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AHPs – a vital workforce for the futurePhysiotherapy UK 2018
19th October
Stuart PalmaProfessional Head of Allied Health Professions (AHPs)
NHS Improvement
@StuartGpalma
2 |2 | AHPs – a vital workforce for the future
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Individuals & Populations
Sickness to Health
Care Closer to Home
Spotlight on…
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AHP Professional Leadership
Improvement Collaboratives (Flow, PH & MH)
AHP Workforce Planning
AHP Operational Productivity Programme
Regional Events
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TRUSTS MEASURE AND BENCHMARK AHP PRODUCTIVITY
Clinical capacity is consistently measured using NHSI AHP job planning guidance and reported as DCC/FTE & DCC / WAU via the Model Hospital
AHP clinical and non clinical activity is consistently recorded using NHSI AHP activity classification guidance and reported by all trusts in line with costing standards & data sets
Trusts use CHtC to measure productivity of their AHP services and compare themselves to benchmarks for each speciality or pathway reported via the Model Hospital.
TRUSTS OPTIMISE THEIR AHP WORKFORCE
Trusts use the NHSI AHP task/activity tool to collect data that enables AHPs to work to the top end of their competencies and fully utilise their unique skills.
AHPs can classify the priority, complexity, and dependency of their patients in a way that informs planned and actual staffing requirements.
Trusts harness technology to roster capacity to demand and drive improvements in clinical capacity, clinical productivity and staff experience.
TRUSTS IDENTIFY UNWARRANTED VARIATION BY ACCESSING MODEL HOSPITAL & COMPARING THEMSELVES WITH PEERS.
A suite of metrics is available that enables unwarranted variation in productivity, quality, and efficiency to be identified.
Trusts are supported to use the Model Hospital to inform their CIP plans by understanding how to interrogate the data and identify their priorities.
Benchmarks of good practice are identified for each speciality and best practice guidance and case studies are shared.
How can we expect system leaders to know our value if we do not measure it ourselves? Services must think about their impact on a micro (patient level) a meso
(organisation level) and on a macro level (population level).
Only when we are confident that we are collecting consistent data will we be able to reduce the unwarranted variation that exists in service provision and deliver
effective, safe and sustainable care, to our patients.
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Visibility & Influence
Contribution to QI activity
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Leadership evidence into action
Our ask of Trusts:• Consider appointing a senior AHP
with a strategic focus • Review existing AHP Leadership
structures
https://t.co/4ytQs9XyEF
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Final thoughts…
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Key principles for leading improvement
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Think like a farmer
• Don’t shout at the crops
• Don’t blame the crop for not growing fast enough
• Don’t uproot the crops before they’ve had a chance to grow
• Choose the best plants (processes/people) for the soil
• Irrigate, fertilise (provide motivation!)
• Remove weeds (barriers/obstacles)
• Realise outcomes are not predictable –sacking the farmer won’t help the crops grow!
