We acknowledge and pay respects to the traditional owners of the lands on which MPHN operates; the Wiradjuri, Nari Nari, Wemba Wemba, Perepa Perepa, Yorta Yorta, Ngunnawal, Ngarigo, Bangerang and Yitha Yitha Nations. We recognise our communities are made up of many Aboriginal and Torres Strait Islander peoples descended from additional mobs and clans who also call the Murrumbidgee region home.
We pay respect to elders past, present and future and recognise these lands have always been places of traditional healing and medicine, and this plays a role in shaping future health services.
CEO message
I’m pleased to present the Murrumbidgee Allied Health Engagement Strategy 2025-2027. Developed in consultation with some of our region’s allied health professionals, it highlights the integral role of allied health in our primary health landscape and reflects current primary care reforms including the Australia’s Primary Health Care 10 Year Plan 2022-2023 and the Strengthening Medicare Taskforce Report 2022.
Importantly, Primary Health Networks have been funded to increase engagement with the allied health sector as a critical part of the primary healthcare landscape, and Murrumbidgee Primary Health Network (MPHN) is excited to bring a greater focus to working with our local allied health sector. Ultimately, our vision is to build a stronger and integrated multidisciplinary primary care team across the Murrumbidgee.
This strategy builds on the national approach by PHNs detailed in the National PHN Allied Health in Primary Care Engagement Framework, which was last updated in November 2022, and outlines our priority areas of supporting the region’s limited workforce, improving access and use of digital tools, developing integrated care models and collaboration.
There will be challenges along the way; many of them unique to rural and regional areas such as the tyranny of distance for allied health professionals to network and build professional relationships, allied health workforce shortages and limited integration across the wider primary health sector. Not to mention population growth, an ageing population, and an increasing prevalence of chronic disease.
Despite these challenges, we know multidisciplinary teams working collaboratively within primary care settings enable health professionals to work to the top of their scope, thereby utilising and supporting the region’s limited workforce to train, work and remain rural. The seamless integration of allied health into the primary care is key to strengthening the region’s primary health sector and improving health outcomes for our communities.
MPHN is pleased to be progressing this work in partnership with local allied health providers, both in implementing this strategy, and to help guide future priorities and activities beyond this document.
Finally, I would like to take this opportunity to formally acknowledge and thank all those allied health professionals from across the region who have provided valuable input into the development of this strategy. Your insights, feedback and ideas have been pivotal and are greatly appreciated.
Stewart Gordon April 2025
Executive summary
Murrumbidgee Primary Health Network (MPHN) recognises the crucial role of allied health and is committed to further enhancing and integrating allied health professions as part of primary healthcare. This is essential for improving access, outcomes, integration, safety, quality and efficiency across the health system.
This Allied Health Engagement Strategy outlines a comprehensive plan to enhance the integration and effectiveness of allied health services within the MPHN. This strategy addresses several key challenges, including the lack of standardised data collection, limited integration within primary care, and significant workforce capacity issues, particularly in rural and regional areas. These barriers hinder the ability to make informed decisions, allocate resources efficiently, and implement evidencebased practices effectively.
To tackle these issues, the strategy proposes a multifaceted approach. This includes enhancing governance and cultural competence by fostering the participation of allied health professionals in decision-making processes and promoting inclusive and culturally safe practices. Improving practice engagement and workforce access is another critical component, focusing on creating a collaborative environment that bridges knowledge gaps and ensures easy access to resources. Advancing data quality and digital maturity is also emphasised, aiming to improve the accessibility and uptake of digital health tools to enhance patient outcomes and business processes.
Furthermore, the strategy seeks to strengthen integration, models of care, and funding by enhancing collaboration and innovation among allied health professionals, MPHN, and general practice. This will help develop more effective models of care and improve health outcomes. Promoting nationally led collaboration is also a key aspect, aiming to establish and strengthen relationships and communication channels across allied health, PHNs, allied health peak bodies, and national/state health systems.
By implementing this strategy, MPHN aims to create a more inclusive, culturally competent, and collaborative primary healthcare system. This will lead to better health outcomes, particularly for vulnerable populations, and ensure sustainable healthcare delivery through improved workforce capacity and digital integration. The strategy also highlights the importance of addressing specific local challenges, such as the difficulty in attracting and retaining health professionals in rural areas, the need for more coordinated education and utilisation of allied health assistants, and the limited funding for outreach services.
