A U S T R A L I A N
Allied Health
AWARDS
Magazine ISSUE 2
The State of Allied Health in 2026
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2026
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WELCOME Welcome to the Q2 edition of Allied Health Awards Magazine. There is no question that allied health is navigating a period of significant change. From workforce shortages and funding pressures to growing demand and ongoing reform, professionals across Australia are being asked to adapt, innovate and lead in new ways. That’s why this issue is dedicated to exploring the state of allied health in 2026. Through conversations with industry leaders, advocates and organisations across the sector, we take a closer look at the challenges, opportunities and priorities shaping the future of the profession. While there is plenty to navigate, there is also plenty to be optimistic about. Every day, we continue to see remarkable examples of leadership, innovation and commitment across allied health, and we’re looking forward to celebrating many of those achievements when our 2026 finalists are announced in the months ahead. Thank you for joining us. – The Allied Health Awards Team
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THE STATE OF ALLIED HEALTH IN 2026 The opportunities, pressures and trends shaping the profession today
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A U S T R A L I A N
Allied Health
AWARDS
GALA ‘26 KEYNOTE SPEAKER
Damien Adler Zanda Co-founder, Psychologist, and Best Selling Author
Allied health sits at an important crossroads. Across Australia, demand for healthcare services continues to grow as the population ages, chronic disease becomes increasingly prevalent and health systems place greater emphasis on prevention, rehabilitation and community based care. At the same time, allied health providers are navigating workforce shortages, funding reform, retention challenges and growing service complexity. These pressures are not unique to allied health. They are being felt across the broader healthcare system. However, for a workforce that plays a critical role in supporting functional independence, managing chronic conditions and improving quality of life, the implications are significant. In 2026, the conversation is no longer about whether allied health is essential to Australia’s healthcare future. It is about whether the profession has the workforce, resources and support required to meet growing demand.
The conversation is no longer about whether allied health is essential. It is about whether the profession has the capacity to meet growing demand.
Demand continues to grow
THE STATE OF ALLIED HEALTH IN 2026
Australia’s healthcare needs are changing. According to the Australian Institute of Health and Welfare, Australia’s population continues to age, creating both pressures and opportunities for the health and welfare sectors. Older Australians are more likely to live with chronic and complex health conditions and often require ongoing support to maintain health, mobility and independence. The burden of chronic disease continues to grow. Recent AIHW data estimates that 38% of Australians were living with two or more long term health conditions in 2022. Among Australians aged 85 and over, that figure rises to 79%. These trends are increasing demand for services delivered by physiotherapists, occupational therapists, speech pathologists, psychologists, dietitians, exercise physiologists, podiatrists, social workers and other allied health professionals. Healthcare delivery is also evolving. There is increasing recognition that better health outcomes are not achieved solely through acute medical intervention. Prevention, rehabilitation, self management, community support and multidisciplinary care are playing a growing role in how health services are designed and delivered.
WHAT WE’RE SEEING IN 2026 Growing demand for allied health services More Australians living with chronic conditions Increasing demand for community based care Greater emphasis on prevention and early intervention
Workforce shortages remain a national challenge If there is one issue consistently raised by governments, peak bodies and employers across the sector, it is workforce capacity. The Australian Government is currently developing Australia’s first National Allied Health Workforce Strategy, specifically to address workforce shortages, workforce distribution challenges and future workforce planning. The strategy acknowledges that shortages of allied health professionals remain a significant challenge nationally. Allied Health Professions Australia reports that the 2024 Occupation Shortages List identified national shortages across 13 allied health professions, with additional local shortages affecting several others. Workforce shortages are particularly pronounced outside metropolitan centres. The challenge is not simply one of workforce numbers. It is also one of the workforce distributions. Many regional, rural and remote communities continue to experience difficulties attracting and retaining allied health professionals, limiting access to services and increasing pressure on existing teams. Workforce submissions made during consultation on the National Allied Health Workforce Strategy consistently identified workforce shortages and retention as key concerns, particularly in regional and remote Australia.
Workforce shortages are no longer an emerging challenge. They are a current reality for many allied health professions and communities.
The causes are complex. Growing demand, geographic maldistribution, training capacity constraints, competition across health sectors and an ageing workforce all contribute to workforce pressure. Addressing these challenges will require long term planning rather than short term solutions.
Funding pressures and system reform Alongside workforce challenges, allied health organisations continue to adapt to significant policy and funding reform. Across disability, aged care and broader healthcare systems, providers are navigating changing funding arrangements, compliance obligations and reporting requirements while continuing to deliver high quality care. The challenge for many organisations is balancing sustainability with service delivery. Leaders are increasingly being asked to manage workforce pressures, maintain quality standards, meet regulatory requirements and respond to changing funding environments simultaneously.
