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Vice President’s perspective Although it is February, it is my first communication of 2022 and an opportunity for me to wish you a happy and safe new year! I trust you had an opportunity to recharge and enjoy time with your family and friends. The year 2022 continues the challenges of 2021 with the surge in COVID-19 and Omicron cases around the world. The past two years have been challenging and disruptive. In thinking of RACS’ approach, I have been struck by the change in the member-RACS relationship and its focus. Last year, an external expert facilitated ‘Strategy in Action’ workshops for RACS Council highlighted the rapid challenges and obstructions faced by organisations. Such challenges are swift in implementation, frequent in presentation and confront RACS’ risk appetite and management. A massive realisation is that as these challenges arise, RACS needs to quickly and efficiently assess, strategise, and formulate action plans that meet the risk appetite of the Board. I have little doubt that the current playing field differs vastly to the recent past with the addition of heightened expectations of leadership by members and the patient community that we serve. The disruptions of 2020, 2021, and now into 2022, brought all manner of behaviours to the forefront affecting our teams, our employers, our governments, and the nature of support by organisations. RACS’
membership correctly expects the College to represent their concerns quickly, strongly and in a timely manner. Equally, our patients’ expectations are heightened as patients look to us to protect and care for their conditions. This does not mean abandoning appropriate governance and due process. The pandemic has brought about rapid changes in so many spheres beyond the obvious health care sphere—with accompanying cultural, technological, and legislative changes, all of which create huge opportunities for those who can navigate these changes successfully. Governments, health jurisdictions, the education system, the childcare system, membership organisations like RACS, businesses big and small, parents, individuals—all have been impacted and forced to look at different ways to manage themselves and what is around them. The playing field, and indeed many of the rules of the game have changed, and from a broad business-based approach it is a case of timely adaptation and management or ignore at your peril. RACS proudly champions the maintenance of world class and leading standards, assessment and teaching. We stand on the shoulders of the giants who moulded RACS to be an institution for patient wellbeing. I am humbled to witness the effort applied to maintaining RACS’ reputation by colleagues, and especially
RACS staff. Much of this work is not visible, but mutual support to negotiate the best path through difficult times is what has made our ultimate success possible. Another way we have been able to lift the bar to meet the higher member expectations is through our work with the Australian Ethical Health Alliance (AEHA)—a collaboration of professional bodies, industry organisations, hospitals and health services associations, regulators, patient and advocacy groups who have come together to address ethical issues within the health sector. The initiative is government supported but a sector led voluntary initiative which initially began with five bodies (AOA and RACS included) and has subsequently grown to more than 70 signatories. There are 12 ethical principles aimed at promoting public confidence and trust in healthcare sector organisations by demonstrating a shared commitment to integrity and ethics. Annually, AEHA members, including RACS, self-evaluate and share their progress on implementing the principles through the AEHA Self-Evaluation Form, which RACS completed at the end of 2021. In our immediate geographical sphere, RACS is saddened by the devastating impact of the recent volcanic eruption
