How well has part-time work on return from maternity leave been accepted in the workplace? Learnings from allied health professional managers in Queensland Health.

ObjectiveThe aim of this study was to explore allied health professional (AHP) managers' implementation of the right to request part-time hours on return from maternity leave in Queensland Health (QH) hospitals.MethodsQualitative data were collected via interviews with AHP managers from a cross-section of professions with variations in workforce size and gender composition. Interviews were audio recorded, transcribed and analysed thematically.ResultsTwenty-one of a potential 40 AHP managers agreed to participate in the study (response rate 53%). The main finding was that the implementation of part-time work arrangements was being driven by regulation and work was being managed without complementary changes to established workplace practices or adequate organisational support.ConclusionThe use of regulatory instruments to implement part-time work in organisations without complementary work redesign, change management and organisational support suggests that there are significant barriers to this type of flexible working arrangement (FWA) becoming accepted workplace practice for AHPs in QH. A whole-of-organisation approach is needed to make FWA a reality.What is known about the topic?Research has underlined the importance of implementation and management rather than simply the adoption of FWA policies. However, there have been few reports about AHP management of part-time hours on return from maternity leave.What does this paper add?This paper provides information specifically about the management response to part-time work entitlements for AHP in QH. It indicates that managers are implementing part-time work because it is a regulatory requirement, but often without a substantive commitment to FWA complementary redesign of services or sufficient organisational support.What are the implications for practitioners?Complementary work redesign measures and resources are needed to make workplaces genuinely flexible rather than just superficially consistent with regulatory requirements.

Allied health professionals in Queensland Health returning to work after maternity leave: hours of work and duration of time on part-time hours.

Objective The aim of this study was to provide a detailed description of the flexible working arrangements (FWA) used by allied health professionals (AHP) on return from maternity leave. This is a crucial issue for staff management practices in a changing regulatory context. Methods A retrospective convenience sample of AHP employed by Queensland Health (QH) in 2006, using deidentified payroll data, was analysed descriptively to determine employment status on return from maternity leave in 2006 to December 2014. A qualitative study that surveyed managers of AHP departments was subsequently undertaken to complement the data from the payroll study. Twelve managers, across six allied health professions in three hospitals in south-east Queensland were surveyed for this component. Results The payroll study included 169 employees (138 full-time equivalent (FTE)), 61 of whom resigned over the study period. Of those who returned to work after the 2006 maternity event (n=152), 92% (n=140) initially returned part-time. At 31 December 2014, of the 108 staff working for QH, 77% (n=83) were part-time. In total, 75.4 FTE positions were released over the 8-year period through reduced working hours and resignations. The perceptions of surveyed managers were consistent with the data from the payroll study. Conclusion The study showed that most AHPs who took maternity leave returned to work part-time and remained part-time for an extended period. The data suggest that managers could permanently backfill a proportion of hours released due to FWA after maternity leave without major budgetary risk due to the need to accommodate existing employees' entitlements. However, this would require a significant policy change. What is known about this topic? Current research on this topic has concentrated on the benefits of paid maternity leave, timing of return to work and use of FWA by employees on return to work after maternity leave. What does this paper add? This paper presents the first comprehensive data on patterns of return to work and part-time hours following maternity leave for AHP employees. Access to a unique payroll dataset provided the opportunity to describe this for a cohort of AHP employees over a period of 8 years following a maternity event. A survey of AHP managers' experience with maternity leave and return to work arrangements supported the findings, underlining the associated difficulties with staff management. What are the implications for practitioners? The hours released through resignations or reduced hours over this period of study suggest that management could backfill a proportion of released hours permanently, or at least offer temporary staff longer-term contracts, once an employee returns from maternity leave on reduced hours.

Compression garment service model: Facilitating access to compression garments through workforce and service redesign.

PROBLEM: Patients in Queensland have had difficulty in accessing lymphoedema services, particularly in rural and remote locations. DESIGN: The aim was to trial and evaluate a compression garment service model, to provide care for patients with lymphoedema closer to their homes. The service model trialled compression garment, selection, fitting and monitoring services for stabilised malignancy-related lymphoedema undertaken by generalist therapists. SETTING: Ten Hospital and Health Services in the Queensland public sector. KEY MEASURES FOR IMPROVEMENTS: The patients would have access to safe, quality services closer to their homes. STRATEGIES FOR CHANGE: The generalists were supported by telehealth coaching and supervision by lymphoedema therapists, an education program, resources and governance processes. EFFECTS OF CHANGE: Compression garment selection, fitting and monitoring by generalists (physiotherapists and occupational therapists without Level 1 Lymphoedema training), as defined in the service model, was safe, effective and evaluated positively by patients and health professionals. There was increased access to compression garment services provided by generalist therapists in rural and remote locations. LESSONS LEARNED: The service model implemented has the capacity to address workforce and service provision issues. It provides resources, education and training for clinicians to improve access to the provision of compression garment services.