Overall, this Allied Health Engagement Strategy is a critical step towards achieving a connected, dynamic, and equitable healthcare system in the Murrumbidgee region. By addressing current challenges and leveraging strategic opportunities, MPHN is committed to enhancing the role and impact of allied health professionals in primary care. This comprehensive approach will not only improve access, outcomes, integration, safety, quality, and cost-efficiency across the health system but also ensure that the needs of local communities are met effectively.
Introduction
About us
Firsthealth is a not-for profit organisation which has been supporting and delivering primary health programs for 30 years. Our purpose is to create connected, dynamic and equitable healthcare through empowered workforce and communities as we move towards our vision of well people, resilient communities. Firsthealth is federally funded to deliver the Primary Heath Network program across the Murrumbidgee region. MPHN is one of 31 local and independent PHNs established nationally to support the primary healthcare sector and improve health outcomes, particularly for people at risk of poorer health outcomes. We deliver the PHN program across approximately 126,000 square kilometres to more than 250,000 people living in our 508 communities. With the person at the centre of care, we plan and deliver programs to ensure the needs of our individual local communities inform our approaches.
We achieve this by working with our community and partners to:
• Coordinate local services and systems to improve coordination of care.
• Commissions primary health services to meet population health needs with a focus on access and equity.
• Support capacity-building to ensure sustainable healthcare workforce through quality improvement, professional development and other innovative measures.
Our work and engagement with our communities and stakeholders is underpinned by our values of work together, be honest, value everyone, aim to inspire and learn from others.
* Artistic impression only
Edward River
Murray River
Berrigan Federation
Greater Hume Shire
Lockhart Wagga Wagga
Snowy Valleys
Cootamundra -Gundagai Regional
Hilltops
Junee
Coolamon
Temora Bland
Lachlan (part)
Carrathool
Murrumbidgee
Data snapshot
One of the primary barriers to fully supporting allied health is the lack of standardised data collection and information sharing. Without consistent and comprehensive data, it becomes challenging to accurately assess the needs, outcomes, and effectiveness of allied health services. This gap hinders the ability to make informed decisions, allocate resources efficiently, and implement evidence-based practices. This engagement strategy aims to begin to address this by initiating efforts towards improved data collection and information sharing. By establishing these systems, we can better understand the impact of allied health services and ultimately enhance the quality of care provided.
The allied health workforce in Australia is regulated by either national regulation by the Australian Health Practitioner Regulation Agency, or self-regulated by professional associations.
Non-registered allied health professions
Many people employed in the health sector work in occupations not registered by AHRPA and there are fewer available data for these groups. These include dietitians, audiologists, and speech pathologists, which are self-regulated by their professional association to ensure high safety and quality standards are maintained.
Allied health data
The allied health workforce continues to be dominated by females, accounting for approximately 75% in 2022
The allied health workforce has gotten younger from 2013- 2022, with FTE’s aged 20-34 increasing by 47%
Murrumbidgee region data
The Skills Priority List (SPL) 2023 report shows more than 4 in 5 health professional occupations (82%) were in shortage in 2023.
MPHN acknowledges the crucial role of the allied health sector in primary care, emphasising its importance in achieving positive health outcomes through improved continuity and team care. Similarly, the Department of Health and Aged Care’s Stronger Rural Health Strategy aims to build a sustainable health workforce, particularly in rural and remote areas, by focusing on allied health professions. This strategy, highlighted by the COVID-19 pandemic and supported by the Primary Health Care 10 Year Plan, underscores the need for better access, integration, and cost-efficiency in healthcare. It also builds upon previous and ongoing engagement with allied health in the region. In previous years, MPHN has supported allied health in the following ways:
• Clinical council representation of allied health
• Representation of allied health at the Board level
• Allied health involvement in commissioned services
Current state
MPHN has mature and productive relationships and engagement with many stakeholders including general practices, community members and service providers, including commissioned providers. Stakeholder contribution and involvement in organisational activities is ongoing with a commitment to expand involvement and engagement with allied health in activities and decision making. Increased allied health engagement will provide valuable input, enhance our value proposition, and allow MPHN to better understand and support the allied health profession.
Governance
While our primary engagement has predominantly been with General Practitioners (GPs) and primary care providers, we recognise the valuable contributions of our allied health professionals. MPHN has for several years, had dedicated representation from the allied health sector on our board and clinical councils. Building on this representation ensures their expertise and experiences are more prominently heard, and their insights more deeply integrated into our strategic initiatives, fostering a more inclusive and collaborative governance model.
