Allied health professions' leadership in NHS trusts in England: understanding what exists and what matters : report to Dr Joanne Fillingham

This report was commissioned by NHS Improvement to understand what organisational leadership governance structures exist for Allied Health Professionals and what impact these structures have for the quality and productivity of care delivery in NHS provider organisations in England. A supplementary aim was to discover the characteristics, key skills and attributes, of effective AHP leaders, and how are these gained through professional development during an AHP's career. Currently there are varied arrangements for AHP leadership. A best solution or configuration for AHP leadership has not been identified, although there are some preliminary indicators that establishing formal AHP leadership at 8c and above can enhance AHP influence and make the AHP contribution more visible. There is a sense of increased recognition of the contribution of AHPs which provides a rationale for developing greater clarity and reducing complexity around AHP leadership solutions so as to capitalise on this recognition. There are already AHPs of high calibre providing leadership for AHPs and the wider health and social care system. There is more to be done to facilitate AHP development in leadership and to sustain existing leaders.