Governance reform FAQs

September 2026 FAQs in response to member feedback

These FAQs have been developed using feedback from members through the consultation hub and from the meeting of the Members Advisory Council.

What problem is the governance reform intended to solve?

The reform aims to address unclear roles, duplicated processes, inconsistent delegations and decision pathways, and limited visibility of how member advice informs decisions. It will support governance arrangements that are clearer, more accountable and more effective, while enabling meaningful member contribution.

Why is the governance reform program taking several years?

Governance reform involves more than changing committee structures. It brings together decision-making, accountability, delegations, processes and organisational culture into a clearer operating model. The work must meet legal, regulatory and accreditation requirements while allowing meaningful consultation. A staged, multi-year approach supports considered and sustainable change.

How is the governance reform program connected to the Australian Medical Council conditions?

Three Australian Medical Council conditions relate to the broader governance reform program: delivery of the reform program, constitutional change and stronger conflict-of-interest processes. These conditions are mandatory and non-compliance could significantly impact the college's functions. 

The College is also a member-based company that must meet contemporary governance standards and legal obligations. The governance reform program is designed not only to address the AMC conditions, but also to strengthen transparency, accountability, decision-making and the effective stewardship of College resources on behalf of members.

Why hasn’t detailed mapping of every committee been completed yet?

The first stage focuses on the overarching governance framework, including the proposed committee structure and definitions that will guide how committees operate. Once consultation on these documents is complete, each committee will be mapped against the agreed framework. Committees and members will have further opportunities to provide input as this work progresses.

I sit on a committee, what difference will this reform make to our normal work?

The important work of College committees will continue. The reform is intended to make that work easier and more effective by clarifying each committee’s purpose, responsibilities, decision-making authority and reporting pathways. Committees should benefit from more efficient processes, less duplication, clearer and faster decisions, and a stronger connection between their work and the College’s vision and strategy. Any changes affecting individual committees will be worked through during the detailed committee alignment process, with opportunities for members to provide input.

Will current committee reporting arrangements continue?

Yes. Current reporting arrangements will remain in place while consultation continues and until reform outcomes are agreed. Any proposed changes affecting an individual committee will be considered through the committee alignment process and discussed with relevant stakeholders.

Will members be consulted about changes to Board arrangements and Board subcommittees?

Members and stakeholders will be consulted where their input can meaningfully inform the design. Some matters may not be open to broad consultation because they relate to the Board’s legal responsibilities, accreditation requirements or regulatory obligations. The College will share information as proposals develop and confirm opportunities for input.

Will approval and decision-making processes be streamlined?

Yes. The reform aims to reduce unnecessary duplication and streamline endorsement, escalation and decision-making pathways, while maintaining appropriate accountability, oversight and compliance.

How will Aboriginal and Torres Strait Islander and Māori voices be reflected in the reforms?

As a bi-national organisation, the College is committed to ensuring Aboriginal and Torres Strait Islander and Māori leadership, advice and perspectives are meaningfully reflected throughout the governance reform program. The specific mechanisms to support this will continue to be considered and refined as the reforms are developed, including where changes to governance arrangements or the Constitution may be required. Engagement with Aboriginal and Torres Strait Islander and Māori stakeholders will continue throughout the life of the program to help shape and inform the reforms.

How are branch committees being considered?

Branch committees are within scope. Their functions, accountabilities, delegations and relationships with other College bodies will be considered through the detailed committee mapping. The aim is to give Chairs, members and staff greater clarity about responsibilities, decision-making authority and operating expectations, while recognising branches’ important role in jurisdictional advocacy and member engagement.

Will the resource and cost implications of proposed changes be assessed?

Yes. The reform will consider the direct and indirect costs of current governance arrangements, as well as the resources required for any proposed model. Options will be assessed against available resources, strategic priorities, compliance obligations and expected benefits for the College.

Will every operational decision need to go to the Board?

No. The reform will consider clear, practical delegations so that time-sensitive operational, media, advocacy and stakeholder decisions can be made at the appropriate level. The aim is to support timely action while maintaining strategic alignment, accountability and appropriate management of risk.

Is the proposed committee model a hierarchy?

No. The proposed structure describes different committee purposes and ways of working; it is not intended to create a simple hierarchy. Reporting and escalation pathways will reflect each committee’s role and responsibilities. The current consultation focuses on the overarching framework, with detailed committee placement and alignment to follow in the next design phase.

What role will the President, President-elect and other elected leaders have?

Elected leaders will continue to play an important role in the leadership, representation and stewardship of the College. The governance reform program is considering how the roles of the President, President-elect, Board Directors, Branch Chairs and other elected leaders can best support effective decision-making, member engagement and strategic leadership.

