Chief allied health professional leadership roles are needed to provide essential strategic leadership, a new NHS England guide has said.
Investing in chief allied health professionals: insights from chief executives, from NHS England and NHS Improvement, gathers together insights from chief executives on investing in chief allied health professionals.
The report says that trust executives overwhelmingly report an immediate impact on the value and contribution of the workforce when a chief AHP is put in place. Said one contributor: ‘I feel like I may have spent 20 years not appreciating what the AHP workforce can contribute.’
The guide also says that overturning longstanding norms, such as preventing AHPs from applying for certain leadership roles, will be essential, as will AHP leadership development and career pathways.
Stuart Palma, head of allied health professions (professional leadership) at NHS England and NHS Improvement, recommends that members find out if they have a chief AHP within their organisation, and consider whether they feel visible and represented at board level. If not, he recommends using the document to start conversations with colleagues and also the executive board member responsible for AHPs – typically the director of nursing – about AHP leadership capacity in their organisations.
The NHS Long-Term Plan has flagged both the importance of visible senior clinical leadership and of potential of the AHP workforce.
Karin Orman, RCOT assistant director for professional practice, said: ‘It is fantastic to see an NHS report recognise what we have long known needs to change; chief AHPs appointed as standard, an opening up of ring-fenced leadership posts to AHPs, and the right support given to the workforce to become tomorrow’s leaders. Change is happening fast in this area and so we recommend members follow Stuart’s advice to make sure occupational therapists make the most of the emerging opportunities.’