RANZCR Strategic Plan 2022−2024

The Royal Australian and New Zealand College of Radiologists®

RANZCR STRATEGIC PLAN 2022-24

MESSAGE FROM THE PRESIDENT

One of my first tasks as the new President of the College was to work with the Board, the executive and our wider membership on our 2018−21 strategic redevelopment.

It feels satisfying that one of my last duties as President is to be able to present the new 2022−24 Strategy.

Our strategic development, as for any significant College activity, was an iterative and consultative process, as evidenced by the number and detail of responses we received from our members and key stakeholders.

It is important that this was an inclusive process. Our strategy is the key document that the Board has to hold the executive to account, and of course for the members to hold the Board to account. It outlines the areas of performance we see as crucial to allow RANZCR to deliver on our core purpose of ensuring our communities are able to access the quality of radiology and radiation oncology they expect from us.

Few would argue the importance of focusing on our purpose, our reason for existing as an organisation. However, in my experience, understanding exactly what that means often generates widely varying views.

This is understandable, as a royal medical college we occupy a privileged position; this can be a very visible platform for promoting all sorts of ideas. Many are tempted to leverage the RANZCR reputation to advance all sorts of views, the vast majority are well meaning (but not all).

Our specialties interact with all the others. Not many patients pass through their healthcare journey without some form of medical imaging, for some it is central and intensive. Our treatment specialties: radiation oncology, theragnostics and interventional radiology, continue to disrupt diagnosis and treatment with great benefit for our patients. This type of pre-eminence attracts attention. This is probably why so many outside RANZCR have strong views on our roles and how we should be doing them. Many outsiders lobby regulators, funders and policy writers to influence areas we would consider ourselves to be experts in. It can create a very crowded and noisy space in which we can struggle to be heard.

We are a medium sized college. Our funds are limited and shaded by the big colleges and other interested organisations, and, by the way, largely come from our own pockets. We have to work smarter to get our views across.

We have two main areas of responsibility: Training and Assessment, both pre and post fellowship; and Standards of Practice. The first role is the major one, we have statutory power delegated by the regulators to deliver it, it is complex and can be difficult, and resource intensive. In this area, what we say goes (usually), although are hands are often tied by the strict rules the regulators impose upon us.

Standards of Practice is a very different matter. Here, our views are often confronted by others who may have quite different agendas. We have no statutory power to enforce our advice, we rely on our belief that we are the rightful experts, and our ability to advocate effectively for our positions. It’s a tough space. Advocacy is a delicate balance, the effectiveness of any individual activity is never usually apparent at the time, and it can be sabotaged by others who may be more effective than us. Unfortunately, most of this ‘conflict’ is behind closed doors—we often have no idea that we are being undermined, such is the world ‘advocacy’ occupies.

Our advocacy capability has grown significantly in the last few years. Our underlying principle has always been to be seen as the trusted experts, advocates for our communities and patients. It is vital that we protect and continue to foster this image. It is far too easy to be dismissed as a trade organisation simply protecting the livelihoods of our members, and nothing is more damaging to our ability to deliver on our purpose. It is only in the last couple of years that I have felt, in Canberra, we have finally shed the stigma from the ‘Scan Scam’ disaster relating back to the introduction of an MRI rebate in Medicare. That’s more than 20 years ago—these things linger (and hurt). We do not need another one.

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MESSAGE FROM THE PRESIDENT

This is where our strategy becomes very important.

In such a crowded space, if our views are to be heard, they need to be coherent and aligned. Any activity we engage in needs to be tied back to our agreed strategic principles. If it cannot be, and we agree that our strategy is still relevant, we probably shouldn’t be doing it.

Our new strategy is not a step change, our long-term goals are still sound, but is does differ in some key areas. The balance of old and new is well thought out and feels very relevant.

Prof Alan Coulthard

Dr Brigid Hickey

Clin A/Prof Sanjay Jeganathan

Dr Gabriel Lau

Dr Lance Lawler

Prof Vin Massaro

Dr Keen-Hun Tai

Dr Christian Wriedt

I will leave it up to you to read and process the strategic document, no further commentary is needed from me.

