Transitioning from a dispersed to an integrated model of allied health service delivery within the acute and subacute setting of a large multi-site healthcare organisation in Australia.
Gemma Turato1, Florin Oprescu2, John Whiteoak2 1Sunshine Coast Hospital And Health Service, Birtinya, Queensland, Australia2University of the Sunshine Coast, Sippy Downs, Queensland, Australia
Abstract
This study aims to evaluate the outcomes of a re-structure of allied health acute and subacute services from a unit dispersement model of service delivery to an integrated model of service delivery.
A survey was distributed at 6 months and again at 15 months post re-structure to collect both quantitative and qualitative data about the effect of the new structure. A total of 125 allied health employees completed the survey at 6 months and 127 allied health employees at 15 months. The findings from an annual government employee opinion survey were also analysed to further determine the impact of the new structure.
The results demonstrated within the acute and subacute setting that an integrated allied health structure with single points of accountability was superior to a unit dispersement structure. The improvements included better efficiencies, governance and cost savings gained by having the budget and professional management aligned. This resulted in improved workforce planning and flexibility that delivered clinically prioritised patient care. Further benefits included improved opportunities for career development and increased transparency and equity within professions, all of which improved wellbeing and morale. However, the findings determined that when implementing an integrated allied health structure in this sector of the workforce competent managers, supportive systems and adequate resourcing to implement the change is highly recommended.
Few studies have published on the practical experiences and outcomes of transitioning from a dispersed to an integrated allied health structure, which is important research given many healthcare environments often consider re-structuring to improve efficiencies.
Biography
Dr Gemma Turato is employed as the Executive Director Allied Health at Sunshine Coast Hospital and Health Service. She has been employed in this particular health service for 17 years and held the Executive role since transitioning to tertiary level services in 2017. Gemma started her PhD in 2016 and completed this part-time over 6 years, graduating in April 2022. The title of her PhD: “Using Systems Theory to Identify the Components of an Evidence-based Framework for Allied Health Leadership Development” exposed the importance of structuring allied health services in a way that provided a platform to have a voice.