The allied health interdisciplinary leader project.

Abstract

INTRODUCTION: The Corangamite Health Collaborative consisting of four rural health services and the Corangamite Shire conducted a pilot program for a new senior Allied Health (AH) role. The Allied Health Interdisciplinary Leader (AHIL) to support career pathways and support AH workforce development in the Shire. This Department of Health and Human Services initiative focused on issues for rural AH including professional isolation, clinical governance, and the clinicians’ access to support and mentoring. OBJECTIVE: To pilot an advanced scope of practice interdisciplinary AHIL role that provides leadership in Allied Health workforce support and development. METHODS: Data was collected on staff perceptions of AH in the region, clients’ access to services, and mapping of AH resources and availability. Project evaluation utilized the Victorian Innovation and Reform Impact Assessment Framework and included outcomes related to access to care, safety and quality, client satisfaction, workforce integration, capacity building and optimal use of skills, and workforce satisfaction. RESULTS: The project resulted in improvements in: (i) staff skill and workforce development including: the development of mentoring networks and a service capability framework across the region; (ii) improved communication across services within the community including: coordinated AH forums, email distribution list and directory, marketing in primary care; and (iii) development of an AH governance framework including: uniform policies and protocols across the region. THEME 3 – CONNECT: CONNECTING STAFF IN THE WORKPLACE CONCLUSION: The AHIL Project demonstrated that a coordinated approach to leadership within the Corangamite AH workforce resulted in improved workforce engagement and clinical governance, and set the ground-work for best practice. Additional work is needed to implement the frameworks and continue with key coordination of AH provision. REFERENCES: 1. Boyce R.A. (2014). ‘Allied Health Career Pathways’: an extract from: ‘Allied Health Identity, Governance & Leadership: The What and the Why’ Workshop Series. Retrieved from http://www. rosalieboyce.com.au/ 2. Department of Health and Human Services (2014). Allied Health: Credentialing, Capability, and Competency Framework; and Allied Health: Credentialing, Capability, and Competency Framework – Revised (2017). DHHS, Victoria. Retrieved from https://www2. health.vic.gov.au/health-workforce/allied-health-workforce/ allied-health-ccc-framework 3. Department of Health and Human Services (2017). Health 2040: Advancing health access and care. Retrieved from: https://www2. health.vic.gov.au/about/publications/policiesandguidelines/ Health-2040-advancing-health-access-and-care 4. Safer Care Victoria (June, 2017) Delivering high-quality healthcare – Victorian clinical governance framework. Retrieved from https://www2.health.vic.gov.au/hospitals-andhealth- services/quality-safety-service/clinical-risk-management/ clinical-governance-policy 5. Targeting Zero: Supporting the Victorian hospital system to eliminate avoidable harm and strengthen quality of care. Report of the Review of Hospital Safety and Quality Assurance in Victoria Review of Hospital Safety and Quality Assurance in Victoria, Melbourne: State of Victoria, Department of Health and Human Services; 2016 TRIM D16-36558. Retrieved from https://www. dhhs.vic.gov.au/publications/targeting-zero-review-hospitalsafety- and-quality-assurance-victoria