Enhancing allied health engagement will allow us to better understand the needs and challenges faced by this sector, ultimately leading to more effective and comprehensive healthcare strategies.
Commissioning
Since becoming a commissioner of services, MPHN commissions allied health through initiatives, such as:
• Wellness and Resilience Achieved Through Allied Health (WARATAH)
• WARATAH for Kids
• Enhancing Paediatrics in Primary Care (EPiPC)
• Vitality Passport in both Residential Aged Care Homes (RACHs) and the community
• Asthma/COPD Education Clinics
• Foot Care Nurse Services
• Speech Pathology Services
More information about MPHN commissioned allied health projects, programs and models of care can be found at Projects, Programs & Models of Care. By increasing the involvement of allied health professionals, we hope to integrate their expertise more deeply into our commissioning framework to foster new and innovative commissioning opportunities.
Digital health
MPHN’s digital health engagement with allied health has been predominantly focused on pharmacy-related initiatives, achieving 100% ePrescribing registration and over 90% My Health Record (MyHR) registration among eligible pharmacies. In July 2024, the Digital Health Maturity Assessment was conducted, with Semantic Consulting, to provide a comprehensive understanding of the digital maturity of the wider allied health community. The assessment highlights key achievements, such as the successful transformation of National Authentication Service for Health Public Key Infrastructure (NASH PKI) certificates and identifies areas for improvement, like increasing Provider Connect Australia (PCA) registrations and enhancing digital literacy. By leveraging these insights, MPHN aims to design more meaningful digital health engagement to foster greater adoption and integration of digital health tools across the allied health sector.
Information on allied health commissioned initiatives
Wellness and Resilience Achieved Through Allied Health (WARATAH):
The WARATAH program aims to make allied health services accessible to people living with chronic health conditions in the Murrumbidgee region. It collaborates with local health providers to fill gaps in service availability, offering support in areas like dietetics, podiatry, diabetes education, and physiotherapy1
WARATAH for Kids:
This initiative extends the benefits of the WARATAH program to children, ensuring they receive necessary allied health services. It focuses on addressing paediatric health needs, including developmental and behavioural concerns, through coordinated care and support from local health providers2.
Enhancing Paediatrics in Primary Care (EPiPC):
EPiPC supports General Practitioners (GPs) in the Murrumbidgee region to care for children with behavioural and developmental issues. The program provides advisory support from a community paediatrician, helping GPs manage these children within the primary care setting and enhancing their skills through training and education3.
Vitality Passport in both Residential Aged Care Homes (RACHs) and the community:
The Vitality Passport program is an evidence-based intervention designed to promote healthy living among older adults. It focuses on exercise, nutrition, and cognitive activities to reduce frailty and falls, and is implemented in both residential aged care homes and the broader community4
Asthma/COPD education clinics:
These clinics provide specialised education and support for individuals with asthma and chronic obstructive pulmonary disease (COPD). They aim to improve patient outcomes by offering guidance on managing these conditions, including the use of medications and action plans for selfmanagement5.
Foot care nurse services:
This service offers specialised foot care for individuals, particularly those with chronic conditions that affect foot health. It includes assessments, treatments, and education to prevent complications and maintain mobility and quality of life6
Speech pathology services:
These services focus on diagnosing and treating speech, language, and communication disorders. They are available to individuals of all ages and aim to improve communication skills, which are essential for daily living and social interactions7
This strategy aims to bolster the Murrumbidgee allied health sector by supporting:
• A more inclusive, culturally competent, and collaborative primary health care system that effectively integrates allied health professionals into governance and decision-making processes, promotes holistic wellbeing, and ensures culturally safe and responsive care for all communities, including First Nations people.
• A collaborative environment that bridges knowledge gaps, strengthens engagement, and ensures easy access to resources, ultimately leading to more meaningful assistance and improved outcomes for allied health professionals.
• A comprehensive understanding of the allied health workforce, guiding effective data collection and analysis for workforce capacity, skill shortages, and demands, while also strengthening advocacy and development efforts for the allied health workforce.
• Enhanced digital capabilities and efficiencies within allied health, leading to improved patient care and outcomes.
• Strengthened collaboration and innovation among allied health professionals, leading to the development of more effective models of care and improved health outcomes.
• Relationships and communication channels across allied health, PHNs, allied health peak bodies, and national/state health systems to identify and progress collaborative opportunities that contribute to nationallevel programs, projects, and models of care.
