AMA VICDOC_Spring 2026_09.09.2026 - Flipbook - Page 13
I’VE EXPERIENCED OUTSTANDING BOARDS
AND DIRECTORS AT AMA VICTORIA;
PEOPLE WHO UNDERSTAND THE ISSUES,
UNDERSTAND THE PROBLEMS, INFORM
THEMSELVES AND ABSORB THE ANALYSIS.
THEY APPROACHED MY PROPOSALS WITH
SUITABLE SKEPTICISM. THEY TESTED MY
ARGUMENTS; THEY ASKED SENSIBLE AND
INTELLIGENT QUESTIONS.IT'S NOT AN EASY
TASK AT TIMES, BUT YOU CAN ONLY DO IT
IF YOU HAVE THE QUALITY OF BOARD AND
QUALITY OF DIRECTOR THAT I'VE BEEN
FORTUNATE ENOUGH TO HAVE.”
We really do need greater support for the
I happened to live literally around the corner
workforces in our public hospitals. For too
from the AMA Victoria office in Melbourne
long, our members, doctors have been
and was able to go into the office, even
overworked, and that impacts patient care.
during the lockdown period. But I was
More resources need to be put into public
essentially the only person there, trying to
hospitals to create better workplaces and
restructure an organisation to operate in a
environments for our doctors.
completely different environment.
For our members, COVID was two years
What did COVID demand of you, as
the CEO of a healthcare focused
organisation, and of AMA Victoria
more generally?
of unrelenting work stress and difficulty,
because they were literally at the frontline.
From that perspective, not only was it
an internal challenge to adapt, but we
were representing a group of people –
our members – who were literally risking
their lives. I felt a tremendous burden of
COVID was a tremendous shock, and it
responsibility, and I know Julian Rait who
prompted and required change right across
was then our president and other leaders
the board. I'd been in the job for a little over
at AMA Victoria felt that too, probably even
a year and then suddenly the world turned
more so because they were essential to
upside down.
advising governments, at all levels.
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