Australasian Psychiatry • Vol 8, N

o 1• M

arch 2000

71

Iam often asked by Fellows and others about wider activities in themedical community, particularly the role which the College plays inthe structure and function of these groups. Two groups stand out in

my mind: The Strategic Planning Group for Private Psychiatric Services(SPGPPS) and the Committee of Presidents of the Australian MedicalColleges (CPMC). I am closely associated with both.

The Strategic Planning Group grew out of a need for collaboration onissues linked to the delivery of psychiatric care in the private hospitalsector in Australia. There were numerous stakeholders within this sectorwho barely understood each other and rarely spoke with one another.Additionally there was a need to review the services available topatients.

In August 1996, the Strategic Planning Group was set up with supportfrom the College, the AMA, consumers and carers, the Commonwealth,private hospitals and health insurance funds.

Major events overtook the fledgling group. In November 1996 there wasa Commonwealth Round Table to consider implications of the HealthLegislation (Private Health Insurance Reform) Amendment Act, 1995.The Round Table identified a number of emerging issues including hos-pital/insurer contracts, gap insurance, informed financial consent, anda need for greatly enhanced data systems.

The (Australian) Minister for Health established a Ministerial Task Forceto move these matters forward. The Strategic Planning Group was askedto report to the Round Table on the development of minimum fundingpackages for private hospital psychiatric care. I gave evidence at theRound Table and argued strongly that minimum funding packages wereinappropriate. The Round Table subsequently threw out packages of thistype and the SPGPPS was directed to consider matters relevant to thedevelopment of efficient services in the private psychiatric hospitalsector.

From this grew a busy work agenda which involves numerous stake-holders. The Strategic Planning Group has been involved in the devel-opment of a national model for collection and analysis of data forpsychiatric services in the private hospital sector, it has worked towardsthe introduction of clinician and consumer rated outcome measuresnationally, it provides impetus for the development of clinical practiceguidelines and clinical care pathways, it continues to develop a longoverdue glossary of common terms for mental health services, it hasidentified legislative and licensing impediments to the development ofcomprehensive psychiatric services, and it has published a Strategic Planto guide reform in the private sector in Australia in the years 2000–

Jonathan PhillipsPresident RANZCP

Some thoughts from the President

Jonathan Phillips

2003. Additionally, the Strategic Planning Grouphosts a very popular yearly forum which addresses atopic of emerging concern. It publishes a quarterlynewsletter (SPGPPS News) and has its own Web site.

The Strategic Plan should be singled out for com-ment as it provides a template for change in theyears ahead. Among other matters, there will beemphasis on reduction of stigma in the psychiatricarena and the development of increasingly compre-hensive non-office psychiatric services (well beyondthe usual programs offered by private psychiatrichospitals).

As important as the above-mentioned matters maybe, the greatest success of the Strategic PlanningGroup has been the bringing together of stakehold-ers in a setting of mutual understanding and cooper-ation. While there have been tough moments, theStrategic Planning Group has proved that each stake-holder is capable of understanding the next and thatthe group as a whole can reach consensus agreementon the toughest of topics.

In fact, the model developed by the Strategic Plan-ning Group is recognised as an organisational struc-ture which could be used in other areas of the healthcommunity. It is pleasing to note that the dermatol-ogists have elected to move in the direction set bythe group.

Funding the Strategic Planning Group is a difficulttask. The AMA has generously provided secretariatsupport, with Mr Phillip Taylor of the AMA FederalSecretariat devoting most of his time to the group.The various stakeholders have partly underwrittenthe cost of projects so far undertaken. While needingto remain independent, the Strategic PlanningGroup is hoping to obtain Commonwealth fundingfor a variety of projects emerging from the StrategicPlan.

College Fellows currently associated with the Strate-gic Planning Group include Dr Yvonne White, DrBill Pring (representing the AMA), Dr Donald Grant(College Honorary Secretary), Dr Dennis Tannen-baum (on behalf of private psychiatric hospitals) andmyself. College Executive Director, Dr Robert Broad-bent, also attends meetings of the group.

The Committee of Presidents of the Australian Med-ical Colleges (CPMC) is an organisation increasinglyvital in a complex medico–political environment.Historically, each of the (now) twelve Collegesexisted in isolation with no more than limited inter-action between them. Any person with even theslightest interest in medical politics would recognisethis to be a vulnerable situation, with the risk ofeach College becoming meaningless in the roughand tumble of the broader health community.