I hope you find it useful, and a way of putting context into our major areas of work, perhaps even helping understand why we do things a certain way (or why we do them at all).

As with everything I have had the privilege to be involved with in my years as President, I am merely the spokesman, this is the result of many hours of hard work by a large team. I particularly want to acknowledge the Board and senior executive team, particularly our outgoing Chief Executive Mark Nevin, and Donna Meredith from Keystone Corporate Positioning. Without them, this would be a pale imitation of what we have in front of us.

This is a living document. Implementing it and assessing our progress will be a central focus for the Board and Councils. It gives me, as a soon-to-be ordinary member, great confidence that we are on the right track. I have the utmost confidence that our new Board and Councils will be able to bring it to life. And if they don’t, I—and you—will know what questions to ask….

Dr Lance Lawler RANZCR President

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ABOUT RANZCR

The Royal Australian and New Zealand College of Radiologists (RANZCR) is a not-for-profit professional organisation for clinical radiologists and radiation oncologists in Australia, New Zealand, and Singapore. RANZCR is a membership organisation led by clinicians who are elected by the membership, with oversight from a Board of Directors.

We are the leaders in medical imaging and cancer care. We enable the best practice of clinical radiology, radiation oncology and associated subspecialty areas through engagement, education, and advocacy; and by supporting clinical excellence. Our Fellows play a critical role in the diagnosis and monitoring of disease, provide interventional treatments and targeted treatments for cancer.

Our evidence-based culture focuses on best practice outcomes for patients and equity of access to high quality care, underpinned by an attitude of compassion and empathy. As an organisation we are committed to diversity and inclusion, and to the training and professional development of our Fellows and Trainees throughout their career. We are dedicated to enhancing the health outcomes of Māori, Aboriginal and Torres Strait Islander peoples and to increasing their participation in the professions of clinical radiology and radiation oncology by ensuring our educational programs support best outcomes for them. This includes a commitment to cultural safety in our organisation, for staff and members.

PURPOSE To enable the safe and appropriate use of clinical radiology and radiation oncology to optimise health outcomes for our patients and society.

VALUES Our leadership values underpin all that we do and embody our focus on quality patient outcomes:

INTEGRITY

We maintain the confidence and trust of our stakeholders through our honesty, transparency, and authenticity.

ACCOUNTABILITY

We take responsibility for all our actions, behaviours, performance, commitments, and decisions.

INCLUSIVITY

We foster an inclusive workplace and clinical environments for people in Australia and New Zealand.

INNOVATION

We constantly strive to reimagine excellence in everything we do.

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SUMMARY OF STRATEGIC PRIORITIES

1 2 4 6

MEMBER EXPERIENCE We create an environment that delivers highly valued services to our Fellows and Trainees and encourages their active involvement in College initiatives and activities.

ADVOCACY We influence decision makers to support quality, outcome-driven services to patients in a constantly changing environment.

WORKFORCE We will attract, select and train a workforce that is flexible and adaptable to the evolving needs of healthcare systems, and representative of the populations of Australia and New Zealand.

3 5

EDUCATION We design, deliver, and quality assure global best practice training and continuing professional development programs to ensure our members are competent, current, and culturally safe.

CLINICAL EXCELLENCE We lead the development and enhancement of quality in medical imaging and cancer care through research, and professional and practice standards.

ORGANISATIONAL RESILIENCE We grow the College’s resilience and ensure our sustainability through effective governance, inclusivity, resourcing and investment in our people and processes

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STRATEGIC PRIORITY 1: MEMBER EXPERIENCE

We create an environment that delivers highly valued services to our Fellows and Trainees and encourages their active involvement in College initiatives and activities.

GOALS 1.1

1.2

1.3

1.4

Enhance and streamline support and incentives for those who volunteer Expand the opportunities for members to engage with the College

Grow and refine our offerings to members

Communicate range of services to membership

KEY INITIATIVES 1.1.1

Provide clear and consistent communication and effective assistance to our volunteers.

1.1.2

Demonstrate the value and benefits of volunteering.

