College of Intensive Care Medicine
of Australia and New Zealand
What is an Intensive Care Specialist?
Regulations & Constitution
State & National Committees
State and National Elections
Honours & Awards
For Patients & Families
Continuing Professional Development
Overview and requirements
How to join
CPD Activity Framework
Professional Development Plan
PDP Plan guidance
Types of activities
Annual Conversation-NZ participants
Special Interest Groups
SIG Terms of reference
Critical Care Ultrasonography
Extracorporeal Life Support
Supervisors of Training
Observerships and Placements
How Your Fees Are Spent
Trainees and IMGs
Becoming a Trainee
Pre 2014 Program
Approval of Vocational Training
Assessments and Examinations
In-Training Evaluation Report
First Part Examination
Second Part Examination
Second Part Paediatric Examination
Workplace Competency Assessment
Observed Clinical Encounter
International Medical Graduates
Specialist International Medical Graduate
Area of Need
Short Term Training
2023 Annual Fee - Trainee and SIMG
Kanyini & Whanaungatanga Bursary
Face to Face Courses
Online Education Program (optional)
Focused Cardiac Ultrasound
ANZCA & CICM Dual Training Pathway
Transition Year Training
Admission to Fellowship
Specialist Training Program (STP)
Intensive Care Units
Units Seeking Accreditation
General Accredited Units
Paediatric Accredited Units
Rural Accredited Units
Anaesthetic Training Sites
Research studies and grants
Training Resources Documents
Trainee Education Resources
online education program
Critical Care and Resuscitation Journal
AMC Accreditation Reports
Courses and Events
Positions Vacant - Fellowship Roles
Member Health & Well-being
President's Message March 2023
4 April, 2023
Tēnā koutou katoa / Womin-jeka umarkoo-
(Hello to you all),
March saw the official opening of our College building on the corner of High Street and Porter Street. In the presence of our past-CEO Phil Hart and many of our past-Presidents, it was an opportunity to reflect on how far we have come. As a College and as a Specialty we have grown, along with the culture set by our CEOs, the approachability and can-do attitude of our staff, the engagement of our Fellows, and the initiative and enthusiasm of our trainees.
Much like a family, we’ve shared the ethos that our College is defined by the people rather than a building, but to flourish in security, the family needs a home. A combination of prudence, courage and negotiation by the whole team has resulted in delivering [on budget] a light, open space to mirror our values. There’s quality and calm without ostentatiousness to fit our style. Most importantly, there’s a feeling of a binational organisation that seeks and values the voice of Aboriginal, Torres Strait Islander and Māori peoples.
Of course, it remains a work in progress- like ICUs of old, the front door is hard to define, and it’s not an easy building to get into. But like ICU’s of today, we welcome visitors and seek to achieve better outcomes with collaboration. Please come and visit if you’re in the area.
The March Board meeting took place immediately following the opening. We welcomed Dr Tessa Kennedy (new trainee rep), Jonathan Albrett (new NZNC Chair) and Dr Gordon Choi (Hong Kong Committee Chair), as well as Prof David Pilcher on behalf of ANZICS.
The Board is already working on the list of recommendations from the AMC/MCNZ accreditation report, as well as the changes to CPD requirements. Specifically, Board approved a Professional Documents Policy Proposal which should embed wider consultation, succession planning to improve our processes and resources.
Over the next few months, many of you will be asked to review interim versions of the
Curriculum Renewal Project, CPD high-level requirements and our update of IC-2 ‘Guidelines on Intensive Care Specialists Practice’
either in your roles on other committees/organisations or as feedback requests to the wider Fellowship. I realise that we are all besieged by opportunities to work more, but
each of these projects are integral to our shared purpose, so I thank you in advance for taking the time to be familiar with and comment on these.
Many of you have begun exploring the initial phase of our MDP roll-out and found the diary is going to be iterative in its data entry experience. The simplification of Categories with clear requirements will streamline the experience compared to the past.
It’s difficult to convey the complexity but overall, benefits us in the College developing and rolling out a platform that is integrated across all our various functions and roles. The user experience will progress as successive layers of the MDP are rolled out.
The College team are grateful for the working groups who have helped us design the system. As a relative IT amateur, my annoyance of two-factor authentication is just one more of my ‘micro-grump moments’ which on reflection, is a necessary part of doing business in a modern world of cyber-challenges that didn’t exist when most of us were training. We thank you all for your feedback and understanding.
Navigating a turbulent world
The financial security and sustainability of our College is an integral responsibility of the CEO and Board. Over the last few years, we have bolstered this aspect of our operation by developing our Corporate Services department, headed by our experienced GM Peter Batsakis. We have an established Finance, Audit, Risk-Management (FARM) Committee which reports to Board, with embedded valuable external expertise within and a policy of independent advice when required.
The College had structured our finances based on independent advice overseen by the above processes. We have increased our investment in a physical home, but have an investment portfolio administered by Credit Suisse, who have been purchased by UBS in a period of particular volatility.
I wish to reassure you that the FARMC have met with Credit Suisse, who explicitly outlined that our investment is secure, diversified (according to the explicit ethical/sustainability option required by previous Board decisions), and with only a tiny fraction invested ‘in’ the bank.
remain in an acceptable financial position consistent with our type of organisation, but we continue to exercise an abundance of caution.
With this in mind, we have elected to re-obtain independent advice on the overall structuring of the College finances.
To close for now
It’s been a big year so far, with the need to take stock and reflect in the context of changes and an unsettled time. Our College is founded on a pioneering history and the culture of inclusion we are trying to nurture needs your input. With our amazing team of staff, the bright talents of our new Fellows and trainees, the counsel and reflection of our experienced Fellows and all within a bright and positive space, I see a promising future for our College.
Thank you and Kia kaha,