Melbourne Health is one of Australia’s leading public healthcare providers. 

Today we provide care through three key services.

The Royal Melbourne Hospital

Our acute and sub-acute academic health service

As one of the largest hospitals in Victoria, The Royal Melbourne Hospital in Parkville provides a comprehensive range of health services across two campuses. Our City campus provides general and specialist medical and surgical acute services. Sub-acute services, including rehabilitation and aged care, outpatient and community programs are provided from our Royal Park campus.

The Royal Melbourne Hospital plays a key role within the broader Victorian health sector as a major Victorian referral service for specialist and complex care being a designated state-wide provider for services including trauma. It also contains centres of excellence for tertiary services in several key specialties including neurosciences, nephrology, oncology, cardiology and genomics.

NorthWestern Mental Health

Our mental health service

As the largest provider of mental health services in Victoria, NorthWestern Mental Health works in partnership with consumers and carers to provide a comprehensive suite of general and specialist services to youth, adult and aged people within the community, residential and health services.

Services are delivered through six programs spanning 32 sites across the northern and western suburbs of Melbourne reaching communities based in Broadmeadows to the north, Preston to the east and Sunshine to the west. It also delivers a number of state-wide specialist including the neuropsychiatry service and the eating disorder service.

The Doherty Institute for Infection and Immunity

Our infection and immunity service

The Doherty Institute, our partnership with the University of Melbourne, aims to be a world-class institute that combines research into infectious disease and immunity with teaching excellence, reference laboratory diagnostic services, epidemiology and clinical services. Our services at The Doherty Institute include:

  • The Victorian Infectious Diseases Reference Laboratory – an internationally recognised infectious disease reference laboratory specialising in virology and mycobacteriology
  • VICNISS Healthcare Associated Infection Surveillance System – a state-wide service that collates and analyses data on healthcare associated infections
  • The Victorian Infectious Diseases Service – a state-wide service, providing infectious diseases services, with a focus on travel-related and tropical infections, HIV/AIDS, hepatitis, tuberculosis and hospital-acquired infections
  • The Victorian Tuberculosis Program – a state-wide provider of public health services relating to tuberculosis
  • National Centre for Antimicrobial Stewardship – a national centre founded in partnership with the University of Melbourne and Monash University to investigate the patterns of antibiotic usage in humans and animals to ultimately determine successful interventions and decrease the prevalence of antibiotic resistant bacteria.
Governance

Melbourne Health was created and incorporated as a Metropolitan Health Service pursuant to the Health Services (Governance) Act 2000 and an associated Order by the Governor in Council dated 28 June, 2000.

The functions of the board of a public health service are prescribed by the Health Services (Governance and Accountability) Act 2004. Some of those functions are to:

  • Develop statements of priorities and strategic plans for the operation of the public health service and to monitor compliance with those statements and plans
  • Develop financial and business plans, strategies and budgets to ensure accountable and efficient provision of health services by the public health service and the long-term financial viability of the public health service
  • Establish and maintain effective systems to ensure that the health services provided meet the needs of the communities served by the public health service and that the views of users and providers of health services are taken into account
  • Monitor the performance of the public health service
  • Facilitate health research and education

In performing its functions and exercising its powers, the board of a public health service must have regard to:

  • the needs and views of patients and other users of the health services that the public health service provides and the community that the public health service serves
  • the need to ensure that the public health service uses its resources in an effective and efficient manner
  • the need to ensure that resources of the Victorian public health sector generally are used effectively and efficiently 
Organisational Structure
Committees & Advisory Groups

The Board has established a number of sub-committees and advisory committees, which are also attended by members of the Melbourne Health Executive. The Chairman is an ex-officio of each committee.

Community Advisory Committee

Board membership: Mrs Jane Bell (Chair), Ms Jennifer Kanis and members of the community in which Melbourne Health operates

Primary Care and Population Health Advisory Committee

Board membership: Ms Jennifer Kanis(Chair), Ms Penny Hutchinson

Audit Committee

Board membership: Ms Penny Hutchinson (Chair), Jane Bell, Mr Greg Tweedly  

Finance & Perfomance Committee

Board membership: Ms Angela Jackson (Chair), Mr Michael Gorton AM, Mr Eugene Arocca

Clinical Governance and Improvement Committee (Quality Committee)

Board membership: Mr Michael Gorton AM (Chair), Dr Victoria Atkinson, Ms Angela Jackson, Mr Greg Tweedly

Remuneration Committee

Board membership: Mr Robert Doyle (Chair), Mrs Jane Bell

Equity & diversity

In January 2014 we started a program to further improve our patient’s experiences and outcomes. It is called our ‘Partnerships in Care’ strategy. Find out more about how we partner with our community.

We believe the title sums up exactly what we are trying to achieve - a partnership approach where there is trust and mutual respect and an equal relationship in terms of knowledge and power between hospital staff, patients and their family or carers.

To actively deliver this partnership involves the real and effective participation of patients and carers in decision making and planning about their own health care. It also involves patients, carers and their families participating in all levels of health care service planning, policy and evaluation.

A more collaborative partnership with patients and carers not only makes good sense but it is also timely. Patients no longer play a passive role in their healthcare experience. They want to be informed, supported and listened to so that they can make meaningful decisions and choices about their care.

In addition to fostering a partnership approach between hospital staff, patients and their family or carers, we have developed a plan for a coordinated approach to improving care for three particular groups of patients:

  • People from culturally and linguistically diverse backgrounds
  • Aboriginal and Torres Strait Islander people
  • People with a disability

It is called the Melbourne Health ‘Respecting our Community Action Plan’.

By making even stronger connections with our diverse workforce and patients, we believe we will be even better placed to achieve our vision. We see this plan as a way of bringing more focus to the work we have already done to create a safer and more supportive environment for all of our people, including patients, visitors, staff and volunteers.