1.2.1

Targeted outreach based on member interests and career stage.

1.2.2

Add value for members through our rewards program.

1.3.1

Analyse, seek feedback on and evaluate our existing member offerings; take a data driven approach to product and service development.

1.3.2

Ensure member wellbeing is enhanced by providing effective tools, information and support services.

1.3.3

Pilot key initiatives with members to ensure relevance and effectiveness.

1.4.1

Deliver effective communication of benefits and opportunities (such as mentorship and volunteering) aligned to the member lifecycle.

1.4.2

Utilise existing channels to promote range of opportunities for members.

1.4.3

Showcase member experiences when volunteering.

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STRATEGIC PRIORITY 2: ADVOCACY

We influence decision makers to support quality, outcome-driven services to patients in a constantly changing environment.

GOALS

2.1

2.2

2.3

KEY INITIATIVES 2.1.1

Produce and disseminate robust policy positions supported by evidence and data.

2.1.2

Maintain and build access to and influence with political decision makers.

2.1.3

Targeted advocacy and media engagement on College priorities.

2.1.4

Identify and advocate for key issues affecting Māori, Aboriginal and Torres Strait Islander health in partnership with their representatives.

Raise awareness of the work of our members amongst the general public, referrers, and stakeholders

2.2.1

Design strategic and impactful communications and initiatives.

2.2.2

Consult widely on RANZCR’s programs and projects.

2.2.3

Demonstrate the public health contribution of our specialties.

Develop and sustain effective alliances, coalitions, and partnerships

2.3.1

Engage with consumers by way of formal and informal relationships and multi-channel communications.

2.3.2

Identify opportunities to collaborate with other relevant stakeholders across the healthcare systems of Australia, New Zealand and internationally.

Be the leading voice of medical imaging and cancer care

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STRATEGIC PRIORITY 3: EDUCATION

We design, deliver, and quality assure global best practice training and continuing professional development programs to ensure our members are competent, current, and culturally safe.

GOALS

3.1

3.2

3.3

3.4

KEY INITIATIVES

Complete reforms to training programs so that they lead international best practice

3.1.1

Effectively manage change and support implementation of reforms to our training programs, assessments and examinations.

3.1.2

Build and maintain future focused training programs that are aligned to the needs of the professions and that make best use of programmatic assessment.

Provide active yet targeted support for trainees and supervisors

3.2.1

Professional development for supervisors; effective oversight of training sites.

3.2.2

Recognise and respond to specialised training needs.

3.2.3

Focus on flexibility and wellbeing to support trainee success.

3.3.1

Support effective and sustainable training networks.

3.3.2

Identify and embed governance and support structures that deliver excellence in training outcomes.

3.3.3

Design assessments and examinations that demonstrate appropriate achievement of learning outcomes, delivered through modern technology.

3.4.1

Outline parameters and deliver opportunities for Fellows to maintain continuing professional development, including through revalidation and recertification.

3.4.2

Develop training programs for interventional radiology and interventional neuroradiology and support their development as subspecialty fields.

Build and maintain a sustainable and fit-forpurpose infrastructure to support our training and assessment activities

Provide first rate post-Fellowship development support

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STRATEGIC PRIORITY 4: WORKFORCE

We will attract, select and train a workforce that is flexible and adaptable to the evolving needs of healthcare systems, and representative of the populations of Australia and New Zealand.

GOALS

4.1

4.2

4.3

Enable a workforce that is diverse, representative, sustainable, and appropriately distributed

Deliver effective infrastructure, funding and College processes to grow the workforce

Support members to adapt their areas of professional practice to emerging technologies and opportunities

KEY INITIATIVES 4.1.1

Inform workforce planning based on data, key trends, and government policies.

4.1.2

Attract specialists by providing effective support mechanisms with a focus on those who would practise in regional areas.

4.1.3

Assessment of environmental factors and provision of support needed to attract Māori, Aboriginal and Torres Strait Islander peoples to our professions.

4.2.1

Training site accreditation activities support growth of Māori, Aboriginal and Torres Strait Islander and regional workforce.

