Current role:
Consultant Chemical Pathologist and POCT Waitemata, Labplus Auckland and Northland Districts, New Zealand
Clinical Lead Chemical Pathology, Labplus Auckland City Hospital
Clinical Lead Northern Region POCT Network
Chair New Zealand POCT Advisory Group, Auckland, New Zealand.
1. Why did you pursue the path of Medical Leadership/Medical Administration?
For three reasons: First, I wanted to better understand managers and leaders, since doctors and managers are the two sides of the coin that run health care. Second, I wanted to have the knowledge and influence to effect improvements and remove bad practices. Finally, I hoped to broaden my horizons beyond clinical work.
2. Had you met Medical Leaders/Administrators previously, and what had you seen of their expertise, leadership or specialisation?
I worked with very good leaders and managers as well as very bad leaders and managers. While many may say that the good ones inspired them to take up this path — and this is true in my case — it was the bad ones who were more of an inspiration to me. Their actions taught me what not to do and showed why taking up this path is important: so that we have more good, relevant and honest leaders and medical administrators.
3. Why did you undertake the Fellowship Training Program/Leadership for Clinicians Program?
To learn and to meet like-minded doctors. The program gave me a foundation to build on, concepts I can apply in everyday work and language to use, and it introduced me to an interesting and collegial group of leaders and managers. I now have a circle of influence beyond purely clinical colleagues.
4. What attracted you to taking up the role of a RACMA Board member?
I wanted to be part of the decision-making and shaping of the College and, by extension, the profession in terms of leadership and management, as well as in terms of clinical practice — neither of which can exist in isolation.
5. What have you been most proud of achieving to date in your role on the RACMA Board?
It is early days yet, but I am proud and grateful to colleagues who trusted me enough to vote for me. We are also working on establishing an AFRACMA Advisory Committee, which will be a big achievement.
6. What area or issue will you focus on over the coming 12 months in your role on the RACMA board?
We are working on establishing an AFRACMA Advisory Committee. This Committee will support engagement with the large and varied AFRACMA membership, which is an asset to the College. We already have around 1200 AFRACMAs — medical leaders who know the value of the College and its purpose. Investing in them aligns with the College strategic plan. It also represents the College’s values to the outside world and supports those who wish to progress to become Fellows and Associate Fellows.
7. In your current Medical Leadership/Medical Administration role, what changes or challenges do you see on the horizon for your organisation/the health care system over the coming 12 months? How are you preparing for them?
There are increasing financial and resource constraints, an ever-lessening appetite for risk, higher patient expectations, and a young workforce that wants better life-work balance. Add changing political agendas and policies to the mix and you have a dynamic evolving landscape with what appear to be conflicting forces.
These challenges require a strong focus on clinical governance, balanced with an awareness of societal dynamics, an understanding of the health system environment and knowledge of the stakeholders. It’s not an easy task, but with clear goals and a strong work ethic, these challenges can be overcome.
8. How will you make the most of opportunities to improve the health care system or your organisation over the coming 12 months?
By being proactive and being a team player. Foresight based on experience and on trends will help me make the most of the opportunities, many of which are the flip side of barriers. It is also important not to despair: to remain hopeful in the face of rejected proposals and dying projects because where there are roadblocks, there will be openings elsewhere. It’s also important because the morale of the team and of staff is often a reflection of that of the leader.
9. How would you describe the importance of qualified Medical Administrators and Members of RACMA to the Australasian health care system?
Qualified Medical Administrators and Members of RACMA bring a unique perspective to the healthcare system. Their expertise is grounded on frontline clinical experience. RACMA Members are in an ideal space to manage and lead clinical services, having themselves, for example, conducted a caesarean section, worked long shifts in an emergency department, treated a febrile baby, or managed patients with psychiatric conditions.
Leadership and management skills build on that clinical work, giving RACMA Members distinctive and relevant insights into how to face challenges and make decisions. Relevance is important.
Meet the other members of our Board HERE
Author: Bessy Vazzocchi
12th February 2025
