Page 15 - Hospital Authority Annual Report 2016-2017

Hospital Authority Annual Report 醫院管理局年報 2016-2017

Board Committees 大會轄下的委員會

For optimal performance of roles and exercise of powers, the 為協助醫管局大會有效發揮職能及行使職
HA Board has established 11 functional committees: Audit and 權，大會成立了 11 個專責委員會，包括審
Risk Committee, Emergency Executive Committee, Executive 計及風險管理委員會、緊急應變策導委員
Committee, Finance Committee, Human Resources Committee, 會、行政委員會、財務委員會、人力資源
Information Technology Services Governing Committee, Main 委員會、資訊科技服務管治委員會、中央
Tender Board, Medical Services Development Committee, 投標委員會、醫療服務發展委員會、公眾
Public Complaints Committee, Staff Appeals Committee and 投訴委員會、職員上訴委員會及支援服務
Supporting Services Development Committee. Membership of 發展委員會。各委員會 2016-17 年度的成
the committees, terms of reference and focus of work in 2016-17 員名單、職權範圍及工作概況載於附錄 3。
are outlined in Appendix 3.

Hospital Governing Committees 醫院管治委員會

To enhance community participation and governance of 為促進社區參與及加強公立醫院管治，醫
public hospitals, Hospital Governing Committees (HGCs) were 管局按《醫院管理局條例》在醫院 / 機構成
established in hospitals and institutions in accordance with the 立醫院管治委員會。醫管局大會於 2016 年
HA Ordinance. Changes in the year included the establishment of 6 月成立天水圍醫院管治委員會，履行醫院
HGC for the new Tin Shui Wai Hospital (TSWH) in June 2016 and 管治職能。2016 年 4 月，醫管局終止管理
the dissolving of the HGC for the Rehabaid Centre (RC) in April 復康專科及資源中心，相關的醫院管治委
2016 subsequent to the termination of HA’s management of the 員會亦隨之解散。附錄 4 載有各醫院管治
RC. A full list of the HGCs is listed in Appendix 4. In 2016-17, 委員會詳情。在 2016-17 年度，32 個醫院
130 meetings were conducted by 32 HGCs. They received regular 管治委員會共召開 130 次會議，以審閱醫
management reports from Hospital Chief Executives, monitored 院行政總監的定期管理報告、監察醫院運
operational and financial performance of the hospitals, provided 作和財務表現、指導醫院管理政策、參與
policy guidance on hospital management, and participated in 人力資源和採購工作，以及醫院和社區的
human resources and procurement functions, as well as hospital 夥伴協作活動。
and community partnership activities.

HGCs operated in accordance with corporate governance 《醫 院 管 治 委 員 會 運 作 手 冊 》由 醫 管 局 大
policies and practices outlined in the Manual on the Operation 會通過，醫院管治委員會依據其所載的機
of Hospital Governing Committees approved by the HA Board. 構管治政策及執行指引運作。醫管局大會
The linkage and interactions between the Board and HGCs have 與醫院管治委員會的連繫和互動，對醫管
particular significance to the development of HA’s corporate 局制訂機構政策和策略及持續改善尤為重
policies and strategies, and their continuous improvement. 要。我們積極推動醫院管治委員會參與醫
Continuous efforts were made to actively engage HGCs in HA’s 管局的機構事務，加強跟進管治委員會意
corporate issues, and ensure follow up actions on feedback 見及向他們匯報相關的行動成果。醫院管
from the committees and communication of relevant outcomes. 治委員會亦獲邀請參與有關醫院的策略規
HGCs were also invited to participate in strategic planning 劃，包括醫管局收費檢討、醫院聯網界線
involving the hospitals, including matters relating to HA’s fees 重組實施計劃及服務供求差距分析，以及
and charges review, implementation plan for re-delineation of 制訂優化的以人口為基礎的資源分配模式
cluster boundary and capacity-demand gap analysis, and the 等事宜。
development of refined population-based resource allocation
model.

In line with the practice of HA Board and its committees, annual 按照醫管局大會及其專責委員會的做法，
self-assessment was conducted by each HGC with a view to 各醫院管治委員會每年進行自我評核，尋
identifying opportunities for further enhancements. All HGCs 求改善空間。所有醫院管治委員會進行的
adopted the standard questionnaire promulgated by the HA 自我評核，均採用醫管局大會統一發布的
Board. 問卷。

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