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 The last year has been a typical busy and productive one. Whilst continuing to meet its service provision requirements the Institute has also introduced a number of initiatives that set the groundwork for meeting future service demands:
- the introduction of training programs for staff. The Institute has previously identified the need for greater staff training. This year saw the introduction of a management development program for managers and senior staff as well as the introduction of online IT training for all staff to develop their skills in applications such as word processing, spreadsheets, databases, presentations and (for the IT staff) specialised modules in specific software applications.
- progress towards the development of a knowledge management strategy. With the Institute accumulating fifteen years of data it is becoming apparent that a strategy to manage the information (and subsequent) knowledge assets needs to be developed. A working group to address this issue was formed during the year. This group made significant progress towards developing a knowledge management strategy for incorporation into the planning process as well as the day to day running of the Institute.
- a review of the Intellectual Property (IP) policy and procedures for the Institute. The existing policy focused predominantly on the medical investigation aspects of the Institute's work (i.e. as it relates to coronial investigations) and the preparation of material for research and teaching purposes. The term 'Intellectual property' however encompasses a number of other key elements including patents, trademarks and copyright. This is a complex issue, made even more complex for the Institute with its links to the Department of Justice and Monash University, both of which have IP policies.
- the development and establishment of a Clinical Liaison Unit. This recognised the increased need for the institute to work more closely with the health sector. This is a unique service set up to review all aspects of possible adverse events in health care institutions and address the underlying system factors that cause or contribute to these events.
- the consolidation of the family liaison team. Following the successful completion of the pilot program (conducted in 2001), the family liaison team works with pathologists and families to ensure that relevant clinical information obtained as a result of our autopsy work is communicated to families.
- the Corporate Services Division was completed. The reorganisation of the Institute administration was completed with the appointments of Alan Workman as Purchasing and Supply Manager and Branwen Williams to the role of HR Manager. The division is now embarking on ISO certification.
This has been my first year in this position and I would like to thank all of the staff for their support, especially staff of the Corporate Services Division who have so willingly cooperated in adopting the recommendations of the administrative review conducted in 2001.
Finally, I thank the members of the Executive and Finance Committee for their generosity with time and wise counsel.
Silvio Tiziani
General Manager Head of Corporate Services
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