New reports highlight experiences of disabled New Zealanders living with cancer

Upcoming events of interest

As some members will know, we have farewelled our previous Executive Administrator, Nikky Winchester, and welcome as her successor, Pauline Downie. On behalf of all our members, we want to thank Nikky for her long-serving contribution to AHANZ and wish her well for the future. Pauline is contactable at admin@alliedhealth.org.nz .

A huge thank you to everyone who jumped into the 2025 AHANZ Member Survey. We know you’re busy humans, so the time you gave us has been incredibly valuable. Your responses have given the Executive a really clear, grounded picture of what you want AHANZ to keep doing, and where you’d like us to lift our game as we shape our 2026–2028 Strategic Plan and step up advocacy ahead of the 2026 General Election. Many of you will have already seen or heard snippets of this feedback through conversations and recent meetings. What matters now is that we’re using it to guide the next phase of our work, so your voices are right at the centre of our planning. As co-Chair Alison Molloy puts it: “This survey has confirmed what we’ve been sensing across the sector; allied health is ready for a stronger, clearer national voice, and AHANZ is here to help make that happen.” She added: “We’re genuinely grateful for the honesty in the feedback. It’s given us practical direction, not just high-level wishes.” Here are the key recommendations you told us to prioritise: Short-term (next 0–3 months) Make member meetings shorter (no more than two hours) and schedule them at more workable times. Create a simple orientation pack for new reps. Set up easy ways to contribute between meetings (e.g., quick online surveys or a monthly virtual policy clinic). Prepare an initial ministerial briefing pack setting out our four strategic priorities. Medium-term (6–12 months) Develop a strong position paper on HPCA Act regulation, protection of professional titles, and fair recognition of smaller professions. Build an explicit Māori equity plan that embeds Te Tiriti commitments throughout our strategy. Lift AHANZ’s public profile with regular updates, media engagement, and proactive ministerial briefings. Longer-term (12–24 months) Support digital health/data pilot projects that show allied health impact. Grow the economic and prevention evidence base to strengthen our case with government. Thanks again for backing AHANZ with your insight and your time. We’ll keep sharing progress as we turn these recommendations into real-world action.

The Government has been promoting its updated set of health targets - faster ED wait times, quicker cancer treatment, shorter GP appointments, improved ambulance response times. “There targets matter, of course,” AHANZ Co-Chair Robin Kerr says. “But they’re all measures of what happens once people are already unwell enough to need hospitals, EDs or urgent primary care. They tell us nothing about how we stop people reaching that point in the first place.” Robin says the continued emphasis on acute and secondary care is a missed opportunity, and one on which AHANZ is focusing its advocacy strategy. The Hidden in Plain Sight report and our recent advocacy papers make it clear the country can’t fix hospital pressure without strengthening community-based prevention, early intervention, and rehabilitation. Robin says AHANZ wants to see a shift toward “targets that measure wellness, not just illness.” “We’re not saying the current targets are wrong,” Robin says. “We’re saying they’re incomplete - if they only measure hospital-level performance, the system will only invest in hospital-level solutions.” With the election approaching, Robin says AHANZ is also watching closely for the Labour Party’s yet-to-be-released health policy. “Our message to Labour is simple: make allied health visible. Build us into your prevention strategy, your workforce planning, your community care models, your data systems. We are ready to be part of the solution, but you have to put us in the frame.” As advocacy ramps up, AHANZ’s position is clear: if New Zealand wants fewer people turning up at ED, it needs to invest in the people who prevent those visits in the first place. “The system needs what allied health can offer.”

As the election clock ticks down, Allied Health Aotearoa New Zealand is putting the needs, expertise, and potential of the allied health workforce squarely in front of our political decision-makers. AHANZ has developed a suite of four focused policy papers that together set out a simple message: allied health is essential to delivering a strong, equitable, community-based health system — and the next Government must enable that. Those policy papers - on joined-up community care, prevention, visibility, and reaching everyone, everywhere – are the backbone of AHANZ’s election advocacy. They now form the basis of a manifesto document that AHANZ will send to all the Parties, urging them to include our recommendations into their own health policies. AHANZ Executive Committee member, Alison Molloy, says the papers and the manifesto reflect what members have been telling AHANZ. “We have the workforce, the capability, and the evidence. What we’ve lacked is appropriate system design. These papers make that case clearly and powerfully.” 1. Joined-up, community-based care spells out how the allied health workforce can relieve pressure on GPs and hospitals, and why Tier 1 care must be team-based and locally delivered. 2. Prevention first highlights that preventable conditions are driving unsustainable demand. Allied health can address that, but people can’t access services that are unfunded and unaffordable. 3. Better information and visibility is AHANZ calling for proper reporting, shared digital systems, and visibility in workforce planning. 4. Reaching everyone, everywhere reinforces equity as the defining challenge. Alison puts it simply: “We understand this Government is mostly focused on health targets as they relate to hospitals and EDs. But we still need to advocate strongly for allied health and the role we can play, and the value we bring." We want to use every possible opportunity to push for a future where allied health is finally recognised as the engine room of a modern, accessible, prevention-centred health system.