Activities identified in the Allied Health Engagement Strategy intend to work towards the vision of further enhancement and integration of allied health professions as part of primary health care to improve access, outcomes, integration, safety, quality, and cost-efficiency across the health system.
Scope
This strategy references the following terms and defines them as:
Allied health: “Allied health care is provided by university qualified allied health professionals. They use evidencebased practices to prevent, diagnose and treat various conditions and illnesses.”8. This definition recognises that the area of allied health is growing and changing regularly in regard to the various kinds and number of professionals who work in the sector. This definition also recognises that individual allied health disciplines are regulated in different ways.
Primary care: “Primary care is health care people seek first in their community.”8 This includes what could be called ‘frontline’ clinical services in the community, such as a GP or allied health professional.
Multidisciplinary team: For the purposes of this strategy, the multidisciplinary team refers to a cohesive and integrated group, including the service user or consumer, that works together to provide holistic primary care services to meet the identified needs of the person.
Priorities
The following key areas for supporting the aims of the Strategy have been identified through allied health focus groups, national policies and insights and a review of key MPHN documents.
The Allied Health Engagement Strategy has been mapped across six priority areas and are explained as follows:
Governance and culture
Focuses on enhancing the role of allied health professionals within MPHN by fostering their participation in decisionmaking processes, promoting education and collaborative efforts, to facilitate an inclusive, culturally competent, and collaborative primary healthcare system.
Practice engagement
Focuses on enhancing allied health practice engagement through learning and education opportunities, to create a collaborative environment that bridges knowledge gaps, strengthens engagement, and ensures easy access to resources, leading to more meaningful assistance and improved outcomes for allied health professionals.
Workforce and access
Focuses on collaborating with allied health stakeholders to gain a comprehensive understanding of the allied health workforce, guide effective data collection and analysis, and strengthen advocacy and development efforts.
Data, quality and digital maturity
Focuses on improving the accessibility and uptake of digital health tools to enhance integration, patient outcomes, and business processes.
Integration, models of care and funding
Focuses on enhancing collaboration and innovation among allied health professionals, MPHN and general practice to strengthen integration, raise awareness, and foster new collaborative methods to develop effective models of care and improve health outcomes.
Nationally led collaboration
Focuses on establishing and strengthening relationships and communication channels across allied health, PHNs, allied health peak bodies, and national/state health systems to identify and progress collaborative opportunities that contribute to national-level programs, projects, and models of care.
8 Department of Health and Aged Care, 2025
Strategy challenges
Throughout the development of this engagement strategy, the following range of local allied health challenges were identified:
Practice engagement
• Strengthening the connection between GPs and allied health professionals is required .
• More allied health-related content and Continuing Professional Development (CPD) links in communication avenues to better engage professionals.
• More localised, tailored support to better address the specific needs of each professional subgroup, complementing the broader level support from peak bodies.
• More networking opportunities to reduce professional isolation and improve relationships between GPs and allied health professionals.
Data, quality and digital maturity
• Adopting digital health solutions faces challenges in capacity and interoperability, impacting various service delivery strategies like telehealth.
• While the potential benefits of My Health Record are recognised, its limitations lead to mixed feelings.
• Confidentiality remains a crucial concern in digital connectivity, with its benefits heavily dependent on user interest and knowledge.
Workforce and access
• Difficulty in attracting and retaining health professionals in rural and regional areas.
• Lack of coordinated education, utilisation, and knowledge on effective use of allied health assistants.
• Long travel times and distances hinder access and availability of services.
• Limited funding for outreach services .
• Inadequate MBS item rebates for patients with chronic or complex conditions.
Integration, models of care and funding
• Limited integration, connectedness, and coordination of allied health in primary healthcare services.
• Lack of understanding of allied health professionals’ scopes of practice within the primary health sector.
