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

3.3 Meetings The Board has met each month on a formal basis in accordance with Section 23 of the Hospital Boards Act 2009 as well as meetings outside of these regular monthly meetings to attend to Board matters. The Board received overview reports from the Executive Director Top End Hospital Network, Director of Medical Services and Executive Director of Nursing. These overviews included matters such as the activities of the hospital, quality and care indicators, strategic planning activities, finances, staffing and major capital works and informed the Board on how the hospital is performing. The Board records its appreciation for the quality and care that members of the Management team put into these reports. At each monthly meeting the Management team organised presentations from various divisions and key departments and the Board also requested presentations throughout the year. The presentations provided an excellent opportunity for the Board to be appraised of the activities, successes and challenges facing each of the divisions and provided an excellent means of monitoring ongoing patient care standards. In addition, regular inspections of the hospital facilities, consultation with staff and divisional co-directors of the hospital and the Boards involvement in important reviews and committees, the Board has continued to work to bring community participation to the governance of the hospital. Consistent with its functions, the Board has engaged with the ACHS and has benefited from the Councils input as the Board has sought to carry out its governance function. The Board has discharged its functions in a year of ongoing change in the delivery of acute care service delivery. Under the Act, part of the function and role of the Board is to be involved in the strategic and operational development of the hospital. To that end the Board held a strategic planning day to consider the widespread changes occurring in the national healthcare system and to engage with the Minister, hospital executive, senior members of the DoH and co-directors of the Divisions of the hospital in an effort to improve hospital operations and standards. The Board has also participated in committee work and preparation for the Local Hospital Network (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 3.4 Business Arising from Meetings The Board was active around meetings and involved with matters arising out of monthly meetings. The Board continued to encourage planning in the medium to longer term and this year this planning was concerned with the developing LHN and communications with other Hospital Boards in the Territory. The Board participated throughout the year in committees, strategic planning and the development of drafting instructions for legislation to underpin the LHN. The Board re-endorses evidence-based planning including population and activity trends for the future including use of information technology services, the anticipated need for hospital care and governance and accountability issues. In the context of the emerging LHN, coding at RDH assumes even greater significance than it has in the past. Activity based funding for the LHN will rely heavily upon accurate, professional and up to date coding. This is an area of planning in the short and medium term that will need to be addressed to facilitate the effective implementation of the LHN. Royal Darwin Hospital Board 2011/2012 Annual Report Page 8 of 29


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