Collaboration, cooperation and community: the real drivers of change
By Damian Ferrie, NWMPHN Chairperson
Pictured: NWMPHN Chairperson, Damian Ferrie. (Image credit: Leigh Henningham)
This was my first year in the role of Chairperson of NWMPHN’s Board of Directors, and it has been a fulfilling and inspiring experience.
It is a privilege to work with my fellow directors, CEO Christopher Carter and the skilled and dedicated staff of the organisation as, collectively, we respond to the challenges of building health equity across a gloriously diverse catchment.
In the broadest of senses it’s true that the past couple of years have seen a significantly increased emphasis – in particular from the Australian Government – on the role of primary health care. This is, of course, welcome – as are the strengthened commitments to funding that have accompanied it.
There is reason for optimism. In recent years we have seen the biggest investment in strengthening Medicare since it was established in 1984. We have seen new ways of funding general practice and allied health being tested and proven through NWMPHN and other primary health networks, and we have seen a greater focus on equity and person-centred care.
Australia remains committed to evidence-based health policies, and primary health networks remain centrally placed to be pathways to realisation and enablers of research.
Nevertheless, much has changed in the decade since NWMPHN was formed.
We have matured as an organisation and as commissioners, and we are having a real impact on the way the system works.
However, the challenges we face are immense. We have a rapidly growing and ageing population, severe workforce shortages, affordability and access issues, and our mental health and disability sectors are confusing for many.
We know more needs to be done for generational reform to occur, and one of our missions over the coming years is to unpack and test some of the ways we can influence this process.
Of course, all of NWMPHN’s work takes place within the context of national innovation – a necessary element of which is collaboration.
This financial year has seen us work closely with other primary health networks (in Victoria and beyond) and with organisations across the general practice, mental health, allied health, aged care and hospital sectors.
Working cooperatively with the Australian and Victorian governments is a fundamental task for us, and we look forward very much to helping these two institutions refine their protocols for maintaining open communication and shared responsibilities.
Collaboration is woven into the fabric of NWMPHN, and we are extremely fortunate to be able to count on the frank and fearless advice provided to us by our multiple adjunct forums – our expert advisory groups, clinical and community councils, People Bank members and others.
On behalf of the Board, I thank them all for their thoughts, wisdom and insights.