In addition, the above challenges are further exacerbated by regional specific external factors such as:
• Impacts of our dispersed geography
• Impact of health sector workforce shortages
• An ageing population
• Increasing prevalence of chronic disease leading to increased demand for services
• Impacts of significant population growth
Methodology
Horizon scanning
Horizon scanning involved a thorough review of key national policies and insights to understand the strategic environment and context. Key documents were identified in consultation with focus groups to ensure the strategy aligns with localised priorities and is guided by current and emerging evidence, trends, risks, and opportunities. The key national policies and insights reviewed included:
• National PHN Allied Health in Primary Care Engagement Framework
Localised assessments, strategies, and plans
To ensure inclusion of local context, the development of the strategy was informed by several localised assessments, strategies, and plans, including:
• MPHN Health Needs Assessment 2022-2025
• MPHN Strategic Plan 2023-2027
• MPHN Reconciliation Action Plan
Focus groups
Consultations were conducted across the Murrumbidgee region with allied health professionals from MPHN’s four Clinical Councils to understand the local context, identify needs and challenges, and explore potential solutions. These consultations aimed to address issues unique to each Clinical Council area: Border, Western, Riverina, and Wagga Wagga. A total of 15 allied health professionals participated in four sessions, identifying several challenges aligned with the following key themes:
• Practice engagement
• Workforce and access
• Data, quality, and digital maturity; and
• Integration, models of care, and funding
Strategy alignment
The MPHN Allied Health Engagement Strategy has been designed to align with key internal, local, and national documents, ensuring a consistent and comprehensive approach.
Internally and locally, the strategy is directly aligned with MPHN Health Needs Assessment 2022-2025, by enhancing workforce capacity and addressing skill shortages, which are crucial for meeting the health demands of the Murrumbidgee region. It emphasises cultural competence and engagement with First Nations people, reflecting the priorities outlined in the MPHN Reconciliation Action Plan.
Furthermore, the Strategy aligns with MPHN’s Strategic Plan 2023-2027 by focusing on enhancing workforce capacity, addressing skill shortages, and promoting cultural competence. It also emphasises the importance of integrating allied health professionals into MPHN governance structures, thereby ensuring that their perspectives and expertise are included in decision-making processes. Additionally, the strategy supports the Strategic Plan’s goals of workforce development and capacity building, which are essential for creating a sustainable and effective healthcare system in the region.
On a national level, the strategy’s focus on improving integration and collaboration with allied health professionals aligns with the Primary Healthcare 10 Year Plan and the National PHN Allied Health in Primary Care Engagement Framework. By prioritising nationally led collaboration, governance and culture, practice engagement, data quality and digital maturity, workforce access, and integration of models of care and funding, the strategy ensures a comprehensive and culturally competent approach to fostering a more inclusive healthcare environment in the Murrumbidgee region.
Strategy on a page
VISION
A stronger and integrated multidisciplinary primary care team across the Murrumbidgee.
Limited localised support, relationship building and networking opportunities
KEY ISSUES
Workforce development and rural access issues
Governance and culture Practice engagement
Formally recognise and embed allied health in MPHN structures and functions.
Promote the role of allied health as part of primary care across all MPHN activities.
Enhance cultural competence support for allied health professionals by partnering with First Nations peoples, promoting wellbeing over illness and treatment, and embedding First Nations knowledge into education programs to create a culturally safe and responsive health care system.
Strengthen capture of allied health needs and workforce capacity data to guide analysis for skill shortages and workforce optimisation opportunities.
Enhance advocacy for allied health workforce development.
Population growth
Ageing population
Lack of integration and confidentiality concerns in digital health
PRIORITY AREAS
Workforce and access
Data, quality and digital maturity
STRATEGIES
Increase allied health involvement in preventionfocused, integrated care models.
Poor integration and lack of understanding of allied health opportunities
Integration, models of care and funding
Increase awareness of and streamline referrals to allied health professions in the region through established tools and education.
Explore new methods tofacilitate networking among allied health stakeholders to foster opportunities for collaboration
Improve the digital health maturity of allied health professionals and practices through targeted assessments and support
Increase visibility of allied health within MPHN core communications to foster a collaborative environment that supports engagement and ensures easy access to MPHN staff and resources.
KEY CHALLENGES
Nationally led collaboration
Identify and establish key relationships and formalised mechanisms for communication across PHNs, allied health peak bodies, and national/state health systems to facilitate collaborative opportunities that contribute to nationallevel programs, projects, and models of care.
Support relationship building, communication reach, and joint education and training initiatives to bridge identified knowledge gaps regarding allied health role.
Increasing prevalence of chronic diseases
Dispersed geography
Health sector workforce shortage
Implementing our priorities
Priority Area: Governance and culture
Focus: Strengthening the role of allied health professionals within MPHN by facilitating involvement at all levels of MPHN Governance, decision-making processes, and promoting education and collaborative efforts, to facilitate an inclusive, culturally safe, and integrated primary care system focused on prevention and wellbeing.
