PwC Case Study

Competition
Tutorial Session 1
6 August 2021
Session Overview
1. Introduction (PwC & Hauora)

2. Overview of the health and disability sector

3 Consulting tips for project planning

4. Consulting tips for presenting

5. Q&A

PwC 2
1
Introduction
About PwC
With offices in 155 countries and more than 284,000 people, we are among the leading professional services networks
in the world. We help organisations and individuals create the value they are looking for, by delivering quality in
Assurance, Tax and Advisory services.

Some facts about us:

Consulting Services

In FY20, PwC firms provided services to 84% of the Cloud transformation Front office transformation
Global Fortune 500 companies and more than 100,000
Digital operations HR transformation
entrepreneurial and private businesses.
Deals People and organisation
63,053 people joined PwC firms around the world
in FY20 Business strategy Risk and regulation

Finance transformation Strategy&

For the year ending 30 June 2020, PwC’s gross
revenues were US$43 billion. Forensics Technology

PwC 4
 PwC’s Hauora Practice
Our Hauora practice is reimagining hauora for kiwis. We understand health and wellbeing from the inside out and bring
a unique perspective through the diversity of our people. We are passionate about working with our clients to make a
real difference for kiwis.
Our Principles

Whānaungatanga - Making Kotahitanga - Working together

connections by building and creating collaboratively with clients to achieve
authentic relationships with clients. 01 02 the desired outcomes.

Rangatiratanga - Creating Mōhiotanga - Building the

opportunities for clients to lead and 05 03 understanding, sharing of information
create transformational change. and thought leadership with clients.

04

Kaitiakitanga - Working to ensure

the clients voice is heard and
PwC protected. 5
PwC’s Hauora Practice
We offer expertise across five specialised areas:

Health Equity - Creating equitable change to improve health and wellbeing outcomes for kiwis, through
empowering people, organisations and leaders.

Health Strategy and Leadership - Equipping health policy makers, services and businesses to make
informed strategic choices in an environment of changing government and patient expectations. As well
as enabling systemic change across the health, disability and social system.

Health Infrastructure - Planning and managing innovative and integrated solutions to capital builds,
medical equipment and communications.

Digital Health - Enabling health and wellbeing outcomes for Kiwis through data, information and
technology. This is achieved through clinical and business leadership with a deep understanding of the
health and disability systems in New Zealand, alongside experience in information technology and
digital health across public health, government and commercial organisations.

Commissioning - An outcomes-focussed approach to health funding, system design and service

delivery to incentivise innovation, integration and value for kiwis.

PwC 6
Our mahi

Health Sector Strategy COVID-19 Strategy Future Fit

PwC was engaged to support ACC with the PwC supported South Seas throughout their PwC supported the Tāmaki Regeneration
delivery of the Health Sector Strategy to change COVID-19 journey, providing project management Company (TRC) to articulate a desired future
the way ACC works with providers and improve support to co-develop and deliver their COVID-19 state and to redesign its operating model
customer value through commissioning for strategy. Our role was to connect South Seas to (including it’s organisational structure) in order to
outcomes. Our role was to review the current the appropriate parts of government in order to deliver on its ambitions for the Tāmaki
delivery approach to ensure it was fit-for-purpose seek necessary funding for their initiatives and to community. Our role was to evaluate TRC’s
and work with ACC to reset their delivery work closely with local primary and community structure and suggest options for improvement.
approach to enable sustainable change. providers across South Auckland to deliver their
strategy.

Pay Equity Engaging Whānau

PwC led the initial programme to implement the PwC partnered with Plunket to help improve the
workforce settlement for Health Care Support services they provide to whānau across Aotearoa.
Workers. Our role was to ensure that all This included improving service outcomes for
employers had sufficient funding, and the Māori whānau through their Engaging Whānau
appropriate knowledge and information, to be project. Our role was to support them with
able to pay the eligible workers at the higher rate. whānau and community engagement as well as
co-design an approach to improve outcomes for
whānau.

