1. Victorian Assistant Workforce Model (allied health) Final steering committee meeting [Insert project team details] [Insert organisation details and logo]

2. Background Demand for allied health services will continue to increase: Ageing population Growing burden of chronic disease Increasing emphasis on delivery of multidisciplinary care The Victorian Assistant Workforce Model for allied health (the VAWM) aims to: assist health and community services strategically position themselves to build their AHA and allied health workforce capacity for the future in a sustainable way.

3. Introduction The VAWM builds on extensive body of work undertaken by The Department of Health since 2005 The VAWM is founded on robust data collection and analysis methodology developed and piloted through the: ― Guidelines to scope and introduce new allied health assistant roles ― Allied Health Assistant (AHA) Implementation Program The VAWM is underpinned by the Supervision and delegation framework for allied health assistants

4. VAWM aims Identifying and quantifying the roles and tasks that could be undertaken by AHAs Improving workforce utilisation within allied health teams Freeing up allied health professionals (AHPs) to take on more complex cases Reducing un-met demand for patient care Waitlist reduction for allied health services Improving workforce supply throughout organisation Increasing staff satisfaction of both AHAs and AHPs

5. Implementing the VAWM

6. Methodology Services included in project scope: Insert Participants and settings: Insert

7. Data collection Workforce survey: AHA and AHP staff surveys included organisational demographics, job satisfaction, current and potential AHA roles within organisations and AHP confidence in delegating tasks. Baseline workforce staffing profile: Provided a baseline of staffing levels and clinical incidents to use as pre and post project evaluation. Quantification survey: Data identifying the time spent on current tasks by AHP’s that could be delegated to an AHA was collected by AHPs over a one week period. Qualitative data: Collected through staff engagement and consultation, including focus groups with AHAs and AHPs.

8. Results

9. Results: categories of practice

10. AHA strategic goals Insert strategic goal/priority area

11. AHA strategic goals Insert strategic goal/priority area

12. Conclusion This report is a summary report of aggregate organisational data A snapshot of potential utilisation of AHAs ― Catalyst for ongoing discussion and future workforce innovations ― Evidence for building a business case to secure ongoing funding

13. Conclusion The AHA workforce is pivotal to meeting the current and future demands of allied health services Strategic plan implementation ― An opportunity to embed an AHA culture ― Increase awareness, momentum and confidence in utilising an AHA workforce Further details ― AHA strategic workforce plan(s) ― Project final report

14. Thank you Thank you for your time. If you have any questions, contact the project team: [Insert contact details]