Strategy 1: Formally recognise and embed allied health in MPHN structures and functions.
Strategy 2: Promote the role of allied health as part of primary care across all MPHN activities and communications.
Actions
Establish the Murrumbidgee Allied Health Advisory Committee to advise and make recommendations on establishing MPHN’s allied health engagement function and localising the National Allied Health in Primary Care Framework & Toolkit.
Review allied health in MPHN clinical councils and co-design processes across engagement, education and commissioning processes.
An active drive to increase allied health participation in MPHN governance processes.
Increase allied health awareness of commissioning processes and opportunities.
Success looks like
Allied health professionals formally recognised, included, and engaged in MPHN governance and decision-making processes.
Increase allied health membership for MPHN activities and Clinical Councils.
Increase in allied health partnerships and participation in programs and events.
Actions
Professional development of MPHN staff incorporates increasing understanding of the roles of different allied health professions. Mechanisms for incorporating allied health’s understanding of community needs into the MPHN local needs assessment developed.
Develop an understanding of the data available, alongside allied health peak bodies and professionals to inform allied health needs and service provision in the MPHN region.
Success looks like MPHN successfully integrates allied health into primary care teams with clear, inclusive messaging and communications that reflect the vital role of allied health in primary care.
MPHN staff are educated about allied health and adapted governance, data, and codesign processes to support and empower allied health providers.
Strategy 3: Enhance cultural competence support for allied health professionals by partnering with First Nations peoples, promoting wellbeing over illness and treatment, and embedding First Nations knowledge into education programs to create a culturally safe and responsive health care system.
Actions
Engage with Aboriginal Community Controlled Health Organisations (ACCHOs) and allied health peak bodies to share resources and integrate First Nations perspectives into education and training programs.
Incorporate First Nations’ health practices and knowledge into MPHN education and training.
Engage with ACCHOs education providers, LHDs, general practice and allied health providers to increase awareness and understanding of Aboriginal Health Workers and Practitioners scope of practice, education/ training pathways, and challenges.
Success looks like
Increased number of allied health professionals trained in culturally safe practices.
Increase in preventive health and wellbeing education opportunities.
Increased engagement and participation of First Nations peoples in health education and training programs. Increased awareness and understanding of scope of practice, education/ training pathways, and challenges for Aboriginal health workers and practitioners.
Priority Area: Practice engagement
Focus: Enhancing allied health practice engagement through learning and education opportunities, and relationship building through establishing and strengthening communication channels.
Strategy 1: Increase visibility of allied health within MPHN core communications to foster a collaborative environment that supports engagement and ensures easy access to MPHN staff and resources.
Actions
Integration of allied health into MPHN communication avenues (newsletters, website, electronic updates).
Establish two-way communication channels with allied health and relevant peak bodies.
Improve accessibility of allied health to MPHN through easily accessible contact lists and organisational charts.
Success looks like
Increased engagement with allied health.
Active two-way communication channels with allied health and peak bodies.
Improved accessibility of MPHN for allied health.
Strategy 2: Support relationship building, communication reach, and joint education and training initiatives to bridge identified knowledge gaps regarding allied health role.
Actions
Increase allied health workforce opportunities into MPHN education and training.
Support and facilitate the allied health workforce to connect and register with established public and provider directories.
Identify and facilitate opportunities for joint education and training for general practice and allied health.
Success looks like
Increased participation of allied health in the opportunities and resources provided by MPHN.
Enhanced collaboration between allied health, peak bodies and MPHN.
An integrated joint education program between allied health and general practice.
Priority Area: Workforce and access
Focus: Collaborating with allied health stakeholders for a comprehensive understanding of the allied health workforce by strengthening data capture and analysis and advocacy to address health needs and service gaps.
Strategy 1: Strengthen capture of allied health needs and workforce capacity data to guide advocacy and address health needs and service gaps.
Actions
Engage and collaborate with allied health professionals, education institutions and peak bodies to identify opportunities for data collection to capture workforce capacity and needs.
Facilitate collaborations for sharing relevant needs assessment data with relevant stakeholders to increase awareness of local workforce challenges.
Success looks like
An engaged collaborative of allied health stakeholders, providing insights into data collection for workforce distribution, skill gaps, and service demands.
Informed decision-making and targeted interventions to address local workforce challenges.
Increased awareness and utilisation of needs assessment data among stakeholders.
Strategy 2: Enhance advocacy for allied health workforce development.
