In Conversation with Australia's Surgeon General, Rear Admiral Sonya Bennett

Hospital + Healthcare speaks with Rear Admiral Sonya Bennett, Surgeon General and Commander of Joint Health for the Australian Defence Force — 19 months into the role, we learn the healthcare ethos and strategies of someone who is widely regarded as one of the most influential authorities in health.

Having already led the country through COVID-19, as Chair of the Communicable Disease Network Australia, Rear Admiral Sonya Bennett is now immersed in tasks like preparing Defence and Australia’s health system for the prospect of crisis or conflict.

It is a challenge many would baulk at, but one Bennett takes in her stride, having spent most of her career wilfully outside of her comfort zone.

The former Commonwealth Deputy Chief Medical Officer has held a range of prestigious roles, in both military and civilian spheres — but says her time with Defence has been particularly formative.

“I am used to always being a little uncomfortable and challenged,” she said. “In my early career in Defence, it was normal to change roles every 2–3 years, and it sets you up for success, because you are always adapting to new accountabilities.”

That said, Bennett’s role as Commander of Joint Health — in which she oversees the Defence Force’s entire health network — has not been without challenges.

While smaller in scale than the national and state/territory health systems she has previously worked in, the structure, breadth — and stakes — are the same, she says.

“Essentially, it’s a microcosm of the broader health system, with primary care, preventive health, allied health, mental health, dental, and tertiary care services — all to support our personnel.

“Then on top of that, we have to think about what deployable health capability is required for the future and how we continue to optimise that capability.

“It’s a significant task, especially in light of the current geopolitical uncertainty,” she added.

Indeed, the Defence Strategic Review, published just before Bennett’s appointment, called for the incoming Commander to be adequately resourced to provide sustained health care, and support to operations.

“Translated, that really means that we are actively planning and preparing for what health capability is required to support the Force, including network arrangements with the national health system and partners, should we find ourselves in conflict,” she explained.

Focus on integration

Bennett — who has been in the role for 19 months — said her strategy around this is likely to be transformative.

Currently, she is focused on integrating the “many moving parts” of the health network.

“We are, for the first time, describing what the Defence Health System looks like in its entirety, and figuring out where there is value in an integrated system.

“We are trying to ensure teams are co-ordinated as a unified whole, where it makes sense, as well as connecting with the civilian health network, partners and allies. So there is a lot of thinking and effort going on around how this will work,” she said.

While the wheels are still in motion, and the roadmap yet to be ironed out, Bennett is confident that other components to make it possible are there.

“We are rolling out a new electronic health records system in Garrison soon, and will then pivot and optimise it to make sure it works in a deployable space,” she said.

“We also have a Joint project underway which is modernising the matériel Deployable Health Capability, making it modular and scalable.”

Solid assurance mechanisms

As well as preparing for possible conflict, Bennett is contributing to the nation’s response to the Royal Commission (RC) into Defence and Veteran Suicide, having already taken the stand at the proceedings in 2024.

In line with the RC’s recommendations, she recently commissioned an internal review of clinical governance — a move that will have positive, knock-on effects for the broader system.

“This is to assure me, as Surgeon General, that we are doing everything we need to be doing to ensure safe and quality health care.”

To further raise standards, Bennett’s team is keeping abreast with research, and leveraging connections with colleagues and industry peers.

“Our job is really to understand the latest evidence and make sure that we’re implementing that in the Force. This approach has already informed us in revising protocols for responding to suicidal crisis,” she said.

Mindset shift

With such significant tasks ahead, Bennett said managing the sheer volume of work is one of her greatest challenges.

To maintain morale in her already “conscientious” team, she encourages the celebration of small wins.

“I say to my direct reports, sometimes we have to actively think about what it is we need to accomplish every day — and sometimes it’s a matter of deciding what you won’t be able to do that day and being comfortable with it.

“As long as you can provide your rationale, and you’re coming from a place of accountability and always striving for the best outcomes, then it’s often the best way to go,” she concluded.

*Amy Sarcevic is a freelance science and technical writer who regularly writes for Hospital + Healthcare. She has an academic background in psychology.