ANZCA Bulletin June 2012 - final.pdf - Australian and New Zealand ...

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President’smessageDr Lindy RobertsPresident, ANZCAThere are two particularly special aspects forme in taking over as president of the Collegeat this time. The first is that the handoveroccurred at the recent successful ASM in myhometown, Perth. The second is that thisyear marks the 20th anniversary of ANZCAand it is also 20 years since I first joined theCollege as a trainee.As the incoming president, I am likeall our Fellows, driven by the notions ofexcellence, care and collaboration. Anexample of this is through leadership of thecurriculum review process where we useda coalface-up approach, seeking the viewsof Fellows and trainees about the existingtraining program, to build a world-classcurriculum that is nearly ready to be rolledout. We have another opportunity at thistime as the College and its Faculty of PainMedicine define the plans and direction forthe five years from 2013 to 2017.It is important that College leaders seekthe views of Fellows and trainees and usethat feedback wisely – the best leaders Ihave known have forged the directions oftheir organisations from listening to theirconstituents. As part of the planning for thenext five years, there has been a series ofways in which Fellows and trainees havehad a voice. These include the consultationprocess and hospital visits being undertakenby ANZCA Chief Executive Officer LindaSorrell, the outcomes of the 2010 Fellowshipsurvey, the 2011 New Zealand roadshowundertaken by Dr Vanessa Beavis, and the2012 curriculum survey targeting heads ofdepartment, regional/national educationofficers, supervisors of training and trainees.Thank you to all who have shared their views.So what are you saying? These are someof the key messages:• Our core purposes remain training,education, accreditation, standards ofclinical service delivery for all sectionsof our communities; services for Fellowssuch as continuing education, continuingprofessional development, the libraryand other resources; advocacy to thewider community and government in theinterests of high quality patient care andsafety; and promotion and support forevidence-based practice through researchand education.• As a College we have many strengths.These include the training program andthe quality of our graduates, our growingeducational resources, and publications.We are a credible, professionalorganisation that has the tremendousbenefit of Fellows’ capabilities andcontributions; along with staff knowledgeand resources.• We can improve in a number of areas,particularly in our relationships withand services to our Fellows and trainees,including acknowledgement of andsupport for their contributions. Our mainchallenges over the next few years willbe those of health sector and workforcereform; implementing the revisedcurriculum; ensuring that we remain anorganisation that continues to deliveroptimal value to its members; and fosteringrelationships with important partners. Insome quarters, we need to strengthen ourprofile and role.I am inspired by the call from Fellows forthe College to remain a world leader, anorganisation committed to excellence witha profile and membership services to match,using new technologies and communicationsto best effect. All these aspirations ultimatelyunderpin the high standards of care weprovide our patients.Past presidents, deans and councils aswell as the many Fellows and trainees whohave contributed so much up to this pointhave given us all a solid foundation on whichto continue building. I know we can respondto challenges and we will aspire towardsan even stronger organisation over the nextfive years. We need to promote and maintainstrong standards through successfulrollout of the revised curriculum, and growsupport for innovative research and ongoingdevelopment of resources for Fellows.We need to work on building a sense ofunity and ownership in our College throughstrengthening relationships between theANZCA Council and the regions, ensuring aservice-oriented approach throughout theCollege, and seizing ongoing opportunitiesfor collaboration between the College and theFaculty of Pain Medicine. We must continueto foster strong relationships and strategiccollaborations with governments, othercolleges and the societies, and with trainingorganisations in Hong Kong, Singaporeand Malaysia. And we must ensure ourorganisation is sustainable into the futureby continually developing efficiencies,relevance and effectiveness, the best staffand the best systems. I am confident that wewill move from strength to strength.Of course, there would be no Collegewithout the efforts of the many Fellows,trainees and staff who contribute at somany levels. The past 20 years has beenmarked by many significant achievementsfor the professions of anaesthesia andpain medicine, and I feel privileged to betaking over as the leader of a college thatis in excellent shape. I have a great senseof optimism about our next 20 yearsand beyond.4 ANZCA Bulletin June 2012
Chief ExecutiveOfficer’s messageThe development of our ANZCA StrategicPlan for 2013-2017 is continuing apace.Much feedback has been obtainedthrough high-level consultation withinternal stakeholders, including councillors,committees (including regional) and staff;and with external stakeholders such asother colleges, departments of health,universities and relevant governmentagencies.Other sources of information haveincluded recent fellowship and traineesurveys, the New Zealand hospital roadshow by former New Zealand NationalCommittee chair and new ANZCA councillor,Dr Vanessa Beavis, and key pointsraised during my recent visits to hospitalanaesthesia departments in Australia.A total of 58 separate sets of feedbackwere received to six questions used toguide discussions and help inform ANZCA’sstrategic priorities for the five years fromnext year. Of these, 43 came from groupsand individuals within ANZCA and 15 fromexternal agencies, including from withindepartments of health, universities, andother colleges.Following are the questions and thethemes resulting from the responses.What is ANZCA’s core business? Training,education, standards; advocacy; research;communication.What are ANZCA’s strengths? Quality ofservices and graduates; communicationsand profile; Fellows’ capacity andcapability; organisational capacity andways of working.What are ANZCA’s weaknesses?Relationships with and services to Fellowsand trainees; reliance on pro bono work ofFellows; profile and perceptions of ANZCA;organisational structure and ways ofworking.Where should ANZCA be in five years’time? The leader in anaesthesia training,recognised expert agency; a capable andinnovative user of IT and communicationstechnologies; provider of excellent servicesto members; good communicator witha strong profile.What are ANZCA’s main challenges in thenext five years? Engagement with Fellowsand trainees; good business practice in atough environment; managing externalinfluences (other providers, politicalchange); curriculum implementation andcontinuing medical education/continuingprofessional development services;improving structure and ways of working.There were also a number of themes thatappeared across most or all of thequestions including:• The revised curriculum: An essentialcomponent in ongoing core business;a strength; a challenge, and critical towhere ANZCA will be in 2017.• Workforce: Mal-distribution ofanaesthetists; training places, numberof trainees, projected increase in demand,and funding changes for training.• A need for support for rural anaesthetistsand GP anaesthetists.The ANZCA Council held a workshop inApril and will be discussing the strategicplan again this month.History and heritageAt the recent Perth annual scientificmeeting, we filmed the first of severalinterviews with key College figures. Thesewill form a collection of oral histories thatwill be available to the wider fellowshipvia the website.This is part of our commitment to historyunder our History and Heritage Strategy,which was signed off by the ANZCACouncil earlier this year. The strategy aimsto meet 10 objectives over the next fewyears including actively capturing anddocumenting the history of the College andusing information technology to improveaccessibility.We also have plans for a strong historicpresence at next year’s ANZCA annualscientific meeting in Melbourne and arecommitted to a new “anaesthetic history”section in each edition of the ANZCA Bulletin.Other activities being undertaken includeupdating a booklet about the historicANZCA-owned building, Ulimaroa, andother publications that highlight the historyof the College.For further information about the Historyand Heritage Strategy please see page 55.Ms Linda SorrellChief Executive Officer, ANZCA5
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