As the reforms are developed, the responsibilities and authority of each role will be clearly defined and aligned with the College Constitution and the legal and fiduciary responsibilities of Directors. The aim is to ensure elected leaders can make a meaningful contribution while supporting a governance model that is effective, accountable and fit for the future.

How will meaningful member influence be preserved if committees are advisory?

Describing a committee as advisory does not diminish the importance of its contribution. The reform will clarify how member expertise informs decisions, when consultation is required, how advice is escalated and how decision-makers are accountable for considering and responding to that advice.

How will the effectiveness of the new governance arrangements be measured?

The implementation approach will include measures of success, review points and opportunities to refine the model. Measures may include the timeliness and transparency of decisions, reduced duplication, member participation, clearer accountability and whether committees receive appropriate feedback.

What support will help committees transition to the new arrangements?

Transition support may include practical guidance, templates, clear role and delegation statements, standards for minutes and decision records, briefings or learning modules, and opportunities for committees to ask questions. The support required will be refined through consultation.

How does organisational governance differ from clinical governance?

Organisational governance is how the College is directed, overseen and held accountable. It covers roles and responsibilities, decision-making authority, delegations, reporting, risk management and relationships between the Board, committees, members and staff. 

Clinical governance refers to systems that support the quality and safety of clinical care. While the College contributes to clinical standards, education and professional practice, this reform program focuses primarily on how the College is governed and how decisions are made.

How will the framework interact with the Constitution, regulations and existing College policies?

The governance framework will operate within the College’s existing legal and policy framework. The Constitution sets the overarching governance requirements, while regulations and policies provide more detailed rules and processes. As the reform progresses, these documents will be reviewed to identify changes needed to support the agreed model, remove inconsistencies and clarify responsibilities. Any constitutional changes will follow the required approval process, including member engagement and voting where applicable.

Overarching governance reform FAQs

1. What is the purpose of the governance reform project?

The Governance Reform project is designed to create a contemporary, transparent, compliant and efficient governance framework that is easier to understand and better able to support the College’s strategic priorities. It will strengthen decision-making, accountability and reporting, reduce unnecessary complexity, and help ensure governance arrangements are clear, consistent and fit for the future.

2. Why is governance reform needed now?

Reform is needed because the College must address governance issues identified through the 2023 AMC accreditation process, subsequent updates in 2025, internal reviews and member feedback. Together, these findings show that the current system can be too complex, inconsistent and administratively burdensome. Reform will help the College meet accreditation and regulatory expectations, clarify accountability and ensure governance better supports strategic delivery.

3. What are the main challenges with the current governance system?

• Complex and duplicated committee structures
• Unclear roles, reporting lines and decision rights
• Gaps in representation and member voice
• High administrative effort without clear outcomes
• Inconsistent links between governance, accountability and strategic delivery

4. What will the reform deliver?

• A clearer and more transparent governance framework
• Stronger accountability, decision-making and reporting
• Better alignment between governance and the College’s strategic priorities
• More consistent support for members, committees and staff
• Reduced duplication and administrative burden where possible
• Greater confidence that the College is meeting accreditation and regulatory requirements

5. Who is leading the reform?

The Board has established the Governance Reform Taskforce (GRT) to oversee the reform. The Governance Reform Working Party (GRWP) supports this work by mapping the current system, developing options and helping plan implementation. Together, they are working to deliver a governance model that is clearer, more accountable and more sustainable.

6. How will communication and consultation work?

The College will provide regular, clear and accessible updates about what is changing, why it matters and how people can contribute. Communication will include web updates, newsletters, briefings and other targeted materials. Consultation will focus on areas that are open to feedback, with structured opportunities for members, staff and stakeholders to ask questions, test ideas and provide input. The College will also report back on how feedback has been considered.

7. What stage is the reform currently at?

The project is currently focused on Phase 2, which is centred on communication, targeted consultation and testing of governance design options. This phase will inform refinement of the governance framework before it is presented at the College AGM during Congress in May 2027. Following that milestone, implementation is expected to continue through a staged plan aligned with the Strategic Plan.

8. What principles guide the reform?

• Transparency about progress, rationale and decision points
• Consistency in messaging across the College
• Accessibility for different audiences and contexts
• An evidence-based approach informed by reviews, accreditation findings and feedback
• Clear distinction between what is open to consultation and what is not

9. How will member and stakeholder feedback be used?

Feedback will be used to test proposals, identify practical risks, clarify impacts and improve the final governance design where options are open to change. The College’s approach is to engage purposefully, capture and analyse input, and communicate back on what has been heard and how it has influenced decisions. This is intended to strengthen trust, reduce confusion and support implementation readiness.

10. When will the new governance framework be presented?

A key milestone is presentation of the proposed governance framework at the RANZCP Congress in May 2027. Before then, the College will continue consultation and refinement. Implementation will then proceed in stages, supported by ongoing communication, change management and evaluation.