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November 2013 1
ESTABLISHMENT OF A CENTRAL ADELAIDE LOCAL HEALTH
NETWORK ALLIED HEALTH LEADERSHIP
STRUCTURE
CENTRAL ADELAIDE LOCAL HEALTH NETWORK November 2013
November 2013 2
1.0 INTRODUCTION Central Adelaide Local Health Network (CALHN) was established in July 2011. In keeping with the aim of greater involvement and leadership by clinicians, six clinical directorates were formed - Cancer, Critical Care, Surgery, Medicine, and Renal with Mental Health and Dental being added more recently. Each of these clinical directorates is developing a multiple sites model with appropriate governance and structures as outlined in Single Service, Multiple Sites Strategy (2012). The establishment of the Allied Health Directorate will consolidate existing Central Adelaide allied health departmental and teams structures into a single support directorate which will operate across all clinical directorates and strongly support clinical team development within the clinical directorates. For all allied health staff, the Allied Health Directorate will provide an essential professional link into the highest levels of the organisation. The leadership structure outlined in this document provides:
opportunities to develop allied health leadership across all levels of the organisation
opportunities for staff to move seamlessly across sites and services
clear professional leadership to ensure supervision arrangements are in place
a starting point for multidisciplinary team development, consistent with the clinical directorates.
Once the leadership changes have been enacted, consideration and consultation will occur to determine the make-up of clinical teams. This will create an allied health team structure that has strong links with the clinical directorates further enabling patient focussed, team based care. It is anticipated that this will occur throughout 2014. Significant work on allied health leadership structures was commenced during 2010-11 and this work has been re-examined and tested with current leaders in allied health, medicine, nursing and administration to inform this proposal. Critical consideration has been given to the clinical directorate structures and nursing leadership structures to provide points of intersection across the multi-disciplinary team. The future of health care delivery will be increasingly interprofessional and allied health must be in a position to participate and lead these teams.
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2.0 KEY POINTS 2.1 The Central Adelaide Allied Health Directorate will operate as a single Central Adelaide
clinical service with an Executive Director Allied Health reporting to the Chief Executive Officer Central Adelaide.
2.2 The Executive Director will have professional accountability for all allied health (AHP classified) staff for professional matters such as credentialing, scope of practice, supervision.
2.3 The Executive Director will have operational accountability for Allied Health staff
contained within acute and sub-acute allied health discipline departments, and a range of other team-based care settings.
2.4 Allied health staff based in the Mental Health Directorate will have a professional reporting line via relevant Principle Leads into the Allied Health Directorate.
2.5 A Director of Allied Health Reform position will be created, reporting directly to the Executive Director Allied Health to provide leadership on key reform initiatives across Central Adelaide. The initial focus of this position will be within the Complex Medical Stream of the Medical Directorate, an area rich in allied health staff and undergoing a series of rapid reforms.
2.6 The Director of Allied Health Reform will also provide additional management capacity for the Reform and Quality functions within the allied health directorate. The Director Allied Health Reform will have operational and professional accountability for staffing and budgets delegated from the Executive Director Allied Health.
2.7 Single Discipline Directors positions will be created for the larger allied health disciplines across Central Adelaide. These will operate across the acute sites (RAH and TQEH), subacute areas and rehabilitation (HRC & SMRH) with professional links into Primary Health Care and Mental Health. Discipline Directors will have operational and professional accountability for staffing and budgets delegated from the Executive Director Allied Health.
2.8 The Executive Director, Director of Allied Health Reform, Discipline Directors and business support team will form the Executive Management Team (EMT) for the Allied Health Directorate.
2.9 The Executive Management Team will be supported by an Allied Health Clinical Cabinet. This will be the key advisory forum for the Allied Health Directorate.
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2.10 Existing positions which support professional functions such as research, quality improvement, data and information management will be centralised within the Allied Health Directorate and will report to the Director Allied Health Reform. A position of Principal Allied Health Consultant will be created reporting to the Director Allied Health Reform, to coordinate professional workforce issues across all allied health disciplines in Central Adelaide.
2.11 The clinical team structures and other operational arrangements for the Allied Health Directorate will be formulated once the Discipline Directors are in place. There are a number of interdependencies with the Clinical Directorate that will inform this work.
2.12 Professional reporting lines will be negotiated with other significant groups of AHP classified staff, notably the Medical Radiations group and the Perfusionists.
