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Working Committees Presented by Mr Tom Borrill : Chairman of the BHF Board. BHF Board strategic objectives. Overview. At the BHF Board of Directors Strategic Session it was noted that there is value for a non-regulatory body such as the BHF to exist.
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Working Committees Presented by Mr Tom Borrill : Chairman of the BHF Board BHF Board strategic objectives
Overview • At the BHF Board of Directors Strategic Session it was noted that there is value for a non-regulatory body such as the BHF to exist. • The BHF must harness its collective power by; • Developing consensus on common issues ; • Continue to be the collective legal representative; • BHF becoming the point where schemes and administrators share common threats and deal with these as a collective. • On the 28th November 2012 at the BHF Board of Directors Strategic Session the following key objectives where identified going forward;
BHF Objectives • It was agreed that as the representative body BHF should develop a marketing plan and actively pursue new membership. A code of conduct to become a BHF member needed to be explored as to develop a common industry standard. • It was decided that the purpose of BHF needed to be unpacked as to ensure the BHF’s objectives are aligned to member expectations. • It was proposed that the BHF embarks on educating medical scheme membersto enable them to understand the industry and how medical schemes work and by improving the image of the industry and attracting new members.
BHF Objectives • The development of stakeholder relationships is a key objective and was it felt that a charter should be developed as to understand what BHF wanted from these stakeholder relationships. Good stakeholder relationships will enable the BHF to robustly debate issues with providers who are a key part of the system. • BHF as the Southern African representative body in the region wants to further develop its BNLZ relationships to facilitate discussions on common interests within the SADCregion. Cross border members benefit from countries who collaborate and there are many lessons that can be learnt from all the regions. • Going forward the reinventing of the PCNS is an imperative.
BHF Objectives • It agreed that the BHF require data for research projects and think tanks to adequately support the following the key objectives of the organisation; • PMB, Regulation 8;it was agreed that there should be a multipronged approach to these issues, and while BHF solicits legal advise; the BHF must continue to engage the policy makers and providers in resolving these matters for the industry. The lobbying for regulatory reformis a long ongoing objective of the BHF to ensure the sustainability of the industry.
BHF Working Committees • The objective to review healthcare cost drivers is to enable the BHF to intelligently respond to the any negative accusations about the industry in the public and political environments. BHF is to establish working relationships with the NDoH on issues such as the public sector becoming an alternate clinical setting. • The BHF Board of Directors resolved to establish the following 13 Working Committees to explore these objectives going forward. These working committees have been assigned to Directors and the BHF Executive to pursue. It was agreed that the BHF should draw from the expertise within our industry. Ongoing feedback will be submitted to the Working committee Project manager for feedback to the BHF Board of Directors and membership.
Discussion • Questions and Answers