Realist evaluation of allied health management in Queensland: what works, in which contexts and why.

Objective Allied health structures and leadership positions vary throughout Australia and New Zealand in their design and implementation. It is not clear which organisational factors support allied health leaders and professionals to enhance clinical outcomes. The aim of this project was to identify key organisational contexts and corresponding mechanisms that influenced effective outcomes for allied health professionals. Methods A qualitative realist evaluation was chosen to describe key aspects of allied health organisational structures, identify positive outcomes and describe how context and processes are operationalised to influence outcomes for the allied health workforce and the populations they serve. Results A purposive sample of nine allied health leaders, five executives and 49 allied health professionals were interviewed individually and in focus groups, representing nine Queensland Health services. Marked differences exist in the title and focus of senior allied health leaders' roles. The use of a qualitative realist evaluation methodology enabled identification of the mechanisms that work to achieve effective and efficient outcomes, within specific contexts. Conclusions The initial middle range theory of allied health organisational structures in Queensland was supported and extended to better understand which contexts were important and which key mechanisms were activated to achieve effective outcomes. Executive allied health leadership roles enable allied health leaders to use their influence in organisational planning and decision-making to ensure allied health professionals deliver successful patient care services. Professional governance systems embed the management and support of the clinical workforce most efficiently within professional disciplines. With consistent data management systems, allied health professional staff can be integrated within clinical teams that provide high-quality care. Interprofessional learning opportunities can enhance collaborative teamwork and, when allied health professionals are supported to understand and use research, they can deliver positive patient and business outcomes for the health service. What is known about the topic? A collective allied health organisational structure encourages engagement of allied health professionals within healthcare organisations. Organisational structures commonly include management and leadership strategies and service delivery models. Allied health leaders in Queensland work across a range of senior management levels to ensure adequate resources for sufficient suitably skilled professional staff to meet patient needs. What does this paper add? Literature to date has described how allied health professionals operate within organisational structures. This paper examines key aspects of allied health management, governance and leadership, together with mechanisms that support allied health professionals to deliver effective clinical and business outcomes for their local community. What are the implications for practitioners? Health service executives and allied health leaders should consider supporting executive allied health leadership roles to influence strategic planning and decision-making, as well as to deliver outcomes that are important to the health service. When allied health leaders implement integrated professional and operational governance systems, executives described allied health professionals as influential in supporting team-based models of care that add value to the business and improve outcomes for patients. When allied health leaders use consistent data management, executives reinforced the benefit of aligning activity data with financial costs to monitor, recognise and reimburse appropriate clinical interventions for patients. When allied health leaders support allied health workforce capability through educational and research opportunities, clinicians can use research to inform their clinical practice.

Allied health research positions: a qualitative evaluation of their impact.

BACKGROUND: Research positions embedded within healthcare settings have been identified as an enabler to allied health professional (AHP) research capacity; however, there is currently limited research formally evaluating their impact. In 2008, a Health Practitioner industrial agreement funded a research capacity building initiative within Queensland Health, Australia, which included 15 new allied health research positions. The present project used a qualitative and realist approach to explore the impact of these research positions, as well as the mechanisms which facilitated or hindered their success within their respective organisations. METHODS: Forty-four AHP employees from six governmental health services in Queensland, Australia, participated in the study. Individual interviews were undertaken, with individuals in research positions (n = 8) and their reporting line managers (n = 8). Four stakeholder focus groups were also conducted with clinicians, team leaders and professional heads who had engaged with the research positions. RESULTS: Nine key outcomes of the research positions were identified across individual, team/service and organisational/community levels. These outcomes included clinician skill development, increased research activity, clinical and service changes, increased research outputs and collaborations, enhanced research and workplace culture, improved profile of allied health, development of research infrastructure, and professional development of individuals in the research positions. Different mechanisms that influenced these outcomes were identified. These mechanisms were grouped by those related to the (1) research position itself, (2) organisational factors and (3) implementation factors. CONCLUSIONS: The present findings highlight the potential value of the research positions for individuals, teams and clinical services across different governmental healthcare services, and demonstrate the impact of the roles on building the internal and external profile of allied health. Results build upon the emerging evidence base for allied health research positions and have important implications for a number of stakeholders (i.e. individuals in the research positions, AHPs and their managers, university partners and state-wide executives). Key recommendations are provided for all stakeholders to enhance the ongoing impact of these roles and the potential advocacy for additional positions and resources to support them.