Actions
Engage and collaborate with allied health professionals, education institutions and peak bodies to advocate for the utilisation of allied health assistants in rural and regional healthcare settings.
Engage with educational institutions, peak bodies, and allied health stakeholders to identify opportunities in training pipelines and graduate placement programs.
Engage with educational institutions, peak bodies, and allied health stakeholders to identify opportunities for the promotion of allied health careers.
Support development of Communities of Practice on areas of shared interest.
Priority Area: Data, quality and digital maturity
Success looks like
Increased use of allied health assistants to enhance support and service delivery in rural and regional areas.
Increased awareness of allied health careers among students, PHN staff and general practice.
Improved opportunities in training pipelines and graduate placement programs.
Greater collaboration between primary care professionals in existing shared interest areas.
Focus: Improving the accessibility and uptake of digital health tools to enhance integration across primary health digital systems, and demonstrate outcomes.
Strategy: Improve the digital health maturity of allied health professionals and practices through targeted assessments and support.
Actions
Conduct a digital health maturity assessment to gauge current levels of digital maturity and knowledge.
Provide tailored support and resources based on assessment results to improve digital health capabilities.
Facilitate education and training to address identified gaps and enhance digital tool usage.
Support commissioned allied health service providers to demonstrate quality and outcomes.
Share relevant case studies to promote quality, evidencebased practice in integrated primary care teams.
Success looks like
Completed digital health maturity assessment and support to implement individual provider action plan..
Improved digital health maturity scores across the allied health community.
Increased awareness and connectivity with digital health tools and resources.
Priority Area: Integration, models of care and funding
Focus: Supporting all allied health stakeholders to build relationships, strengthen integrated care models, raise awareness of the value of allied health.
Strategy 1: Increase allied health involvement in prevention-focused, integrated care models.
Actions
Conduct a comprehensive review of existing integrated models of care involving allied health and identify strengths, weaknesses, and areas for improvement. Develop relationships with relevant local public and private allied health teams and leaders to facilitate regular communication channels to support effective models of care.
Engage the Murrumbidgee Allied Health Advisory Committee in guiding the ongoing involvement of allied health in integrated care.
Success looks like Co-designed opportunities to enhance existing models of care involving allied health.
Improved integration and collaboration between MPHN and allied health professionals.
Strategy 2: Increase awareness of and streamline referrals to allied health professions in the region through established tools and education.
Actions
Collaborate with allied health professionals to develop and implement a plan to integrate allied health intoHealth Pathways.
Facilitate education for general practice and allied health providers on the use and benefits of HealthPathways. Provide resources and support to allied health to facilitate their integration into Murrumbidgee HealthPathways.
Success looks like Increased number of allied health providers participating in Health Pathways. Increased awareness and utilisation of allied health services within Murrumbidgee HealthPathways.
Strategy 3: Explore new methods to facilitate networking among allied health stakeholders to foster opportunities for collaboration .
Actions
Opportunities are facilitated by MPHN for general practice and allied health to collaborate on areas of shared interest to ensure the provision of best practice integrated patient care.
Facilitate and attend allied health networking events, conferences, and workshops to promote opportunities for allied health professionals to share knowledge and best practices.
Engage the Murrumbidgee Allied Health Advisory Committee in exploring new collaboration opportunities for allied health professionals in the design and implementation of new models of care.
Success looks like
Increased number of allied health professionals engaged with MPHN facilitating stronger networks and collaboration among allied health professionals. Increased opportunities for allied health professionals to contribute to design and implementation of new care models.
Priority Area: Nationally led collaboration
Focus: Establishing and strengthening engagement with key forums involving national and state stakeholders to support progress of shared priorities.
Strategy: Identify and establish key relationships and formalised mechanisms for communication across PHNs, allied health peak bodies, and national/state health systems to facilitate collaborative opportunities that contribute to nationallevel programs, projects, and models of care.
Actions
Collaborate with PHNs, allied health peak bodies, and national/state health systems to strengthen communication to ensure regular and effective information exchange between all stakeholders.
Facilitate allied health participation in national and statebased forums to identify and leverage opportunities for primary are as a whole.
Success looks like
Effective and consistent communication between PHNs, allied health peak bodies, and national and state health systems.
Opportunities for collaboration and networking among allied health professionals and stakeholders at the national and state level.
Increased opportunities for allied health professionals to contribute to national and state-based design and implementation programs, projects, and models of care.
