Meet Our New Fellow Board Director Associate Prof Peter Thomas BSc (Hons) MBBS FCHSM, CHE, FRACMA, EMPA

Q&A: Associate Prof Peter Thomas BSc (Hons) MBBS FCHSM, CHE, FRACMA, EMPA

Current role: Chief Operating Officer and Chief Medical Officer, Northen Beaches, NSW
RACMA: Board of Directors; Censor; Chair MWPASC; Policy Advocacy Committee; NSW CPD Coordinator;
Facilitator Leadership for Clinicians and Management for Clinicians

1. Why did you pursue the path of Medical Administration? Had you met Medical Administrators previously, and what had you seen of their expertise, leadership or specialisation?

Having worked for more than 30 years in health with more than 20 years of clinical experience in Intensive Care Medicine and Anaesthesia in the UK and Australia, my pathway into health leadership and Medical Administration was driven by a desire to be part of delivering transformative change at the systems level. As much as I love clinical medicine, the need for medical leadership in health is critical as we navigate the complex healthcare challenges facing the systems today.

My academic research was focused on knowledge translation between expert communities to inform policy in health, and this was where I first met some medical leaders who were influencing change at both the federal and state level.

Having experienced non-medical leadership and management in the UK’s National Health Service during some very difficult and turbulent years and being familiar with the emerging evidence on the impact of medical and clinician engagement on health delivery and outcomes, I decided to undertake the Fellowship Training Program.

RACMA is unique in being the only Medical College in the world that delivers a Specialist program with competencies for developing medical leadership and management skills, strategic thinking and aspects of workforce and health systems management in a framework of ethics, professionalism, health advocacy and cultural safety.

Since embarking on this journey, I have held a number of roles as a senior Medical Administrator and Health Executive in regional and rural health, as well as large tertiary metro hospitals in the public and private systems, and I have been able to provide advice and expertise on emerging state and federal policy matters.

 I have been fortunate to meet many colleagues who have shared their expertise, wisdom and leadership skills over the years — Fellows, Members and other health leaders alike. I feel very privileged to be part of such a rich, diverse and generous community of professionals.

2. What attracted you to take up the role of a board member of RACMA?

As a RACMA Fellow, I have worked passionately to further the growth and standing of the College as a peak body for medical leadership, policy, advocacy, influence and professionalism. My commitment to the future and growth of the College are embodied in my ongoing contributions to RACMA as a Censor, Chair of Medical Workforce Policy and Advocacy Sub Committee, Member of the Policy and Advocacy Committee, Continuing Professional Development Program Committee (CPDPC), NSW Jurisdictional Committee and CPD coordinator, including multiple submissions and representations on behalf of RACMA to state and federal governments.

As a faculty member of Leadership for Clinicians and management for Clinicians and Preceptor, I also continue to contribute more broadly to deliver our professional and leadership values on a personal and system-wide level. By serving on the board, I believe we can make significant contributions to RACMA’s strategic growth and development, helping build a diverse, inclusive and respectful culture, and continuing the momentum and direction set by the previous board and president.

3. What have you been most proud of achieving to date in your role on the Board of RACMA?

Despite only having joined the Board in late 2024, there has been a lot to keep us busy. The Nexus project has now gone live, and we launched the new Members Portal last month. As NSW CPD Coordinator I’ve been advocating strongly for the CPD Portal enhancements as part of the rollout, which are now integrated into the new platform. I’ve been very impressed with the dedication, hard work and energy of everyone involved, and things really accelerated at the end of 2024, so it’s a credit to the team to have achieved so much in such a compressed timeframe.

4. What area or issue will you focus on in your role on the RACMA board over the coming 12 months?

Looking forward, a key focus for all of us on the Board is the implementation of the new RACMA strategic plan over the next 12 to 24 months, and in particular the growth project as we build capacity across the College members and our networks.

I will continue to work with the board to ensure that the College continues to play a key role as a peak body for the Colleges and Health System, providing strategic foresight with specialist expertise, leadership and advocacy to help transform and promote safe and effective healthcare and health systems while providing the professionalism and integrity that underlies our key roles as medical leaders.

5. In your current role, what changes or challenges do you see on the horizon for your organisation and the health care system over the coming 12 months? How will you make the most of the opportunities to improve?

In the current health climate, we are facing multiple challenges: at the macro level; we are working with increasing fiscal and resource constraints, with fragmented — and in some cases outdated — funding and service delivery models. In addition, with an ageing demographic, inequitable access to healthcare due to geographic and socioeconomic factors, and consumers demanding greater control over their healthcare, combined with escalating costs of delivering care driven by global supply chains, consumer price index increases, and rapid technological and medication advances,  there is increasing pressure for health leaders to address these issues both at the local and systemic level.

Perhaps one of the biggest challenges faces us currently as Medical Leaders is the future of the medical workforce, particularly in the areas of health and medical leadership, workforce distribution, and equitable access to healthcare. 

A strategic approach to workforce planning is essential and will depend on strategic leadership, targeted workforce distribution, and the elimination of barriers to effective practice, especially in areas of need. This must include optimising the scope of practice for all professionals and aligning workforce planning with evolving healthcare needs. In this context, the key policy initiatives laid out in the National Medical Workforce Strategy and the Scope of Practice Review provide invaluable insights into the barriers and potential solutions for a more sustainable, equitable, and effective healthcare workforce.

6. How would you describe the importance of qualified Medical Administrators and Members of RACMA to the Australasian health care system?

Health leadership plays a crucial role in addressing the challenges facing the health system of today and the future. Strong leadership by qualified Medical Administrators and members of the College who are trained in medical leadership and management will help ensure that healthcare systems are responsive to change, manage resources effectively, and provide the best possible care to our communities.

Effective medical leadership is required to guide the emerging health system innovations in care delivery, from integrating digital health, new technologies and treatment modalities, to enhancing multidisciplinary team approaches, while fostering environments that prioritise not only clinical excellence but also patient-centred care, workforce wellbeing, and ethical practice.

Moreover, the particular skills of Medical Administrators are crucial for tackling issues of workforce maldistribution at both the national and local level, ensuring that healthcare resources are directed where they are needed most. 

For this reason, RACMA remains committed to identifying and developing future medical leaders, through traditional training programs and targeted leadership programs while increasing its political influence and advocacy to inform policy and enhance health outcomes from its position as the College for Medical Leadership.