Territory Stories

Annual Report 2011/2012 Royal Darwin Hospital Board

Details:

Title

Annual Report 2011/2012 Royal Darwin Hospital Board

Other title

Tabled paper 432

Collection

Tabled Papers for 12th Assembly 2012 - 2016; Tabled Papers; ParliamentNT

Date

2013-08-20

Description

Deemed

Notes

Made available by the Legislative Assembly of the Northern Territory under Standing Order 240. Where copyright subsists with a third party it remains with the original owner and permission may be required to reuse the material.

Language

English

Subject

Tabled papers

File type

application/pdf

Use

Copyright

Copyright owner

See publication

License

https://www.legislation.gov.au/Details/C2019C01517

Parent handle

https://hdl.handle.net/10070/273267

Citation address

https://hdl.handle.net/10070/427061

Page content

2. Ageing and inadequate infrastructure and parking The Board sees the task of achieving a new hospital facility which meets contemporary Australian standards as the priority in the strategic development of the RDH. The current infrastructure is ageing and its configuration inefficient in delivering the range of hospital services. Given that the original RDH was built in a surge zone and given that the population demographics of the Greater Darwin region have changed, consideration will need to be given whether the new facility should be built away from the current site. This is a matter for wider Government policy and planning initiatives. The Board reinforces the principle of the development of security in critical infrastructure in the short to medium term and viable and sustainable hospital services at both Palmerston and Darwin in the medium to longer term. The Board has taken advice from a range of sources and this advice is to the effect that there needs to be a new facility within the next seven years in order to maintain delivery of contemporary health care standards. One of the examples of the straitened infrastructure circumstances is the lack of a physical surgical department ideally co-located with the operating theatres. We note possible improvements for patient care that are likely to flow from the development of an outpatient facility during 2011/12 and strongly advocate that this flows through to surgical outpatients. The Board has advocated on this matter over the years and this is understood by the Minister and DoH. In the communitys interest the Board encourages all political efforts to achieve this new hospital facility. The relationship between the NCCTRC and RDH is one that has important potential implications for the strategic development of the hospital, its vision and its future funding. The existence of the NCCTRC at RDH gives the Minister and DoH executive members important additional basis for seeking Australian Government funding assistance in achieving a new hospital facility. The Board recognises the development of staff and patient accommodation on the RDH campus that will assist to address staff retention issues as well as reducing demands on beds in the hospital. It is noted that providing security of accommodation for new staff, particularly in their early months remains a priority issue in the attraction and retention of a sustainable workforce. The Board received presentations related to a Centre of Excellence in Indigenous Health Training to be included in the re-development of the existing campus or any new hospital development 3. Activity Based Funding and its importance for LHN The Board has participated in committee work and preparation for the LHN. The changes which will be introduced with the LHN have underpinned much of the Boards deliberations and activities. The Board has been alert to these changes and eager to embrace them to achieve improved community healthcare in the Territory. In this regard, the Board especially acknowledges the excellent communication with the Chief Executive of the DoH, Mr Jeff Moffet and his staff. The Board has continued to enjoy excellent communication with the DoH staff, particularly in relation to the unfolding of the LHN and the Departments vision for the future. Good communication with Executive management and Departmental executive is essential for the delivery of better health services and patient care. In accordance with the provisions of the Act the Board has enjoyed excellent communication with the Minister reporting through the Chairman and Deputy Chairman throughout the year. I


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