Las políticas de recursos humanos en empresas de restauración

There is no pure, objective, detached observation; the effects of the observer’s presence can never be erased. Further, the colonial concept of the subject (the object of the observer’s gaze) is no longer appropriate. Observers now function as collaborative participants in action inquiry settings.

Denzin and Lincoln, 2000, p. 634 This section sets out the issues, challenges and strategies I used to ensure I maximized the advantages of proximity to action and process, yet maintained a balance of objectivity to maintain data quality. The time and care taken to clearly identify this strategy at the outset was affirming during the nine-month period when I was very much part of the establishment process. There were two important assumptions that gave me confidence as I moved down the data collection path in this inductive research process. The first was that I felt comfortable that the sequence of events and the process of PHO establishment were determining my data collection pathway. The second assumption was the confidence I had that the range of data collection strategies - observations, attendance at public meetings, document review, media releases and semi-structured interviews along with informal conversations with participants – would provide me with some comfort that while being a “collaborative participant” (ibid.) data quality would be maintained.

There are some specific strategies which I used to ensure that I maintained collaborative relationships with key participants and that my presence was maintained at a level of “non- obtrusiveness”. Maintaining this level of non-obtrusiveness was particularly challenging as there were numerous occasions when I was tempted to contribute to discussion and issue resolution at Steering Committee meetings. There were occasions when I did contribute. These were carefully determined with the view to finding a balance between ensuring my influence on the PHO planning process was minimal, and that when I did contribute my

contribution added value but did not alter the PHO planning process set by the participants. These situations were invariably related to offering resources in the form of information. Examples of instances when I contributed were:

¾ At the 18 November 2003 Steering Committee meeting a question was asked by a Steering Committee member about the common elements which had been raised during the Funding Division public consultation round for the DHB primary health care strategy. As I was the only person at the Steering Committee meeting who had attended all public meetings I offered to the meeting my views on the common themes which had emerged at each public meeting. This brief feedback did influence some minor aspects of the Establishment Plan refinement.

¾ At the Provider meeting hosted by the Steering Committee (26 January 2004) a section of the meeting involved breaking up into small groups (6 people approximately) to receive feedback and comment on current service provision and future opportunities, and to discuss the enhancement of relationships and the establishment of communication channels with - and between - all interested and prospective providers and the PHO. There was no alternative but for me to join a group. All participants were aware I was a doctoral student undertaking research on the Horowhenua PHO establishment. I contributed to the discussion, but did not record detail for the purposes of data collection.

¾ Waddington (2004, p. 156) notes that it is useful to “do favours or try to help people whenever possible.” Public meetings invariably involved the serving of refreshments. Whenever possible, I assisted with this and the tidying of the venue at the conclusion of the meeting.

¾ At the Information Sharing days for the public in January 2004 the Steering Committee members were required to roster themselves for a period of time over the two days. I volunteered to be on the roster which required that, for a

two-hour period, I distributed pamphlets and respond to questions raised by the public.

¾ There were numerous occasions when I had informal conversations with Steering Committee members before and after Steering Committee meetings. These conversations were captured on the record of Steering Committee Meetings (Appendix C) and provided valuable insights into process and events.

5.7 CONCLUDING COMMENTS

In this chapter the sequence of events from the time the Health Services Review Steering Committee initiated plans to establish a Horowhenua PHO in March 2003 until the PHO formation date of 1 July 2004 has been outlined. The approach to planning was determined by a group of community representatives who had previously been involved in health service planning for their community. The traditions and historical influences of the Horowhenua region contributed to determining the path they followed. The interface between the PHO Steering Committee and the DHB Funding Division and Reference Group demonstrated the way in which these local and unique needs were combined with the national and DHB requirements to reflect the foundation of a PHO which would best suit this small rural community. Establishment of the Steering Committee highlighted how this community managed the balance of the need for community involvement with the expediency of completing the project within their desired timeframes. As a result of the approach taken, opportunities for the community at large to be involved in the planning were diminished. Actions taken by DHB stakeholders illustrated their commitment to both facilitate processes and influence direction. The DHB’s decision to allow the PHO planning process to evolve from the community provided opportunities for the Horowhenua Steering Committee and the Otaki and Kere Kere working groups to have a significant influence on process and outcome and determine the configuration of PHOs in their regions. The sequence of events presented in this chapter highlighted the tasks, challenges and issues presented to the Horowhenua Steering Committee as they worked towards PHO establishment.

Chapter Seven will provide further insights into the planning processes by providing a record of the exploration of the voices of the Steering Committee and their key stakeholders as it prepared for PHO establishment.

CHAPTER SIX