Royal Pharmaceutical Society

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• Royal Pharmaceutical Society
• Lessons from Allied Health Professionals
• 11th November 2004
• Jackie Turnpenney

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• Meeting the Challenge
• a Strategy for AHPs
• November 2000
• Commitment to 250 posts by 2004

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• AHPs by Profession

• Dietician
• OT
• Physio
• Podiatrist
• Radiographer
• Speech Language Therapist
• Othotist
• Prosthetist
• Arts Therapist
• Paramedics
• Orthoptists

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• To provide better outcomes for patients by
  improving quality and services
• To provide a new career opportunity
• To help retain experienced clinicians
• To strengthen professional leadership

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• November 2004
• 45 post holders

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Challenges to Introducing the Posts

• Finance
• Major organisational change
• -STBOP
• New posts not upgrades
• Reticence of service managers

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45 Consultant AHPs in post by Oct 04

• By Speciality
• MSK 16
• Pain 1
• Respiratory/Critical Care 5
• Mental Health 3
• Learning Disabilities 1
• Diagnostic Radiographer 7
• Oncology 3
• Podiatric Surgery 2
• Neuro rehab 1
• Diabetes 2
• Intermediate Care 1
• Neonatal 1
• Nutrition 1
• Other 1

• By Profession
• Dieticians 3
• OT 6
• Physio 25
• Podiatrist 3
• Radiographers 8

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Outline of Allied Health Professional process

• Ideas for posts conceived at local level
• Completed submission assessed by panel
• at SHA level
• Facilitative approach yes/no/maybe
• Panel model and approach varies

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Red Lights

• Benefits to patients
• Explicit documented stake holder support
• Finance for post and infrastructure
• Scope of post
• Strategic Role

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• All 4 domains
• Identified need clinical and professional
• Organisational fit
• Accountability arrangements

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Learning

• Communicate widely and repeat
• Who can make this happen?
• HR Directors
• Commissioners
• Pharmacy Managers
• Others?
• National model with local variations
• Process and panel area one or more SHAs?
• Specialist knowledge required for panel
  assessments

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Learning

• Highly pressurised jobs
• Manage expectations
• 50 expert practice, ok
• Research element at risk
• Ensure stakeholder support, a manageable work
• load and infrastructure identified
• Leadership Development Programme
• Managed network of post holders

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The Positives!

• Beginning to make a real difference
• - service redesign
• - increasing research capacity
• - more influential
• - very patient focused
• Assisting recruitment
• Retaining clinical excellence and maturity

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• jackie.turnpenney_at_cht.nhs.uk