2.13 The Aboriginal and Torres Strait Islander Health Services based in the acute hospitals are a portfolio responsibility of the Executive Director Allied Health. It is proposed that these services are consolidated across sites and report as a single service via the Manager Aboriginal Liaison to the Central Adelaide Director Social Work.
2.14 The Wellness Centre, based at the Royal Adelaide Hospital, is a portfolio responsibility of the Executive Director Allied Health and will have an important role in promoting the Arts in Health agenda in the new Royal Adelaide Hospital. The Manager of the Wellness Centre will maintain a direct report to the Executive Director Allied Health for six months at which stage the management will be provided by the Central Adelaide Director Occupational Therapy.
2.15 Hospital Chaplaincy will transition under the management of the Executive Director Allied Health with reporting lines to be confirmed following further consultation.
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3.0 PROPOSED STRUCTURE – ALLIED HEALTH DIRECTORATE An Allied Health Directorate will be created which will have oversight of:
clinical governance, safety and quality
education & professional development
workforce & service redesign
research
clinical data, outcomes & information to inform performance The Allied Health Directorate will play an important role in linking planning, strategy and performance to the operational delivery of Allied Health services in the Clinical Directorates in Central Adelaide. It is anticipated that the proposed Allied Health Directorate structure will provide:
Improved patient focus of allied health services and enable patient flow between acute, primary care and mental health services.
Greater opportunities for staff to work across the continuum of care from primary care to the highest level of acuity.
Assurance of professional quality and practice consistency within and between disciplines, sites and services.
Local management for each discipline group for operational and professional supervision
Clear lines of operational and professional management for clinical staff to allow flexibility and efficiency between sites, disciplines and Clinical Directorates
Clear allied health advice into the Clinical Directorates and efficient and effective deployment of allied health staff into Clinical Directorates within the disciplinary structure
Transparent financial and staffing processes tied to the activity within Central Adelaide The following existing positions will now report to the Executive Director Allied Health and have a remit across the disciplines and the network:
Allied Health Quality Position at HRC
Physiotherapy Research Coordinator RAH & Research Coordinator BIRS
Clinical Information Management Team A new position will be created, Principal Consultant Allied Health Workforce to lead on workforce issues for allied health including clinical education, graduate recruitment and retention, workforce redesign, continuing professional development. Existing Allied Health Director positions at Hampstead Rehabilitation Centre and The Queen Elizabeth Hospital will be abolished and replaced by a single Director Allied Health Reform. This position will provide leadership on specific change and reform initiatives relevant to allied health with an initial focus on the Medical Directorate, specifically the Complex Medical Stream.
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Executive Director Allied Health
Director Allied Health Reform
Manager Business Operations
Assistant Business Officer
Administrative Officer/EA
Allied Health Business Support
Director Social Work
Senior Manager Social Work
Manager Social Work
Director Occupational
Therapy
Senior Manager Occupational
Therapy
Manager Occupational
Therapy
Manager Wellness Centre
Director Speech
Pathology and Audiology
Managers Speech Pathology
Manager Audiology
Director Dietetics and
Nutrition
Managers Dietetics and
Nutrition
Director Psychology
Manager Clinical Psychology
Clinical Manager Neuropsychology
State-wide Manager
Orthotics & Prosthetics
Manager Orthotics and Prosthetics
Team, Leader Orthotics and
Prosthetics
Allied Health Departments
Chief Executive OfficerCentral Adelaide LHN
Allied Health Research Coordinator
Allied Health Quality Manager
Principal Consultant Allied Health Workforce Allied Health Clinical
Information Manager Data Officer
Director Podiatry
Manager Podiatry
Other Professional
Reports
Director Radiotherapy
Perfusion
Manager Aboriginal Health
Services
Allied Health Safety Quality Risk Manage Cood
Clinical Reform and Quality
Director Physio and Exercise
Therapies
Senior Manager Physiotherapy
Manager Exercise Physiology
Manager, Clinical Support
Manager Physiotherapy
Professional Leads Mental
Health & Primary Health
Professional Leads Mental Health Health
Professional Leads Mental
Health
[VH1]
Allied Health Leadership Structure
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4.0 SCOPE 4.1 In scope services for professional and operational restructure are considered to be:
Professional departments for the following professions: o Physiotherapy o Occupational Therapy o Social Work o Dietetics and Nutrition o Speech Pathology o Orthotics and Prosthetics o Podiatry o Audiology o Clinical Psychology o Neuropsychology o Exercise Physiology
4.2 Staff employed pursuant to the AHP, OPS, ASO, TGO, WHA, PO classification streams within the Allied Health departments of the Royal Adelaide Hospital, the Queen Elizabeth Hospital, St Margaret’s Rehabilitation Hospital and Hampstead Rehabilitation Centre (including Centre for Active Ageing and Brain Injury Rehabilitation Service).
