π’ Southern Regional Health Authority
ⓘCollected from local cache
Raw data from Axiell backend
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[0] => The Southern Regional Health Authority was established to purchase health and disability services for the South Island, monitor the agencies responsible for the provision of these services, and to monitor the need for such services in its catchment area. It was folded into the national Health Funding Authority in 1998.
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[custom1] => This agency documentation was created as part of a project to capture information relating to health related agencies. Archives New Zealand has not yet received any transfers from this agency. Researchers interested in records from this agency may wish to check records transferred by related agencies to identify similar material.
[custom2] => Directory of Official Information 1995
Our Health, Our Future: Introducing the Southern Regional Health Authority - Coordination and Commmunications Unit, Health Reforms Group, Wellington 1992
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[history] => The Southern Regional Health Authority (SRHA) was established as part of the major structural reforms in public health provision in 1993. It replaced the funding, and to a certain extent, policy arm of the Canterbury Area Health Board, and was intended to be the 'purchaser' of health services for New Zealanders in the Canterbury, West Coast, Otago and Southland regions.
It's functions were to monitor the need for health services in its region of coverage; to purchase health and disability services to fullfil identified needs; and to then monitor the contracts and purchase agreements to ensure the serivces purchased were provided to the extent mandated by the contract.
Health and disability services could be purchased from a variety of providers, including Crown Health Enterprises, private hospitals, community and charity groups and organisations and not-for-profit groups. There were two processes the SRHA had to consider when making purchasing decisions: Firstly, the Minister of Health directed the institution to fund, and thus provide, core health services. An committee provided advice to the minister on what consituted core services, although in general terms this included primary care and general practictioner services. A second element in determinig what services to purchase was made following community consultation; this could cover a variety of channels, including direct community and individual consultiation, broader based questionaires and surveys, and commissioned research.
The SRHA was structured along traditional lines, with five sections reporting to a chief executive officer. These were:
- Health Needs and Policy General Manager
- Disability Support Services General Manager
- Contracts General Manager
- Corporate Services General Manager
- Communications Manager
Files created by the SRHA were group into 9 categories, as follows:
- Management Planning and Policy
- Finance
- Administration
- Communications
- Consultation
- Management Information Systems
- Issues
- Providers
- Personnel
The Southern Regional Health Authority was folded into the national Heath Funding Authority in 1998, which once again centralised to a certain extent health funding for the country.
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The Southern Regional Health Authority (SRHA) was established as part of the major structural reforms in public health provision in 1993. It replaced the funding, and to a certain extent, policy arm of the Canterbury Area Health Board, and was intended to be the 'purchaser' of health services for New Zealanders in the Canterbury, West Coast, Otago and Southland regions.
It's functions were to monitor the need for health services in its region of coverage; to purchase health and disability services to fullfil identified needs; and to then monitor the contracts and purchase agreements to ensure the serivces purchased were provided to the extent mandated by the contract.
Health and disability services could be purchased from a variety of providers, including Crown Health Enterprises, private hospitals, community and charity groups and organisations and not-for-profit groups. There were two processes the SRHA had to consider when making purchasing decisions: Firstly, the Minister of Health directed the institution to fund, and thus provide, core health services. An committee provided advice to the minister on what consituted core services, although in general terms this included primary care and general practictioner services. A second element in determinig what services to purchase was made following community consultation; this could cover a variety of channels, including direct community and individual consultiation, broader based questionaires and surveys, and commissioned research.
The SRHA was structured along traditional lines, with five sections reporting to a chief executive officer. These were:
- Health Needs and Policy General Manager
- Disability Support Services General Manager
- Contracts General Manager
- Corporate Services General Manager
- Communications Manager
Files created by the SRHA were group into 9 categories, as follows:
- Management Planning and Policy
- Finance
- Administration
- Communications
- Consultation
- Management Information Systems
- Issues
- Providers
- Personnel
The Southern Regional Health Authority was folded into the national Heath Funding Authority in 1998, which once again centralised to a certain extent health funding for the country.
Directory of Official Information 1995
Our Health, Our Future: Introducing the Southern Regional Health Authority - Coordination and Commmunications Unit, Health Reforms Group, Wellington 1992
- π’ Health Funding Authority (1998 ‑ )
- π Health (1923 ‑ )
- π’ Ministry of Health, Head Office (1993 ‑ 1998)
- π’ Health South Canterbury Limited (1993 ‑ 1998)
- π’ Coast Health Care (1993 ‑ 1998)
- π’ Canterbury Health (Crown Health Enterprise) (1993 ‑ 1998)
- π’ Healthlink South (Crown Health Enterprise) (1993 ‑ 1998)