AHPs are the third largest workforce, offering significant contribution to quality, productivity and system sustainability.
Never before has there been such a need to harness AHPs’ potential for transforming healthcare. However, fragmented leadership often leads to missed opportunities for their collective potential to be realised.
What is the purpose of this report?
This report shares the findings from a project we commissioned to evaluate current leadership arrangements for AHPs. It was developed to provide an evidence-based approach to reviewing and improving AHP leadership in provider organisations.
We initiated this report in response to requests from directors of nursing for guidance about developing AHP leadership in their organisation.
Our report describes evidence from NHS providers, and its primary audience is intended to be board members and AHPs within those trusts. However, the findings will also be of interest to commissioners and other system leaders, recognising AHPs’ potential for leading and delivering transformation in sustainability and transformation partnerships and integrated care systems.
Our report will support the AHPs into Action national framework and programme of work, which focuses on the role of AHPs in transforming health, care and wellbeing. It should also be used alongside our Developing People-Improving Care framework to address skill-building, leadership development and talent management.
- ‘Why leadership is crucial to us and patients’ — by Caroline Poole
- Allied health professions’ leadership in NHS trusts — the full evaluation completed by Kingston University Enterprise Limited
- AHPs into action – our first year
- Allied Health Professions (AHPs) supporting patient flow
- Clinical leadership – a framework for action
- ‘Why we must invest now in professional diverse leadership’ – by Stuart Palma