Hazel Winning - Allied Health Professionals Lead, Department of Health Allied Health Professions – 2027 developing an alternative vision of the future of health’s third largest workforce Jane Hanley - Chair of the Allied Health Professionals Federation Northern Ireland Hazel Winning - Allied Health Professionals Lead, Department of Health

WE Deliver Together into the future NICON May 17

AHPS can change things by: Impact of the effective and efficient use of AHPs for people and populations Commitment to the way services are delivered Priorities to meet the challenges of changing care needs.

Impact of the effective and efficient use of AHPs for people and populations. 1.Improve the health and well-being of individuals and population. 2.Support and provide solutions to general practice and urgent and emergency services to address demand. 3 .Support integration, addressing historical service boundaries to reduce duplication and fragmentation. 4.Deliver evidence based/informed practice to address unexplained variances in service quality and efficiency.

AHPs Commitment to the way services are delivered Commitment to the individual. Commitment to the way services are delivered. Commitment to keep care close to home. Commitment to the health and well-being of populations. Commitment to care for those who care.

Priorities to meet the challenges of changing care needs AHPs can lead change. Priorities to meet the challenges of changing care needs. AHPs skills can be further developed. AHPs evaluate, improve and evidence the impact of their contribution. AHPs can utilise information & technology.

System leaders’ responsibilities Ensure explicit consideration of AHPs and their contribution to the prevention, recovery, habilitation, reablement and rehabilitation, self-management and care, and return to work agendas, such that they are fully utilised in practice to support the triple aim in delivering together Ensuring AHP leads have a clear voice and are represented at key clinical forums. 2. Support AHP services to evidence the quality and cost effectiveness of the care delivered by AHPs, to support continuing improvement and innovation in service delivery. 3. Have employer support for continued professional development and engagement in research activities for AHPs. And, engage AHPs in the workforce planning process. 4. Ensure AHPs have access to the tools and support required to continue to develop their use of informatics and technology to continue to deliver quality and cost effective care.

Why AHPS now? A workforce that already has a multitude of skills and innovative solutions to deliver and build a social movement that is future focused. It is a workforce that is, and has been prepared to, lift a mirror to ask themselves, “what do we need to stop, start or do differently” to support health, care and wellbeing now and in the future. For some system leaders this will be the start of a new journey to discover the opportunities this workforce has to offer. For others it will provide a much needed tool which will support the recognition and utilisation of the transformative potential of AHPs.

What patients think “As a patient I can say that many of my peers often don’t understand or know the difference between the many AHP professions but that makes little difference as these professions generally work really well together. AHPs share particular skills, experiences and values whilst having a (for want of a better description) specialism. I think that more should be made of the collective voice of AHPs…I thought that the health and social care act was going to revolutionise and empower AHPs given their rehabilitation focus and determination to enable mobility, independence, dexterity and importantly keep people out of hospitals but something seems to be holding back the full benefits or opportunities to patients. Is this systems, processes and bureaucracy and/or something else”. Anon: July 2016. Direct quote; contributed to phase two of AHP

What other clinicians think “The missing link... As a non-AHP, I speak outside of professional context - but AHPs are everything that a rejigged, refocused, public healthcare sector should focus on. They are utterly unique in the cradle to grave offering, unique in their mobility, unique in their ability to prevent, diagnose and treat. They are unique in their dual roles in health and local government and they are unique in their ability to be judged on both clinical and ‘emotional’ outcomes, they are unique in their dual roles in physical and mental health - At the risk of stating the obvious, if anyone is to lead the new care models, then AHPs are ideally placed”. Anon: April-May 2016. Direct quote; contributed to phase one of AHP online workshop.

Thank you #AHPAndProud - YouTube