Meaningful improvements will spur us on

Here at East Metropolitan Health Service (EMHS), we welcome the results of the 2025 AMA (WA) HHC survey, recognising it as an invaluable opportunity to dial up what we do well with our DiTs while fine-tuning our approach in more challenging areas. 

I’m thrilled that we have recorded overall gains almost universally across the board, including an all-important 

A in Morale and Culture and significantly, improving our overall score in “recommendability” by 5% – strengthening that A grade. 

We also posted solid gains in the sub-categories ‘Feel safe at work’ and ‘No fear of speaking up on workplace issues’, which I attribute to regular, targeted engagement. 

As an example, DiT representation is encouraged on SAC-1 investigation panels to promote psychological safety and ensure the training doctor’s voice is heard.

Following a workshop on workplace safety with DiTs and broader staff groups last year, EMHS recently launched a Behaviour Support Team at Royal Perth Hospital (RPH) as part of an overarching strategy to support staff wellbeing. It’s our way of providing tangible and proactive support to staff on the wards when managing behaviourally challenging patients. 

The wellbeing of our DiTs remains an ongoing priority for us, and I’d like to carefully consider some of the HHC feedback in this category to understand just how and where we can improve. We are working closely with our Junior Medical Officer (JMO) Society to address this.

I remain encouraged, though, that our burnout scores have improved from last year; noting there is always scope for further progress.

The past year has seen our East Experience JMO strategy evolve and consolidate across our sites. 

As part of the strategy, unrostered overtime and recall claims are paid promptly via an easy-to-use electronic form. Each episode is reviewed and monitored, with concerns around excessive hours or burnout risk raised with the clinical executive accountable for DiTs and the relevant head of department (HoD). 

Leave applications are assessed with an intent to approve. Where this isn’t possible, and an alternative date isn’t acceptable to the DiT, the matter is escalated to the clinical executive in charge of the junior doctors, who then works with the Medical Workforce team and the doctor to find a mutually agreeable solution. Whether it is annual or professional development leave (PDL), we are committed to ensure that leave is not rejected outright without working on a mutually agreed-upon alternative.   

We also monitor roster compliance closely. For example, the current resident medical officer (RMO) term at Armadale Health Service (AHS) saw the majority of rosters (including leave relief) being released more than three weeks prior to commencement – in line with our goal to exceed the two-week minimum notice.

Given that some of our sites like AHS continue to have a strong proportion of part-time DiTs, we offer increased flexibility, particularly in 24/7 departments. 

Teaching and training remain a priority too; and while East Metro maintained its C grade from last year, we are working hard to improve. Clinical Service and Post Graduate Medical Education (PGME) teams collaborate with HoDs to provide ward-based teaching, promote attendance at hospital teaching, ensure PDL is approved and supported, and actively promote PDL opportunities.

I am also proud of all the support and mentorship we provide, especially for International Medical Graduates (IMGs), including those in the Workplace Based Assessment (WBA) and Clinical Observer (CO) programs.

Regular DiT clinics, ward rounds, one-on-one meetings, frequent touchpoints with members of our Wellbeing team, and feedback from our internal surveys all suggest there’s been a meaningful improvement in working conditions across EMHS. The HHC survey results reinforce that we are headed in the right direction, albeit with a few challenges that must – and will be – addressed in collaboration with our DiTs.