Turning Clinical Specialists into Allied Health Officers: Outcomes of Change Management

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Turning Clinical Specialists into Allied Health
OfficersOutcomes of Change Management

• Paul Ciccarelli
• Research Development Manager
• Therapy Focus, Inc.

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• THERAPY FOCUS
• A community service organisation that provides
• Therapy
• Training
• Products
• Expert Opinion
• Professional Consultancy
• http//www.therapyfocus.org.au

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• If the pace of change inside your organisation is
  slower than the pace of change outside it, then
  the end is near.

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• TWO KEY PRINCIPLES
• AWARENESS
• Where are we now?
• Where do we want to be?
• ALIGNMENT
• We need to change behaviours, systems and
  attitudes until they are in alignment with what
  we want.
• Work with what works, and learn from what
  doesnt.

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• CHANGE WHO OR WHAT
• Change ourselves
• Learn new skills
• Act in new ways
• Change our point of view
• Change others
• Encourage others to try new things
• Set an example
• Coach or teach people

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• SO WHAT DO WE KNOW
• ABOUT CHANGE?
• Change is the norm not the exception we cant
  stand still.
• Change is often painful.
• Back to normal is not possible, and it is
  difficult to shed behaviours that have been
  successful in the past.
• The best time to change is before we have to, or
  are made to.

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• EFFECTIVE CHANGE LEADERSHIP/FACILITATION
• Five Key Practices
• Challenge the existing process
• Inspire a shared vision
• Enable others to act
• Model the way
• Encourage the heart

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OUTCOMES OF THE PROCESS

• Allied Health Officers (AHOs) are accepted as an
  integral part of the organisation.
• AHOs have work plans aligned to the
  organisations strategic plan.
• AHOs now participate in probationary reviews and
  performance management.
• AHOs are developing a clinical competency
  framework.

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CHALLENGES

• How will the AHOs maintain their clinical skills?
• How can AHOs facilitate the on-going learning of
  clinical staff, without staff becoming reliant on
  the AHOs for that learning?

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• THANK YOU