The Queensland Health Ministerial Taskforce on health practitioners' expanded scope of practice: consultation findings.

OBJECTIVE: Queensland Health established a Ministerial Taskforce to consult on and make recommendations for the expansion of the scope ofpractice of allied health roles. This paper describes the findings from the stakeholder consultation. METHODS: The Ministerial Taskforce was chaired by the Assistant Minister for Health and included high-level representation from allied health, nursing, medicine, unions, consumers and universities. Widespread engagement was undertaken with stakeholders representing staff from a wide cross-section of health service provision, training and unions. Participants also tendered evidence of models incorporating full-scope and extended scope tasks undertaken by allied health professionals. RESULTS: The consultation incorporated 444 written submissions and verbal feedback from over 200 participants. The findings suggest that full scope of practice is often restricted within the Queensland public health system, resulting in underuse of allied health capacity and workforce inefficiencies. However, numerous opportunities exist to enhance patient care by extending current roles, including prescribing and administering medications, requesting investigations, conducting procedures and reporting results. The support needed to realise these opportunities includes: designing patient-centred models of service delivery (including better hours of operation and delegation to support staff); leadership and culture change; funding incentives; appropriate education and training; and clarifying responsibility, accountability and liability for outcomes. The taskforce developed a series of recommendations and an implementation strategy to operationalise the changes. CONCLUSIONS: The Ministerial Taskforce was an effective and efficient process for capturing broad-based engagement for workforce change while ensuring high-level support and involving potential adversaries in the decision-mking processes. What is known about the topic? Anecdotal evidence exists to suggest that allied health professionals do not work to their full scope of practice and there is potential to enhance health service efficiencies by ensuring practitioners are supported to work to their full scope of practice. What does this paper add? This paper presents the findings from a large-scale consultation, endorsed by the highest level of state government, that reinforces the perceptions that allied health professionals do not work to full scope of practice, identifies several barriers to working to full scope and extended scope of practice, and opportunities for workforce efficiencies arising from expanding scope of practice. The top-down engagement process should expedite the implementation of workforce change. What are the implications for practitioners? High-level engagement and support is an effective and efficient way to broker change and overcome intraprofessional barriers to workforce change policies. However, practitioners are often prevented from expanding their roles through an implied need to 'ask for permission', when, in fact, the only barriers to extending their role are culture and historical practice.

Pre-entry student clinical placement demand: can it be met?

OBJECTIVES: The Clinical Education Workload Management Initiative (the Initiative) is a unique, multiprofessional, jurisdiction-wide approach and reform process enshrined within an industrial agreement. The Initiative enabled significant investment in allied health clinical education across Queensland public health services to address the workload associated with providing pre-entry clinical placements. This paper describes the outcomes of a quality review activity to measure the impact of the Initiative on placement capacity and workload management for five allied health professions. Data related to several key factors impacting on placement supply and demand in addition to qualitative perspectives from workforce surveys are reported. METHODS: Data from a range of quality review actions including collated placement activity data, and workforce and student cohort statistics were appraised. Stakeholder perspectives reported in surveys were analysed for emerging themes. RESULTS: Placement offers showed an upward trend in the context of increased university program and student numbers and in contrast with a downward trend in full-time equivalent (FTE) staffnumbers. Initiative-funded positions were identified as a major factor in individual practitioners taking more students, and staff and managers valued the Initiative-funded positions' support before and during placements, in the coordination of placements, and in building partnerships with universities. CONCLUSIONS: The Initiative enabled a co-ordinated response to meeting placement demand and enhanced collaborations between the health and education sectors. Sustaining pre-entry student placement provision remains a challenge for the future.

Profiling the allied health staffing of Queensland Health inpatient general rehabilitation units.

OBJECTIVE: The purpose of this paper was to profile staffing levels for allied health (AH) professional and support staff in Queensland Health inpatient general rehabilitation services (at a given point-in-time) and compare them against established profession-specific standards and guidelines in order to provide a reference for future workforce planning for these services. METHODS: A statewide analysis of AH staffing in Queensland Health inpatient general rehabilitation services was undertaken during June-August 2011. Reported full-time equivalent positions (FTE) were compared to several established national and international benchmarks. Patient activity data was used to calculate the average length of stay (ALOS) and Functional Independence Measure (FIM) scores on admission. RESULTS: Sixteen facilities reported 202 FTE for a total of 466 general rehabilitation beds, with a resultant average workforce ratio of 0.43 FTE/bed. While several professional groups within specific services met established benchmarks, the majority failed to reach recommended staffing ratios. More than half the workforce (53%) was entry-level or consolidating clinicians. The FTE/bed ratios were compared against both patient ALOS and FIM scores on admission and showed a poor correlation. CONCLUSION: Across all included services statewide, there was significant variance in AH staffing levels and diversity in skill mix for inpatient general rehabilitation services.

