The Board of Directors for North Coast Primary Health Network (NCPHN) is supported by a structure of sub-committees in line with ‘best practice’ standards in governance. This committee structure provides organisational Members with further opportunities to engage with the direction and performance of the organisation.
Audit and Risk Management Committee
The Audit and Risk Management Committee of NCPHN is established in accordance with the Constitution to ensure good corporate governance.
The Committee assists the Board in exercising due care, diligence and skill in discharging its oversight responsibilities for:
- The integrity of the Company’s financial reporting
- The Company’s compliance with legal and regulatory requirements
- The risk management and corruption resistance process
- The independent auditor’s qualifications and independence
- The performance of the Company’s internal controls
Strategic Commissioning Committee
The objective of the Strategic Commissioning Committee is to provide the Board with oversight and confidence in regards to high level issues related to commissioning, co-commissioning and decommissioning.
Some of the key functions of the Committee are:
- Consider and provide advice on issues related to clinical governance and accountability related to NCPHN commissioning programs
- In interaction with the Audit and Risk Management Committee ensure identification and management of risks associated with commissioning, co-commissioning and decommissioning
- Work with the management team to ensure special attention is paid to procurement, service transition and decommissioning, monitoring the achievement of outcomes and the development of value indicators for commissioned programs.
The Committee is an ad-hoc committee of the Board and places importance on the role of NCPHN as a commissioner.
Finance and Performance Committee
The Finance and Performance Committee is a management committee of the organisation.
The Committee provides the Executive of the organisation the forum in which all matters relating to the setting of performance goals, financial management, budgeting, performance reporting and expert advice to the Board, both on the organisation’s financial performance in the current year and also the financial implications of future plans.