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“Membership of RACMA – where is the pride”

Author: Gruner L.   Published: The Quarterly 2015.

I read Dr Lee Gruner article on “Membership of RACMA where is the pride” with keen interest (Gruner, 2015).

I noted the views of Dr Gruner related to the several challenges facing our college and would like to take this opportunity to expose some of my thoughts on this subject.

It resonates with me the notion that the best college advocates are its fellows. They possess experience and expertise and have access to a vast and diverse network of relationships that can support the college interests and reinforce its prestige (1).

Adding to this point, it is my view that a well-trained and qualified medical administration workforce is the backbone of the present and future College’s prestige and status. However, this may collide with the current reality. Currently, there is no legislative requirement for a Director of Medical Services to be a fully qualified FRACMA (at least in NSW). Hence it is common to find in many advertisements for DMS positions that “working towards the RACMA fellowship” is a sufficient criterion to be appointed to such high responsibility position. On the same note, one of our areas of expertise is the assessment and delineation of the scope of practice. Paradoxically, this seems not to apply to a DMS position. In practical terms, any other specialist with or without a Fellowship of our College could be appointed as a DMS. Perhaps this aspect may dilute the value of the standard RACMA training program, their candidates and by extension its fellows.

In regard to the workforce, it is my view that the today’s RACMA candidates and trainees are the College’s future ambassadors. Therefore having a tailored strategy to attract and retain the best and the brightest of the fastest growing generation entering the workforce (Generation Y) is vital to ensure the sustainability of our College and leaders (2,3). In this regard, what is our current value proposition for this generation? What incentives would give us the upper hand in recruiting and retaining this well prepared and highly educated workforce?

I would say that first we would need to understand better “them” and what their values are and what motives them (3). It is important that our College Leaders (mainly Baby Boomers and Generation X), reflect about the needs and desires of the future leaders of our College to enable a long-term strategy for the future college leaders. As Warren Buffet once said, “Someone’s sitting in the shade today because someone planted a tree a long time ago.”

Dr Marco Metello

1. Gruner, D. L. (2015). Membership of RACMA - Where is the pride? The Quarterly.
2. McCrindle, M. (2003). Understanding generation Y. Principal Matters(55), 28.
3. Putre, L. (2013). Generations in the workplace. Hospitals & health networks / AHA, 87(1), 26-31, 21.

Last Updated on Wednesday, 12 April 2017 17:02