The Committee of Presidents has a vital interest inpostgraduate medical education, setting and main-taining clinical standards, and the efficient runningof the health system. CPMC offers the Colleges thechance to speak with a single voice and to play a sig-nificant role in the way the health system evolves.CPMC has been changing rapidly in recent years andis now recognised as a peak body in the health sec-tor. It is consulted about an ever growing number ofmatters ranging from rural and remote health ser-vices to privacy legislation and it has a number ofstanding committees to deal with specialised mat-ters. It also hosts workshops on critical topics, eitheralone or in conjunction with other bodies.

The name ‘Committee of Presidents’ is misleading asin addition to representatives of all Colleges, themeetings are attended by representatives of the Fac-ulties of Colleges that award fellowship qualifica-tions (such as paediatrics and radiation oncology),the Commonwealth Chief Medical Officer, theChairs of the Australian Medical Council, Confeder-ation of Postgraduate Medical Education Councilsand the Committee of Deans of the Australian Med-ical Schools, the President and CEO of the AustralianMedical Association, and others by invitation.

The Committee of Presidents has a unique placewithin the medical community and is the sole forumwhere all parties have the opportunity to meet, shareinformation and find common ground in the endlessagenda of change.

The current Chair of Committee of Presidents is DrChris Baggoley, President of the Australasian Collegefor Emergency Medicine. Mr Bruce Barraclough,President of the Royal Australasian College of Sur-geons, and I are the two Vice Chairs.

Existing in a very tight financial environment, theCPMC is funded by a modest levy on each of theColleges, with the Colleges making a further pay-ment determined by the number of Australian Fel-lows. CPMC has a Chief Executive Officer and areceptionist and occupies a modest suite of rooms atSt Vincent’s Hospital in Melbourne.

Both the SPGPPS and the CPMC are extremely leanorganisations. This is a point of importance. With amixture of courage and goodwill, it is possible to setup and run important organisations even when thebudget is tight. However, it should be kept in mindthat an effective voice in the medico–political worldis determined at least in part by the dollars availableto the organisation.

Do I believe that the two organisations are import-ant to the individual Fellow within our College? Theanswer is an easy YES. The Strategic Planning Groupis architect for the private psychiatric services whichwill exist in the future. The Committee of Presidentsis the coordinated voice of the Colleges in mattersA

ustr

alas

ian

Psyc

hiat

ry •

Vol

8, N

o 1

• M

arch

200

0

72

which have significant impact on our patients andourselves. It is of particular importance that we, theFellows of the College, stand behind theseorganisations.

• Watch this space. In the June issue of AP, JeffreyHilton SC, a prominent member of the Sydney Bar andan expert on competition policy will deliver a warningwhich we must not ignore.

Australasian Psychiatry • Vol 8, N

o 1• M

arch 2000

73

Hail Fellows

Congratulations and welcome are extended toeach of the following new Fellows of the Collegewho were elected by General Council on 9December 1999:

Dr Adam Dallas BrettWestern Australia

Dr Andrew CarrollVictoria

Dr David Jonathan CastleWestern Australia

Dr Carlos Roberto HojaijVictoria

Assoc. Professor Aleksandar JancaWestern Australia

Dr Nick Manduci New South Wales

Dr Reinhild Claire Odilia MulliganSwitzerland

Assoc. Professor Christos PantelisVictoria

Dr Thomas Craig PatersonSouth Australia

Dr Mark Andrew ShillitoSouth Australia

Dr Patrick Hwa Fung WongNew Zealand

AGM

Now there’s even more reasonto attend Congress 2000…

RANZCP ANNUAL GENERAL MEETING

Saturday 29 April 20005:00 pm

(not 4:00 pm as previously advertised)

Notice is given to members that the 2000Annual General Meeting of The Royal Australianand New Zealand College of Psychiatrists isscheduled to be held in Adelaide during the35th College Congress, Adelaide ConventionCentre, North Terrace, Adelaide, on Saturday 29April 2000 commencing at 5:00 pm.

The business of the meeting will be the presen-tation of reports by College Officers and thereceipt of audited financial statements for Col-lege operations for 1999.

Notice of items of special business must bereceived by the Executive Director no later than29 February 2000. In accordance with the Arti-cles of Association, matters concerning the pol-icy of the College must be directed through orfrom a Branch Committee, Faculty, Section,other Board or Committee or other body of Gen-eral Council, or be introduced by the GeneralCouncil itself.

(Dr) Robert BroadbentExecutive Director10 November 1999