Mrs Erin Passfield1, Mrs Rachel Brasnett1, Juanine Passfield2
1Mackay Hospital and Health Service, Moranbah, Australia, 2Office of the Chief Allied Health Officer, Herston, Australia
Biography:
Rachel Brasnett is an experienced rural generalist dietitian. With a background in direct patient care and foodservice improvement, she now works virtually, focusing on workforce development, supporting junior staff and allied health assistants, and leading a major quality improvement initiative.
Abstract:
Purpose:
This presentation examines the implementation of the Service-critical Workforce (SCW) Framework in a rural/remote allied health (AH) team delivering services across three public hospitals in Queensland (MM4-6).
Scope:
The SCW Framework helps AH teams assess workforce risks and implement strategies for service sustainability. Over 12 weeks, it was applied to a multi-disciplinary AH team. Workforce and service data, along with team insights, informed a risk assessment of service vulnerabilities and an analysis of critical AH functions. These findings guided the development of an action plan focused on workforce and service continuity.
Issue:
Key service vulnerabilities were found to be turnover, particularly in social work and speech pathology; extended vacancies and recruitment failures; several critical functions performed by a single team member; and a shortage of experienced staff, with entry-level clinicians in advanced roles, prolonging service recovery. Previously, no formal plan existed to manage service delivery during workforce shortages.
Outcomes:
The evolving Action Plan prioritises strategies to address the team-determined and evidence-informed threats to service continuity. Capacity building initiatives to maintain critical service functions are considered, including targeted upskilling, skill sharing and collaborative care. Telehealth and service partnerships are key focus areas, alongside efforts to enhance recruitment success through 'grow-your-own' and attraction approaches. The working group, comprising executives, managers and clinicians, has strengthened communication and fostered shared responsibility for problem-solving key workforce issues.
Application of the SCW Framework has provided a structured, evidence-informed approach to identifying workforce risks and developing targeted strategies to ensure sustainable service delivery into the future.