Element 6 involves communicating project findings and promoting strategic plan priorities to executives, allied health managers, staff and other key stakeholders. It also embeds ongoing mechanisms to ensure the plan is sustainable.
- Communicate the findings of the Victorian Assistant Workforce Model (VAWM) implementation.
- Promote the recommendations of the allied health assistant (AHA) workforce strategic plan.
- Establish a method for ensuring the implementation and sustainability of the AHA workforce strategic plan following VAWM implementation.
- Establish agreed methods to implement short, medium and long term strategic goals for integrating the AHA workforce.
- Identify key stakeholders who will drive the implementation of the AHA workforce strategic plan and foster the organisational workforce reform required to implement the strategic plan.
Element 6 takes place in months eight and nine of the recommended nine-month timeframe.
Element 6 uses all three principles of consultation, organisational priorities and change management.
Element 6 activities are designed to ensure the results of this time-limited project are implemented.
These activities are also aimed at promoting sustainability for ongoing allied health workforce reform.
The findings of the data analysis will form the basis of the strategic goals and final report.
Keep the raw data after completion of the project, as it can be used for other allied health workforce planning, or to evaluate the implementation of the strategic goals outlined in the allied health assistant (AHA) workforce strategic plan (Element 5).
Keeping this raw data will allow:
- comparison of allied health practitioner (AHP) work that could be delegated to AHAs
- identification of ongoing priority areas for the allied health workforce
- evidence for funding requests for new roles, service planning and/or workforce structure planning
- creation of new and innovative AHA roles in the future
- baseline data to evaluate new AHA initiatives and roles.
- Data analysis reviewed.
- Results represented graphically.
- Organisational priorities for integrating the AHA workforce summarised and presented.
The final steering committee presentation provides members with the results of the project.
The final steering committee meeting should also finalise agreement about the organisation’s priorities and next steps.
Communicate with key stakeholders as well as members of the steering committee in order to ensure accountability, sustainability and carriage of the allied health assistant (AHA) workforce strategic plan.
- Invite key stakeholders to the final steering committee meeting.
- Schedule separate meetings.
- Meet individually with staff.
- Final steering committee meeting scheduled and conducted.
- Plan for sustainable growth of AHA workforce established.
- A central storage point for the AHA workforce strategic plan, final report, raw data and other project documentation determined.
- Future direction of the AHA workforce strategic plan agreed on.
- Responsibility allocated for implementation of the AHA workforce strategic plan.
- Evaluation of AHA workforce strategic plan implementation planned and agreed on.
The final report provides information on the implementation of the Victorian Assistant Workforce Model (VAWM) methodology, data analysis and findings, key issues and solutions, and the AHA workforce strategic plan.
Together, the final report and allied health assistant (AHA) workforce strategic plan provide an evidence base and business plan for integrating the AHA workforce within the organisation.
- Final report completed.
Communicating with key stakeholders will help achieve strategic goals and workforce reform.
Communication with AHPs and AHAs involved in the implementation process will also continue the momentum towards embedding an AHA culture within the organisation.
Communicating results can bring to light key people who are interested in furthering particular areas of the AHA workforce strategic plan.
The final report can be used as a tool to provide feedback on outcomes achieved.
Make it easy for key stakeholders to access the final report so they can use it when they are supporting AHA workforce reform in the future.
See the download section for
- a template for the final steering committee presentation
- a template for the final report
- a guide to the final report.
Forums for presenting the results and AHA strategic workforce plan may include:
- linking onto existing meetings and forums
- in-house seminars
- organisation newsletters
- local, state, national or international conferences.
- Results and the AHA workforce strategic plan communicated to participating staff.
- Final report disseminated to participating staff.
- Future access to the final report communicated to key stakeholders.
Implementing the Victorian Assistant Workforce Model (VAWM) will help your organisation to start the process of allied health workforce reform.
Evolving models of care and technologies will continue to create new opportunities to develop and grow the health system.
Promoting and establishing a continued focus on innovative approaches to workforce reform can help to meet future demands.
- Set up an allied health working party to focus on ongoing allied health assistant (AHA) workforce reform.
- Assign a designated role with responsibility for developing the AHA workforce.
- Establish an ‘AHA day’ to celebrate the AHA workforce.
- Set up structures to consider AHA roles with any future organisational restructure, realignment and new services.
- Designated role(s) with responsibility for developing the AHA workforce assigned.
- Strategies to promote allied health workforce reform developed.
Reviewed 06 June 2023