Pilot implementation of allied health assistant roles within publicly funded health services in Queensland, Australia: results of a workplace audit.

BACKGROUND: Allied health assistants provide delegated support for physical therapists, occupational therapists and other allied health professionals. Unfortunately the role statements, scope of practice and career pathways of these assistant positions are often unclear. To inform the future development of the allied health assistant workforce, a state-wide pilot project was implemented and audited. METHODS: New allied health assistant positions were implemented in numerous settings at three levels (trainee level, full (standard) scope and advanced scope level). Six months after implementation, 41 positions were audited, using a detailed on-site audit process, conducted by multiple audit teams. RESULTS: Thematically analysed audit findings indicated that both the full (standard) scope and the advanced scope positions were warranted, however the skills of the allied health assistants were not optimally utilised. Contributing factors to this underutilization included the reluctance of professionals to delegate clinical tasks, inconsistencies in role descriptions, limitations in training, and the time frame taken to reach an effective skill level. CONCLUSIONS: Optimal utilisation of assistants is unlikely to occur while professionals withhold delegation of tasks related to direct patient care. Formal clinical supervision arrangements and training plans should be established in order to address the concerns of professionals and accelerate full utilisation of assistants. Further work is necessary to identify the key components and distinguish key features of an advanced allied health assistant role.

Workforce profile for allied health professions in Queensland Public Health cancer care services with linear accelerators.

PURPOSE: This article profiles staffing levels for all allied health professionals in Queensland Public Health cancer care services to determine whether linear accelerator hours per clinical day are a potentially useful predictor of workforce requirements. Currently, radiation therapists and radiation oncology medical physicists have developed professional guidelines for calculating staffing full-time equivalents (FTEs) related to linear accelerator hours per clinical day. METHODS: Queensland Public Health service managers were surveyed using a self-reported standardized data collection tool, requesting the FTE allied health staff provided for a number of services, including cancer care. Linear accelerator hours per clinical day were also collected. A linear regression model was employed to determine the relationship with the allied health workforce FTEs at linear accelerator sites. RESULTS: High correlations existed between linear accelerator hours per clinical day and radiation therapists (0.99), radiation oncology medical physicists (0.95), pharmacy services (pharmacists and assistants combined; 0.91), and rehabilitation allied health staff (> 0.95). A linear regression model was employed to determine the allied health pharmacy service and rehabilitation workforce FTEs. CONCLUSION: In the four Queensland Public Health cancer care services with linear accelerators, radiation therapists, radiation oncology medical physicists, pharmacy services, and rehabilitation allied health staff, cancer care staff are highly correlated with linear accelerator hours per clinical day. The findings support identifying and establishing alternative denominators for allied health workforce requirements in cancer care beyond those of expert knowledge, opinion, and consensus.

An approach to building research capacity for health practitioners in a public health environment: an organisational perspective.

A unique opportunity to engage in research capacity-building strategies for health practitioners arose within public sector health services during the negotiations for an industrial agreement. A research capacity-building initiative for health practitioners that is allied health, oral health and scientist practitioners was funded and the components of this initiative are described. The initiative was implemented using a research capacity-building framework developed from a review of the literature and stakeholder consultations. The framework included leadership and governance, support to researchers and translation of evidence into practice and was contextualised to public health environments. There were several phases of implementation. An evaluation of the preliminary phase of establishing research positions and research activity was conducted and several successes of the capacity-building strategies were identified. These successes (e.g. solid partnerships with universities) are discussed, as are future concerns, such as sustainability of the initiative in a tighter fiscal context.

Defining the role and scope of practice of allied health assistants within Queensland public health services.

BACKGROUND: The uptake and utilisation of allied health assistants as professional support staff has been variable across disciplines and jurisdictions. Although they are potentially very important in the current health workforce context, there is little agreement on their roles or the most suitable methods to define these roles. METHOD: Based on a review of literature, existing role descriptions and focus groups, a Delphi survey process was undertaken. This process comprising three rounds of discussion and clarification via email, with between 107 and 188 participants, was undertaken to define and establish consensus on allied health assistant roles at three levels. RESULTS: Three cycles of editing, qualitative feedback and rating of agreement with statements resulted in substantial clarification of roles and a meaningful degree of consensus regarding the role and scope of such positions. High levels of agreement were not reached for more high-level or contested clinical tasks. CONCLUSIONS: The Delphi process resulted in key tasks and roles being defined and contentious aspects clearly identified. The process facilitated engagement with workforce members most closely affected by these questions. It was a useful means of drawing together the opinions of the workforce and informing implementation trials to follow.