4.3 Staff employed pursuant to the AHP, OPS and ASO classification streams within the
following team-based units: o Brain Injury Rehabilitation Service (BIRU and BIRCH) o Spinal Outreach Rehabilitation Team o Day Rehabilitation Centre o Diabetes Centre o RAH Wellness Centre o PE & Recreational Therapists o Pregnancy Advisory Centre o Palliative Care o Ageing & Falls
4.4 A range of other services and teams will report professionally via the Allied Health
Directorate to the Executive Director Allied Health. These arrangements will be reviewed 12 months following implementation to determine whether further alignment is required. In-scope services for review of professional reporting lines are: 4.4.1 Primary Health Care:
o Paediatric Speech Pathology o Street to Home o Migrant Health Service o Sefton/Port Adelaide o Aboriginal Health
4.4.2 Medical Radiation staff employed as AHPs 4.4.3 Perfusion Staff employed as AHPs 4.4.4 Mental Health Services Central Adelaide– Mental Health has a well-established
operational and professional matrix in place which ensures both professional and operational accountability. Principle Discipline Leads in Mental Health for
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Social Work, Occupational Therapy and Clinical Psychology will report into relevant Discipline Directors in Central Adelaide Local Health Network. Appropriate professional reporting lines will be negotiated for smaller disciplines within Mental Health Services.
4.4.5 Out of scope are State-wide Clinical Support Services
5.0 KEY ROLES 5.1 Executive Director Allied Health The Executive Director Allied Health provides professional advice on Allied Health to
the Chief Executive Officer, Central Adelaide Local Health Network. The Executive Director Allied Health is accountable for Allied Health standards, ethics and education and for the planning, development and maintenance of systems to support the clinical and professional practice of all allied health staff employed within Central Adelaide Local Health Network.
The Executive Director Allied Health assumes responsibility for the overall management of the Allied Health Directorate and, via the Discipline Directors, for the provision of services to the Clinical Directorates. The Executive Director Allied Health provides allied health representation on Strategic Executive and Operational Executive Committees.
5.2 Director Allied Health Reform
The Director Allied Health Reform will report to the Executive Director Allied Health and provide management direction to the Department of Allied Health Quality and Reform. The other key function of this position is to provide additional leadership, change and reform capacity for the allied health directorate in addressing key reform challenges across Central Adelaide. The initial focus will be within the Medical Directorate with particular attention on the Complex Medical Stream where significant numbers of allied health staff deliver services to subacute and rehabilitation patients. It will play a role in translating strategy into operational planning in conjunction with the Executive Director Allied Health and the Discipline Directors.
5.3 Discipline Directors The Discipline Directors have overall responsibility and accountability for supporting governance and planning of their discipline group. Discipline Directors will be established for each profession where complexity and scope justifies this position. The following positions are proposed:
Central Adelaide Director of Social Work
Central Adelaide Director of Occupational Therapy
Central Adelaide Director of Physio and Exercise Therapies
Central Adelaide Director of Dietetics and Nutrition
Central Adelaide Director of Speech Pathology and Audiology
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Central Adelaide Director of Podiatry
Central Adelaide Director of Psychology (Clinical and Neurology)
State-wide Director of Orthotics and Prosthetics [appointed] Detailed organisational charts can be seen in Appendix 1.
Disciplines Directors will have responsibility for:
Working as allied health leaders as part of the Allied Health Directorate Executive Management Team.
Advising Chief Executive Officer, Executive Director Allied Health and Allied Health Directorate Leads on profession specific matters.
Formally represent allied health in the Clinical Directorates.
Working as part of multi-disciplinary change teams to develop new services and to prioritise service delivery according to the SA Health Plan, Central Adelaide Transition Plans and allied health strategic and operational plans.
Managing services and change, coordinating attraction, recruitment, selection, retention, deployment and succession planning for their discipline across Central Adelaide.
