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The Allied Health Contribution

The Allied Health Contribution. T he AHP National Commissioning Network Early achievements The paper, The Healthcare Professionals Commissioning Network – access to a wealth of expertise

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The Allied Health Contribution

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  1. The Allied Health Contribution • The AHP National Commissioning Network • Early achievements • The paper, The Healthcare Professionals Commissioning Network – access to a wealth of expertise • Sharing critical reflections/assumptions upon my experience of coordinating the AHP paper to be stronger together

  2. The AHP National Commissioning Network • All AHP clinicians involved in commissioning • 12 diverse professions, all with sub-specialties • A sub-group of the HCPCN • An online network as part of NHS networks • Face to face meetings

  3. Early achievements • Contribution to listening exercise in collaboration with nurses through the Nursing and Allied Health Professional Contribution to Commissioning Working Group • Mapping and merging networks in parallel with work lead by the Professional Leadership Team to: • engage SHA AHP leads • develop a database of key clinical AHP experts

  4. Document • The specific contribution of Allied Health • Examples with evidence • All in the context of the broader offer from the umbrella network, aligned to the 10 high impact actions of the HCPCN

  5. 4 key messages aligned to the HCPCN 10 high impact actions • The HCPCN provides one route to a breadth of clinical advice which will save time and money by informing innovative and effective commissioning • It is a means of liberating and harnessing clinical intelligence at every level to increase the effectiveness of commissioning including joint strategic needs assessment • It provides access to a broad range of healthcare professionals with a wide span of expertise that may not sit within commissioning structures and is frequently embedded within operational service delivery. • Membership of the network is open, providing one umbrella under which will be captured accounts of service innovation and improvement as well as access to specialist advice.

  6. Critical reflection • What will harness the energy and focus the efforts of the membership of the AHP subgroup (and the umbrella network the HCPCN)? • What do the users of our networks need? • What would make someone choose to use the HCPCN? • When we are successfully delivering our 10 high impact actions we will be…

  7. Content • Ensuring that users find what they value on their first hit • Ensuring evidence of outcomes, efficiencies and savings • Architecture and leadership • Harnessing energy and focussing effort • Ease of finding what you want • Local/Regional/National • Care pathway and profession • Being clear about what’s front stage and what’s backstage?

  8. Communications • The need to access a wide clinical community in order to get creative solutions and capture evidence. • Putting commissioners and providers in touch and building relationships– locally, regionally, nationally, around care pathways, across professions, within professions, across sectors (AQP & social enterprises). • AHPs are difficult and to access, increasingly so as strategic leadership falls away and there is moving system architecture, Bringing together and making accessible the ‘wealth of expertise’ • Showing people the door – the ‘open door’ – and giving them a reason to walk through it

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