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The healthcare systems in Australia and New Zealand are among the best in the world, with surgery a vital component. And with the relationship between a patient and surgeon built on trust, those foundations have to be unshakable. That’s why surgical practice is accompanied by constant innovation and maintenance of expertise.
It’s a journey of lifelong learning that the Royal Australasian College of Surgeons (RACS) is dedicated to supporting. As the leading advocate for professional standards, research, surgical education and training, fellowship support and advocacy in Australia and New Zealand, the organization supports more than 8,300 surgeons as well as 1,300 surgical trainees.
“The relationship between a surgeon and their patient is built on unwavering trust,” RACS CEO Stephanie Clota tells The CEO Magazine. “The fact that Australia and New Zealand have some of the best surgical outcomes in the world is a reflection of the rigorous education and training programs and high standards set by the College.
“That you can walk into a theater and be in safe hands is a core purpose of the College and a benefit to the community.”
“That you can walk into a theater and be in safe hands is a core purpose of the College and a benefit to the community.”
Beyond this emphasis on adhering to the highest of standards is a commitment to enable equitable access to surgical care.
“We’re making sure that we’ve got surgeons where they’re needed,” Clota explains. “We know that there’s more work to be done and when, to meet the needs of our diverse communities, particularly rural and Indigenous.”
Making sure there is an adequate number of surgeons employed within the public system is also a focus, as is making significant inroads around waiting times for surgical procedures.
“Partnering with health services, we are committed to training sufficient doctors and reducing surgical procedure wait times,” she says.
These are major responsibilities that Clota tackles by drawing on her extensive expertise in the healthcare sector in a number of purpose-driven roles, all of which shared a common goal of transformation.
“My career has always been driven by a desire to influence and improve healthcare delivery,” she reflects. “The RACS position attracted me because it offers the opportunity to make a significant impact on care.”
That’s why, when she stepped up to the role in January this year, she quickly got to work.
“I was aware there was a need for transformation and some of it is financially driven. The organization had financial challenges in 2020 and post-COVID-19, and as a result of that, a sustainability plan was put in place and the first stages of that have been implemented,” she says.
“But there is this need for that corporate turnaround from a financial perspective.”
At the same time, she had to prioritize ensuring RACS, a member-based organization, continued to serve the needs of the surgical profession as well as those of the community.
“I’m looking at how we can strengthen the role of the College, really make sure that we’ve got a sustainable future from a financial perspective, but also that we are meeting the needs of those key stakeholders,” she confirms.
“For me, that seemed aligned with my commercial acumen as well as my experience in working for high trust, purpose-driven enterprises and building high-performing teams.”
RACS President, Associate Professor Kerin Fielding, and CEO Stephanie Clota
While these combined elements made the RACS opportunity immensely alluring for Clota, there was another aspect of the role that interested her – the chance to build and strengthen a global health strategy and foundation.
“The College has the second largest foundation of any medical college in the world, so significant charitable funds and a number of global health and local initiatives are funded through that foundation,” she explains.
“We’ve got global outreach programs into the Pacific, but also Indigenous programs in Australia and New Zealand. So I’m excited by that type of work and how I can, again, bring my commercial experience to help raise charitable funds to expand on the programs, together with Council, which we run globally and locally.”
In her first six months at the helm, Clota has already delivered clear signs of progress. Financial markers are also pointing in the right direction.
“I’ve gone through the budgeting process now for 2024, and we are on track for a small surplus,” she says. “Given that we were facing a A$10 million [US$6.7 million] deficit this time last year, it’s a significant improvement.”
But that doesn’t mean the pressure is off. Other challenges are on the horizon such as regulatory pressures as well as a global workforce shortage, heightened post-pandemic, which is driving up wait times for surgery across Australia and New Zealand.
“We need to be working closely with government, health networks and the profession to come up with solutions both short-term and longer-term,” she reflects.
Partnerships, such as those with Cliftons and Corporate Traveller, and its relationships with its members are also important pieces of the puzzle, as RACS constantly seeks to enhance the value of service it provides.
“Education, training and examinations are at the heart of the work the College performs in advancing surgery and training the future generation of surgeons,” Clota points out.
“Cliftons is an important partner that enables our faculty and staff to focus their attention on the crucial training and examination work that the College undertakes.
“A lot of the courses, the skills courses around emergency management and trauma, which are again essential for the health system, are all delivered by our members as pro bono activities. So there is a significant amount of goodwill and service that exists within the system. We couldn’t deliver on any of our programs if it wasn’t for the members.”
Travel is therefore a frequent requirement for its fellows.
“Corporate Traveller is central to this, making it quicker and easier for them to organize their travel and accommodation,” she reveals. “This includes procuring cost-effective solutions, volume discounts and a range of online and direct booking services to fellows, and the staff that support them.”
“A lot of the skills courses around emergency management and trauma are all delivered by our members as a pro bono activities.”
As Clota steadily rebuilds the company culture after a difficult 12 months, she points out that motivating the RACS team is made infinitely easier by fact they all share similar values.
“It’s certainly a purpose-led organization. The team is highly skilled and passionate about serving the profession and the community, and so that’s really motivating,” she says.
“I think when you are doing this type of work, and working with people who are values led, and you can see the impact that you are contributing to it, makes for a positive culture.”
It’s this culture and sense of contribution Clota says motivates her every day.
“Access to health care is one of the most fundamental human rights and can really determine the quality of your life. If I can be part of that and help deliver care to people who need it most, then that’s something to be proud of.”
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