Ensuring that staff are appropriately skilled to perform the clinical roles that are undertaken
Operational budgeting and resource management: Staffing and non-staff budgets for their professional service where operational responsibility is identified.
Clinical & Professional governance within their profession across Central Adelaide including compliance with credentialing, scope of practice processes, continuing professional development and supervision across Central.
5.4 Other Management Positions Other leadership and management positions will be implemented across the allied health structure in ensure industrial compliance and clinical safety. The composition of the discipline department’s management structures may include Senior Manager, Clinical Manager and Clinical Support Manager positions. These positions will support the work of the Discipline Directors to ensure that the responsibilities are exercised across Central Adelaide.
5.5 Program Managers
Program Managers will continue to exist within program based teams and will have reporting lines internal to the relevant clinical directorates. It is proposed they will be responsible for:
Delivering the model of care
Quality and safety KPI’s
Program evaluation
Workflow monitoring
Implementing program reforms
Implement state-wide plans
Overall budgetary management of the team
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Professional issues, recruitment and performance management will be managed via the Discipline Director (or delegate) in partnership with the Program Manager. With the realignment of discipline reporting lines for staff within these teams, opportunities existing to review the capacity of the Program Manager positions with a view to consolidate the number of Program Manager positions. A review of the Program Manager positions would encompass current positions within Day Rehabilitation Centre (DRC), Rehab in the Home (RITH), Ageing, Brain Injury Rehabilitation Service (BIRS) and South Australian Spinal Injury Service (SASCIS).
5.6 Clinical Team Leaders
Team Leaders are responsible for operational management of clinical staff at a local level. This relates to roles and responsibilities that support the day to day management of clinical services, including supervision, staff management, service reporting, and clinical quality improvement.
Team leaders will be responsible for the clinical & professional leadership within their team.
Will work as part of multi-professional leadership teams to implement new services and to prioritise service delivery.
Will move towards an allied health (cross-professional) function as well as a well-defined discipline function within the multi-disciplinary team.
Once the leadership structure has been implemented, each Discipline Director will be required to review the composition of their clinical teams to develop a team based structure that can interface with the service delivery structure within the Clinical Directorates. This will be informed by service delineation within the Clinical Directorates and the proposed nursing and medical leadership structures.
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6.0 Governance Professional and operational matters for allied health will be managed in a number of ways: 6.1 Allied Health Executive Management Team (EMT)
Each Clinical Directorate in Central Adelaide is required to develop an EMT structure to bring together professional, operational and financial expertise in a transparent way. The EMT for the Allied Health Directorate will consist of:
Executive Director Allied Health
Director Allied Health Reform
Allied Health Discipline Directors
Manager Allied Health Business Support The Allied Health EMT will manage Central Adelaide Allied Health quality of care, operational planning and monitoring and can refer items to the Clinical Cabinet for broader consultation and advice as necessary. It will ensure that high quality Allied Health services are delivered as part of the multi-disciplinary team, within the allocated resources.
6.2 Allied Health Clinical Cabinet (AHCC)
The AHCC will be the key forum for identifying Allied Health professional and operational issues and for the provision of advice and recommendations to the Chief Executive Officer and Central Adelaide Local Health Network Executive Management Team via the Executive Director Allied Health. Membership of the Clinical Cabinet will include:
Patients, carers and users of Allied Health services
Clinicians both junior and senior from across disciplines and parts of the care journey
Specialist allied health representatives with research, quality improvement, clinical education as a key component of their work
New graduate representatives
Member of Allied Health EMT Nominations will be sought by expression of interest. The AHCC will be chaired by the Executive Director Allied Health. The AHCC will ensure clinical leadership is at the heart of all decisions about patient care and services. Its members will be active leaders of change to inform the Allied Health Directorate vision and how this is translated into high quality integrated services. The AHCC has future directions and responses to current challenges as its core business and a key focus on quality of care and promotion of clinical leadership and engagement.
6.3 Subcommittees or Work Groups
The Executive Management Team and Allied Health Clinical Cabinet will be supported by sub-committees; each chaired by Allied Health EMT members and will cover areas such as Safety & Quality, Workforce, Clinical Information, Research & Education and Redesign & Innovation. Each subcommittee will be responsible for cross
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organisational engagement to deliver service redesign, quality improvement, performance improvement and integration across Central Adelaide. Representatives from the Allied Health Clinical Cabinet may be co-opted to provide representation on other committees or working groups for Central Adelaide Local Health Network, SA Health, Allied and Scientific Health Office or other external bodies.
