Read the highlights of key issues discussed at the RACP Board meeting on 4 May 2020.

COVID-19 update

We were updated on the profound effect of COVID-19 on the College’s business now and in the future.

Following COVID-19, strategically there are opportunities for the College to explore new ways of work, in the areas of office accommodation and the way clinical exams are done.

The COVID-19 Expert Clinical Reference Group (Reference Group) meets weekly, with the College Policy and Advocacy Committee (CPAC) reviewing their advice.

The Reference Group has made significant recommendations such as proceeding with a virtual RACP Congress, what is done with exams and now has a greater focus on the wider advocacy issues such as telehealth and billing issues.

There is currently some pressure on the Government to wind back telehealth due to costs. The College will survey members on the role of telehealth going forward as a tool for managing chronic health issues and particularly support remote communities.

Personal Protective Equipment (PPE) has been another issue for members, the Reference Group continues to focus on this concern. AFOEM are also doing work on PPE, the impact on pregnant employees and the use of opioids during the isolation. COVID-19 has had a major impact on trainees and their ability to continue to meet training requirements. A lot of work is being done by a number of College groups in response to COVID-19.

The Directors acknowledged the tremendous leadership and work of College staff, which has been astounding, pleasing and thoughtful of the way forward, noting the rapid advocacy model and the College being prompt and on the front foot of the issues raised.

We discussed how Divisional Clinical Exams may be conducted to meet the exams panel requirements and noted the risk of further delays. The format of the Divisional Clinical Exams will be adapted to suit logistical requirements and meet expectations of the Australian Medical Council and Chief Censor Professor Tim Wilkinson.

We also discussed the completion of Fellowship, the challenges facing trainees and trainee welfare, noting the benefits of consulting, engaging and communicating with the trainees.

It was noted that the emergency situation of the pandemic has enabled the ability to respond quickly and promptly, such as moving rapidly on telehealth. In addition, the ability to digitally respond, the use of zoom videoconferencing rather than face-to-face meetings has made a difference, as has the way members are being supported and responded to in an agile way.

Effective Governance People and Culture Work Plan

A co-designed People and Culture Work Plan proposed to engage staff to identify the goals, how to achieve them, as well as live, experience and own the transformation process. The approach is instrumental to the success the 2- to 3-year People and Culture Work Plan and improving how the College adds value to members.

We expressed our strong support for the Plan and agreed that engaging with members as part of the cultural transformation from the beginning was important.

ACNC Progress Report

Effective Governance advised that the Progress Report (PDF) was delayed as a result of COVID-19, the timeframes to deliver the recommendations were re-baselined, which has been agreed by the ACNC. The ACNC supported the Summary Progress Report (PDF).

Member Engagement Plan

The new Member Engagement Plan 2020-2025 developed in consultation with the Fellowship Committee was approved.

Induction

A robust process for Board induction and re-induction for 2020 was approved. It is to be conducted over 2 half-days after the Annual General Meeting (AGM) and supported by director training.

Board Director EOI

We agreed that an Expression of Interest for the Member Director casual vacancy, following 2020 AGM was to be issued.

Financial report

The valuation of the investment portfolio recovered during April and is about halfway back to the College’s year end close position. A negative cash flow was anticipated, noting that forecasting in this climate is difficult.

The Current Ratio has significantly improved. This year the liabilities have gone from $56 million to $69 million, primarily due to the collection of more Commonwealth STP funds. It was noted the College is in a good financial position.