4.2.2

Partner with National and State governments and seek funding opportunities.

4.2.3

Ensure international medical graduates are supported in their quest for specialty recognition.

4.3.1

Horizon-scanning of new technologies and global developments in the professions of clinical radiology and radiation oncology.

4.3.2

Analysis of workforce implications of new technologies and emerging areas of practice.

4.3.3

Pathways into emerging subspecialties are designed to be open, flexible and adaptable to the evolving needs of the healthcare system.

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STRATEGIC PRIORITY 5: CLINICAL EXCELLENCE

We lead the development and enhancement of quality in medical imaging and cancer care through research, and professional and practice standards.

GOALS

5.1

5.2

5.3

5.4

Ensure professional and practice standards are aligned across the member educational and career life cycle and are complementary

Practice standards support the needs of the healthcare system and the adoption of standards is promoted and supported

Support the adoption of digital health and new technologies that enhance quality care

Foster a culture of research in medical imaging and cancer care

KEY INITIATIVES 5.1.1

Integrate professional and practice standards into continuous professional development as a continuum of training and education.

5.1.2

Embed cultural safety as a core component of clinical excellence.

5.1.3

Professional and practice standards are designed to provide quality and accessible care.

5.2.1

Standards and guidelines are refined in line with emerging evidence, advances in technologies and best practice.

5.2.2

Produce standards that support inclusive and culturally safe environments for all people in Australia and New Zealand.

5.2.3

Lead the development of standards in emerging subspecialty fields of medical imaging and cancer care.

5.2.4

Provide guidance and support for members to comply with appropriate practice standards.

5.2.5

Seek new opportunities for our standards to be implemented by healthcare systems in support of society’s needs.

5.3.1

Support the safe and secure transfer of clinical information between our specialties and the rest of the healthcare system.

5.3.2

Identify, develop and lead projects to advance the safe adoption of digital health and new technologies.

5.3.3

Produce guidance and supporting materials as needed.

5.4.1

Support research during training and post-Fellowship.

5.4.2

Collaborate and partner with organisations that provide opportunities for members to undertake research.

5.4.3

Identify and target grants and opportunities for research for members.

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STRATEGIC PRIORITY 6: ORGANISATIONAL RESILIENCE

We grow the College’s resilience and ensure our sustainability through effective governance, inclusivity, resourcing and investment in our people and processes.

GOALS

6.1

6.2

6.3

6.4

Demonstrate best practice governance and decision-making

Integrate the Action Plan for Māori, Aboriginal and Torres Strait Islander peoples’ health into all relevant initiatives and activities

Enable volunteers, members and staff to deliver best outcomes

Deliver tangible value for membership

KEY INITIATIVES 6.1.1

Ensure our clinical leadership is complemented by expert professional staff.

6.1.2

Ongoing review of processes and governance structures to ensure effective and timely decision making.

6.1.3

Integrate environmental and social sustainability measures into our governance framework.

6.2.1

Champion the Action Plan and promote achievements.

6.2.2

Track and monitor progress against the Action Plan.

6.2.3

Refine actions in consultation with Māori, Aboriginal and Torres Strait Islander peoples and reset priorities accordingly.

6.3.1

Foster a supportive and culturally safe workplace that has a tangible focus on wellbeing.

6.3.2

Provide ongoing professional development opportunities to staff to build their capacity and capability.

6.3.3

Encourage research and publications based on RANZCR projects and programs.

6.3.4

Reform of our digital systems and enhanced automation by way of strategic investment.

6.4.1

Maximising our existing resources and intellectual property.

6.4.2

Continually evaluate and understand member expectations and ensure that the organisation and its activities are ‘fit for purpose’.

6.4.3

Seek out new revenues that align with our purpose, vision, mission and values.

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FOR MORE INFORMATION

The Royal Australian and New Zealand College of Radiologists®

Level 9, 51 Druitt Street Sydney, NSW 2000, Australia ABN 37 000 029 863 tel: +61 2 9268 9777 email: ranzcr@ranzcr.edu.au web: www.ranzcr.com