6.4 Professional Governance and Accountability
The Executive Director Allied Health is working as a matter of priority to ensure that all allied health staff have clearly defined professional supervision arrangements in place. This will be supported by a clinical supervision framework to provide the necessary support to staff and supervisors regarding the requirements and support for this professional relationship. The move to universal supervision for all allied health represents a significant change for some disciplines and services and will require consultation and a graduated approach. In addition, an analysis of any gaps in supervisor capacity will need to be undertaken by Discipline Directors for resolution. Work has commenced, and will continue, to identify the positions which will provide key links into the system-wide development of professional governance structures and processes. In some instances this may require the identification of Principal Clinician roles or Head of Profession roles across services or Clinical Directorates to enable professional advice, oversight, compliance and supervision. The establishment of robust clinical governance arrangements will help ensure the safety and quality of Allied Health services and the best support for the staff delivering these services.
6.5 Quality and Safety
Allied health clinical staff will participate in and support quality and safety activities within the Clinical Directorates. The Allied Health Directorate has access to a component of a Safety Quality Risk Management Coordinator in line with other parts of the organisation.
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7.0 CONSULTATION PROCESS Consultation Sessions with Staff across Central Adelaide Local Health Network Preliminary discussions in relation to the proposed establishment of the Central Adelaide Allied Health Directorate have taken place at a number of management forums across 2013 (29 April & 9 September). The purpose of the sessions was to bring together a broad group of Allied Health Leaders and Managers to discuss the concept of the Allied Health Directorate, to build on previous work regarding an Allied Health Directorate and to discuss the role and functions of the directorate. Classification of positions Approved new and changed structures will be reflected in appropriate and relevant role
descriptions. The duties and outcomes related to the role, as well as the requirements of a
person to perform each role should be clearly defined.
The classification assessment of new/changes positions will be conducted in accordance with the approved procedures for classifying positions, which requires approval by the appropriate delegate. The classification of positions will be in accordance with the work level definitions described within the South Australian Public Sector Wages Parity Enterprise Agreement: Salaried 2012.
Transition to the new Allied Health Structure Positions within the organisational structure will be filled in accordance with the Human Resources Principles and Procedures. The Human Resources Principles from the SA Health (Health Care Act) Human Resources Manual will be used. These will apply for the duration of the transition to the new structure.
In accordance with SA public sector unassigned employee policy, any unplaced ongoing employee will be provided with suitable work at his or her substantive remuneration level until placed in a suitable ongoing position.
It is recognised that the transition to the new Allied Health structure may increase anxiety and concerns for staff. We acknowledge the genuine concerns of staff and are committed to ensuring that staff are provided with appropriate support services, resources and information to reduce these concerns and to identify the opportunities that will arise during this change process.
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8.0 TIMELINE Ongoing communication with in-scope staff and other key stakeholders will occur via staff forums, emails and other meetings in February. Staff are invited to reply to this consultation paper via the Survey Monkey link below. A series of questions is provided to guide the consultation. https://www.surveymonkey.com/s/KKLDXX9 Next Steps Consultation Paper released – December 2013 Staff Consultation Sessions – January- February 2014 Consultation Closes - February 13th Final Leadership Structure released March 2014 Recruitment for positions commences April 2014
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Consultation Questions 1. How do you see the Allied Health Directorate operating along-side the Clinical
Directorates of Medical, Surgical, Critical Care, Cancer, Renal, Mental Health and Dental?
2. What are the opportunities in creating research, education and workforce development
capacity within the directorate? 3. How best should allied health ensure that we can continue to work effectively across
clinical areas (directorates) and across physical sites? What needs to be done to ensure that effective management and leadership are in place?
4. How can quality and safety functions be embedded in the new structure? Do they link
to the allied health directorate or more to the Clinical Directorates? 5. What needs to be done to clarify and explain the roles of Executive Director Allied
Health, Director Allied Health Reform, Clinical Directorate Allied Health Leads and Discipline Directors?
6. The changes and transitions pose potential risks for loss of corporate knowledge across
the whole health system. How can we best manage this in order to manage the day to day work and also embrace the innovation and reform agenda?
