Wellington & Wairarapa, New Zealand

Hon Dr Jonathan Coleman, Minister Of Health

I was Senior Advisor in the Minister of Health’s Office. In this role I provided advice to the Minister of Health on a wide range of his health portfolio responsibilities.

Wellington, New Zealand

Lead the Planning and Analysis Team in an extensive range of activity that both led and supported a wide scope of service planning and analytical activity across the New Zealand health and disability system. This included describing the long term future direction for health service delivery in New Zealand (with a particular focus on service configuration and models of care); leading overall Ministry work on the planning and/or funding of national services; supporting District Health Board regional service planning; ensuring that service planning is aligned with capacity (capital, workforce and IT) planning and decision-making; providing a wide range of analytical support to both the Ministry and the health sector; overseeing preparation of advice on pricing and resource allocation including matching clinical data with cost volume and population data eg National Pricing Programme; and identifying and, where necessary, develop service planning, pricing and modelling guidelines, tools and practices, and encourage their consistent use across the health system.

With the establishment of the NHB Business Unit within the Ministry of Health in 2009, the Health Service Planning Unit (HSPU) led the NHB’s role in relation to long term service planning, the planning and funding of national services, and supporting DHB regional service planning. Working with and supporting the Director, Health Services Planning, my role was to ensure the effective and efficient management of the HSPU work programmme. This included monitoring and reporting on work programme progress as part of the Government/Ministry reporting processes; leading specific projects workstreams (eg., national service planning activity); providing input to a wide range of cross Ministry/NHB policy initiatives and projects (eg., reforms to DHB planning, accountability and funding arrangements); developing and writing Cabinet papers/reports for the Minister of Health; managing programme budgets; and managing stakeholder engagement (both internal and external).

This position was located in the Ministry of Health directorate responsible for providing strategic and whole-of-system perspectives and policy advice on the development of the health and disability system. My role principally involved leading a national service planning framework between District Health Boards and the Ministry to assist both parties to make health service changes that require a collective decision-making. I was also involved in a range of other project and policy work across the Ministry, including support and input to Budget 2009.

As a senior executive manager I had overall responsibility for leading, directing and managing all clinical services across both hospital and primary care based services to ensure the provision of safe, high quality sustainable patient care. This involved overall responsibility for two hospitals and 465 staff across medical, nursing and midwifery, dental, pharmacy, clinical support services and other associated support services. As a key member of the NHS Shetland’s Senior Management Team I contributed to the corporate direction and management of the organisation. I was heavily involved in the development, delivery and achievement of strategic plans and objectives, ensuring that NHS Shetland achieved its key performance and financial targets.

This position was a progression of my previous role, with the establishment of the Community Health Partnership (CHP) in line with Scottish Government policy. I led the development of the CHP, which involved leading the development and implementation of new planning and operational management arrangements across health, local government and voluntary (NGO) sectors.I had overall responsibility for leading and managing a wide range of primary and community care-based services across the CHP, including responsibility for approximately 160 staff across a number of primary care and community care based disciplines, and an annual budget of £12.5 million. I was NHS Shetland’s lead on joint health and social care service planning with local government. The position was a member of NHS Shetland’s Senior Management Team.

Ba, Business Studies, Upper Second Class

Education record