I am involved as one of the clinical leads for this program in SMHS to improve, innovate and develop our services across our newly established health service now under the direction and leadership of an engaged Board and as a new statutory health agency. The challenges are significant but it is a real privilege to be working directly with our staff, consumer representatives and partners in our health region to give us a true focus on the patient care, to support our staff and to embrace the rapid changes occurring in health service delivery. The new focus on the population in our region rather than just the facilities and services we operate has been a rewarding feature of the new model and has given us a much more significant platform to engage with general practitioners, the WA Primary Health Alliance and as we move forward local government and other service providers in our region.

I was privileged to be part of the team that commissioned and now provides comprehensive adult intensive care services at the Fiona Stanley Hospital. The FSH ICU supports clinical services in adult burns, cardiothoracic and other advanced surgery including major abdominal surgery, ENT, plastics, urology in addition to being an integral part of the heart and lung transplant program. FSH supports adults needing tertiary level intensive care from across the south metropolitan region and all areas south of Kalgoorlie in regional Western Australia including Bunbury, Albany, Esperance and Kalgoorlie/Bolder. We have a great team really well led by Dr Cyrus Edibam and Ms Marcella Merrifield

Senior Clinical Management position responsible with my Co-Lead, Ms Karen McMenamin for Service 4 which includes Emergency Medicine, Intensive Care, General Medicine, General Surgery, Trauma, Orthopaedics, Rheumatology, Plastic Surgery, Breast Services, Neurosurgery and Neurology.The hospital is now fully commissioned and has been busy since the Emergency Department opened on 3rd February 2015. The lessons from commissioning a hospital of this size are significant. There have been challenges on many levels but the outcome is increasingly rewarding. Including the transition to a digital medical record, the first in Western Australia has increased the complexity and , although there are real challenges, there are already many benefits.

I was pleased to be invited to become a foundation member of the NMHS Board when the governance reforms in WA Health were implemented in July 2016.. This has been a natural progression from my time on the Governing Council. It has allowed me to continue to champion the work done by the previous Governing Council while supporting the significant opportunities of the new governance model. From the outset I wish to congratulate everyone who works in NMHS for their work and commitment to our patients and community. I would also thank everyone for their support of the work of the Governing Council for the three years ending in June 2016.I am pleased to see 5 colleagues from the NMHS Governing Council take on appointments to the SMHS Board. I wish them well.Governing Councils were established in WA as part of the State's program of reform. This forms part of the WA response to the National Health Reform Agreement. A Charter outlines responsibilities of the Governing Councils. 5 have been established in the State - three in the metropolitan area and two in the country. Governing Councils are active in considering priorities for: working with Medicare Locals, addressing consumer and community engagement, and approaches to comprehensive clinician engagement within their health service regions.Recently the Governing Councils have been stood down as WA Health transitions to Statutory Area Health Services - this will result in the appointment of true boards. The NMHS Governing Council has been a rewarding and valuable experience in working alongside engaged and talented Chief Executives but has also revealed the limitation of governance models that do not provide the necessary authority to make meaningful changes. The new statutory boards will face significant challenges given the current fiscal constraints and will need appropriate independence to take action where needed to effect meaningful change in service models and hospitals if they are to be successful.

I have been a specialist in intensive care at Royal Perth Hospital (RPH) - one of Perth's two major adult tertiary hospitals. I have worked in the unit since April 1990 going on later to be Head of Department and head of the Division of Critical Care. RPH ICU is a 30 bed complex including a 11 bed General ICU, 11 bed Surgical ICU and an 8 bed High Dependency Area. Key clinical services supported include the state's largest adult major trauma service, adult burns unit, and adult cardiac surgery and cardiopulmonary transplant services as well as a range of other specialties in surgery and medicine. 10-12 % of admissions to the RPH ICU in any year are aboriginal patients from across the state.

Appointed to the Clinical Cluster Leads Group - going on with excellent work of the initial Cluster Leads who have worked on key issues for SMHS over past 18 months to 2 yearsSMHS has a new clinical service plan and the Clinical Cluster Leads will be working on the implementation and impact of the plan to develop and improve services across the region of the Health Service

Continuing to support the ongoing implementation of the WA Patient Blood Management Project and assist in developing policies for the blood sector in WA