7. What support will the Discipline Directors need to work effectively across the Network? 8. What do we need to put in place in order to make the single service multiple site
concept work for allied health? 9. How do we learn from each other in the period of change and how do we build on the
successes to date? 10. How do we keep our colleagues (nursing, medical and allied health) informed of the
changes that are taking place and what measures would we use to judge effectiveness of the new arrangements?
11. How should other portfolio responsibilities (ATSI Health and Wellness Centre) report
though the proposed structure? 12. For services with a professional reporting line, are the distinctions clearly articulated
between what is an operational and what is a professional responsibility?
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Director Social Work
Deputy Director Social Work
Manager Social WorkProfessional Lead Social
Work , PHCPrinciple Lead Social
Work , Mental Health
Senior Practitioner Social Work
Graduate Practitioner Social Work
Medical Surgical Critical Care Renal Cancer Mental Health
Practitioner/Team Coordinator Social Work
Assistant Practitioner/Welfare Workers
Social Work Administrative Staff
Social Work
Social Work Practitioners, PHC
Manager Aboriginal Liaison Unit
Recreation Officers
Senior Manager Social Work
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Director Speech Pathology and
Audiology
Manager Speech Pathology
Manager AudiologyManager Speech
PathologyClinical Lead Speech
Pathology, PHC
Medical Surgical Critical Care Renal Cancer Mental Health
Senior Practitioner Speech Pathology
Graduate Practitioner Speech Pathology
Practitioner/Team Coordinator Speech Pathology
Assistant Practitioner Speech Pathology
Administrative Staff
Speech Pathology & Audiology
Senior Practitioner Audiology
November 2013 18
Director Physio and Exercise Therapies
Manager PhysiotherapyManager Exercise
PhysiologyManager, Clinical
Support Deputy Director Physiotherapy
Physical Educators
Senior/Advanced Physiotherapy Practitioner
Graduate Practitioner Physiotherapy
Practitioner/Team Coordinator Physiotherapy
Assistant Practitioner Physiotherapy
PhysiotherapyAdministrative Staff
Physiotherapy & Exercise Physiology
Medical Surgical Critical Care Renal Cancer Mental Health
Senior Manager Physiotherapy
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Director Occupational
Therapy
Senior Manager Occupational Therapy
Manager Occupational Therapy
Manager Wellness Centre
Senior Practitioner Occupational Therapy
Graduate Practitioner Occupational Therapy
Practitioner/Team Coordinator Occupational Therapy
Assistant Practitioners Occupational Therapy
Occupational Therapy Administrative Staff
Principle Lead Occupational Therapy,
Mental Health
Occupational Therapy
Medical Surgical Critical Care Renal Cancer Mental Health
Manager Clinical Support Occupational
Therapy
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Director Dietetics and Nutrition
Manager Dietetics and Nutrition
Manager Dietetics and Nutrition
Manager Food Service Quality
Senior Practitioner Nutrition & Dietetics
Graduate Practitioner Nutrition & Dietetics
Practitioner/Team Coordinator Nutrition & Dietetics
Nutrition & Dietetics Administrative Staff
Medical Surgical Critical Care Renal Cancer Mental Health
Nutrition & Dietetics
Professional Lead Dietetics PHC
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Director Psychology
Manager Clinical Psychology
Manager Neuropsychology
Principle Lead Clinical Psychology , Mental
Health
Senior Practitioners Psychology
Practitioner/Team Coordinator Psychology
Medical Surgical Critical Care Renal Cancer Mental Health
Psychology
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State-wide Manager Orthotics & Prosthetics
Manager Orthotics and Prosthetics
State-wide Orthotics and Prosthetics Steering Committee
Senior Practitioner Orthotics & Prosthetics
Graduate Practitioner Orthotics & Prosthetics
Practitioner/Team Coordinator Orthotics & Prosthetics
Technical Officers
Orthotics & Prosthetics Administrative Staff
Medical Surgical Critical Care Renal Cancer Mental Health
Orthotics & Prosthetics
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Director Podiatry
Manager Podiatry
Senior Practitioner Podiatry
Graduate Practitioner Podiatry
Practitioner/Team Coordinator Podiatry
PodiatryAdministrative Staff
Podiatry
Medical Surgical Critical Care Renal Cancer Mental Health
Appendix 1 – Departmental Leadership Org Charts
