I started my career as a dietitian in rural NSW and then spent the next 25 years working in a range of state and national roles in health, public health, and health workforce education, always with a strong focus and passion for meeting the health needs of our most disadvantaged and marginalised groups. I didn’t have very much to do with the AHA workforce until 5 years ago when I came to TAFE NSW to be an Industry Relationship Lead for the health and human’s services sectors. In this role the AHAs qualifications are in my portfolio. Over my time with TAFE NSW I have become convinced that the AHA workforce has the potential to radically change how we think about and deliver allied health services in Australia.
I have been lucky to have many wonderful experiences across my professional career. I was the Professional Services Director for the Dietitians Association and during that time of rapid change and growth in dietetics in Australia and we achieved important reforms in Medicare, International Mutual Recognition and the development of world first Evidence Based Guidelines.
The most fun accomplishment that comes to mind was the development of an international nutrition program that took nutrition (and later graphic design and film) students to Samoa. We worked with the Ministry of Health and the Cancer and Kidney Services, and these were transformative experiences for myself and for students. Also, I ended up having an impromptu lunch one day with the King (Head of State) of Samoa which is a very long story….
I was invited to join the Board of Directors a few months into its formation, so have come along after much of the hard yards of development were already done. I was asked to join the board because of my work with TAFE NSW and the work I lead related to AHA training within the TAFE sector, Chairing the TAFE Directors Australia National Council for Allied Health. I have a strong interest in improving the quality and consistency of AHA training in Australia which I believe will be achieved by deep and authentic engagement with all allied health stakeholders.
Joining the board has given me greater insight into the expanding AHA workforce and the challenges and opportunities for the growth and development of these roles. I have also been very lucky to meet and learn from some exceptional AHA leaders who are fellow members of the Board.
Communicating the benefits of AHANA when the AHA workforce has been used to being without a unified voice is the biggest challenge for AHANA right now. The benefits of AHANA membership to its members will only continue to grow as the association membership grows and more AHAs are actively involved in driving association priorities and activities.
The opportunities for AHANA are enormous. Having previously worked for a professional association, I know the pride and sense of belong that comes with having a professional ‘home’ where other people understand your work, your motivations in doing the work and importantly the barriers to having more impact and influence. I think this has been a major barrier preventing the AHA workforce to have a discrete identity and confidence in the importance of the role and its impact to the outcomes of clients.
A national peak body is critical for AHAs to have a strong and united voice in advocating for the needs of the workforce. There are multiple reforms happening in the health and care sectors that have the potential to dramatically impact AHAs and there is currently no other group who have the sole focus on advocating for the needs of AHAs. This situation has previously prevented the AHA workforce having a seat at very important decision-making tables and AHAs have continued to be undervalued for their contributions to the health and wellbeing of the Australian community. AHANA is already influencing change and this will only continue.
I see AHANA going from strength to strength over the next 5 years. The more members AHA has the more its influence will grow and the greater impact it will have on issues that are important to AHAs.
The rapid growth of the AHA workforce is an outcome of the changing structure and nature of labour market with specific drivers being; health sector workforce shortages, unmet service need in the disability sector, and aged care sector reforms reorientating services towards wellness and reablement. The AHA workforce is evolving to meet some of the most pressing needs in our communities and I look forward to that being recognised by all our key stakeholders, especially consumers. I would also like to see greater collaboration between the peak bodies for Allied Health Professionals and AHANA, to unify our voices and strengthen our advocacy for better recognised and better funded allied health services.