PwC 7
2
Overview of the
health and
disability sector
Overview of the health and disability sector
Health and disability services in New Zealand are delivered by a
complex network of organisations and people. Each has their
role in working with others across the system to achieve better
health for New Zealanders.
The Minister of Health (with Cabinet and the government)
develops policy for the health and disability sector and provides
leadership.
The Minister is supported by the Ministry of Health and its
business units, and advised by the Ministry, the strategic
prioritisation function, Health Workforce New Zealand and other
ministerial advisory committees.
Most of the day-to-day business of the system, and around three
quarters of the funding, is administered by district health boards
(DHBs).
DHBs plan, manage, provide and purchase health services for
the population of their district to ensure services are arranged
effectively and efficiently for all of New Zealand. This includes
funding for primary care, hospital services, public health services,
aged care services, and services provided by other non-government
health providers including Māori and Pacific providers.

Source: Overview of the health system, Ministry of Health

PwC 9
Current challenges
While the public health and disability system performs well overall by some measures, we know that the system is under
increasing stress and its design has not enabled it to deliver equitably for all New Zealanders.
We face significant and persistent issues across the sector. Some of the current challenges include:

Delivering equity and consistency for all

Ageing population

Growing burden from chronic disease

Increasing demand for health services

Workforce capacity and capability

Lack of integration across systems and services

PwC 10
The changing landscape
In 2018, the Government commissioned the Health and Disability System Review to identify how we could reform our
health system to deliver more equitable and better care.
In response to the findings from the review, the Government announced an ambitious programme of reform. The reform
aims to strengthen our health system into a single nationwide health service which provides consistent, high-quality
health services for everyone, particularly groups who have been traditionally underserved.

What will the reform look like?

Refocus the role of the Ministry of Health as the chief steward of the health system
and the lead advisor to Government on matters relating to health.

Create a new organisation, Health NZ, to take responsibility for day-to-day running of
our health system - into which all District Health Boards will be consolidated.

Create a new Māori Health Authority to ensure our health system delivers improved
outcomes for Māori, and to directly commission tailored health services for Māori.

Establish a new Public Health Agency within the Ministry of Health and a
strengthened, national public health service within Health NZ, to make sure we are
always ready to respond to threats to public health, like pandemics.

Source: Building a stronger health and disability system that delivers for all New Zealanders, Department of the Prime Minister and Cabinet

PwC 11
3
Consulting tips
for project
planning
Tips for project planning
1. Strategy & Assess:
Formulate the strategy and define the vision, objectives and benefits. Analyse the current state (create baseline)
and develop a high-level future state (the ultimate goal) to achieve the agreed objectives and deliver the expected
benefits. Ensure the objectives align with the brief.

2. Design:
Develop design principles (general rules and guidelines that inform and support the project) and approach based
on defined strategy, vision and objectives set above, and design and review a detailed future state before moving
forward to the Construct stage.

3. Construct:
Select the relevant suppliers and acquire the services and/or products required to build the desired future state.
Test activities, verify readiness and execute testing as required. Develop a detailed implementation plan.

4. Implement:
Implement the various constructed components that are to be delivered as part of the release.

5. Operate & Review:

Run, review and report on the operations of the implemented components and initiate continuous improvement
activities to support the change effort.
PwC 13
4
Consulting tips
for presenting
Tips for presenting
1. Message:
Determine the story flow and messages based on the outcomes you are trying to achieve and deliver.

2. Delivery:
Be confident, make eye contact and smile.
Be concise with your statements - less is often more.

3. Slides:
● Format, format, format - be consistent (font, size, colours).
● Keep it simple - minimise slide content .
● A good set of slides should be no use without the presenter, and they should contain less, rather than more,
information, expressed simply.

4. Questions:
Please make time for questions - do not run over your allotted time.

PwC 15
5
Q&A
Ngā mihi

pwc.com

© 2021 PwC. All rights reserved. Not for further distribution without the permission of PwC. “PwC” refers to the network of member firms of
PricewaterhouseCoopers International Limited (PwCIL), or, as the context requires, individual member firms of the PwC network. Each member firm is a
separate legal entity and does not act as agent of PwCIL or any other member firm. PwCIL does not provide any services to clients. PwCIL is not
responsible or liable for the acts or omissions of any of its member firms nor can it control the exercise of their professional judgment or bind them in any
way. No member firm is responsible or liable for the acts or omissions of any other member firm nor can it control the exercise of another member firm’s
professional judgment or bind another member firm or PwCIL in any way.