Transforming Allied Health

In 1995, the Division of Allied Health at the Women’s and Children’s Hospital Adelaide (WCH) began a process of critical review of its service delivery models and organisational structure in order better to meet the vision and values of the WCH and the needs of consumers. This paper describes the change management process. Barriers to and facilitators of change are highlighted. The outcomes of the change process are described, including the new multidisciplinary team and program-based organisational structure and culture. Historical context Tross and Cavanagh (1996) noted that health care organisations contemplate a critical choice: innovate and change, or run the risk of being replaced by organisations that do. The Division of Allied Health (AH) at the WCH was issued a challenge by the Hospital’s Executive in late 1995. This challenge was to officially review its service delivery models and organisational structure in order that it might better meet the vision and values of the WCH and the needs of AH consumers. The Division was formed in 1992. Its structure at that time was traditional: six departments based on the six professions of Occupational Therapy, Orthotics, Pharmacy, Physiotherapy, Social Work and Speech Pathology. In 1993 external consultants for the hospital undertook an organisational structure design study. One principl