THE BIG CHALLENGE How do providers continue delivering high quality, person centred care while navigating increasing workforce pressures, funding reform and rising operational costs? For many organisations, success increasingly depends not only on clinical excellence, but also on leadership capability, operational resilience and the ability to adapt to change.
Burnout and retention are shaping the workforce conversation While recruitment remains a significant challenge, retention is becoming equally important. Recent findings from AHPRA’s Workforce Retention and Attrition Project provide valuable insight into why practitioners leave their professions. Across regulated health professions, mental burnout was identified as the most commonly reported factor influencing practitioners to leave, followed by retirement, feeling undervalued and lack of professional satisfaction. The findings highlight an important shift in workforce conversations. Burnout is increasingly recognised as a systems issue rather than an individual one. Growing workloads, workforce shortages, administrative burden and ongoing organisational change can all contribute to workplace stress and reduced job satisfaction. For employers, retaining experienced professionals may prove just as important as attracting new graduates into the workforce.
Retention may be one of the most important workforce challenges facing allied health over the next decade.
This is prompting greater focus on workplace culture, leadership development, wellbeing initiatives, flexible work arrangements and professional growth opportunities. Evidence reviewed in the Australian Government’s Workforce Intelligence Report suggests that workforce retention is strengthened through strategies that support flexibility, professional development and employee wellbeing.
THE STATE OF ALLIED HEALTH IN 2026
Beyond the challenges Despite the pressures, there are reasons for optimism. The development of Australia’s first National Allied Health Workforce Strategy represents an important milestone for the profession. It reflects growing recognition of allied health’s contribution to Australia’s health system and the need for coordinated workforce planning. Technology is also creating new opportunities. Digital health initiatives, telehealth and technology enabled models of care continue to expand access to services, particularly for communities that have traditionally experienced barriers to care. The Australian Institute of Health and Welfare notes that digital health systems are playing an increasingly important role in how healthcare is delivered, accessed and coordinated. At the same time, allied health is becoming increasingly visible within broader healthcare reform conversations. The profession’s role in prevention, rehabilitation, chronic disease management, disability support and healthy ageing is receiving greater recognition from policymakers, health leaders and the community.
WHAT GIVES THE SECTOR REASON FOR OPTIMISM? National workforce planning is underway Growing recognition of allied health’s contribution Continued investment in digital health capability Increased focus on prevention and community care Strong leadership emerging across the profession
LOOKING AHEAD The challenges facing allied health are significant. Demand is growing. Workforce shortages remain persistent. Funding and policy environments continue to evolve. Retention and wellbeing are becoming increasingly important workforce considerations. Yet, there is also a strong sense that allied health is entering a period of opportunity. Few parts of the healthcare system are as closely connected to the issues shaping Australia’s future health needs. From supporting an ageing population to managing chronic disease, improving access to care and helping people live well for longer, allied
health professionals are playing a critical role in shaping healthier communities across Australia.The conversations taking place today about workforce sustainability, funding reform and service delivery matter because they will influence how care is accessed and experienced in the years ahead. But ultimately, the future of allied health will not be measured by workforce targets, funding models or policy documents. It will be measured in the lives improved, the independence restored, the opportunities created and the communities strengthened because someone chose to care. That has always been the heart of allied health. And as the profession looks to the future, it remains its greatest strength.
References National Allied Health Workforce Strategy (Australian Government Department of Health and Aged Care) https://www.health.gov.au/our-work/national-allied-health-workforce-strategy Research Provides Clues to Boost Health Workforce Retention (Ahpra, 2025) https://www.ahpra.gov.au/News/2025-02-12-WRAP-media-release.aspx Health Workforce (Australian Institute of Health and Welfare) https://www.aihw.gov.au/reports/workforce/health-workforce Multimorbidity in Australia (AIHW, 2025) https://www.aihw.gov.au/reports/chronic-disease/multimorbidity-in-australia Older People Overview (AIHW) https://www.aihw.gov.au/reports-data/population-groups/older-people Older Australians Health and Disability Status (AIHW) https://www.aihw.gov.au/reports/older-people/older-australians/contents/health/healthdisability-status Allied Health Professions Australia Election Priorities 2025 https://www.ahpa.com.au/election-2025 Workforce Intelligence Report 2025 (Australian Government Department of Health and Aged Care) https://www.health.gov.au/sites/default/files/2026-04/workforce-intelligence-report-2025.pdf Digital Health (AIHW, 2025) https://www.aihw.gov.au/reports/australias-health/digital-health Trends in Retention and Attrition in Nine Regulated Health Professions (2025) https://pubmed.ncbi.nlm.nih.gov/39923309/ Survey Responses to the Draft National Allied Health Workforce Strategy (National Rural Health Alliance, 2025) https://www.ruralhealth.org.au/policy/submission/survey-responses-to-the-draft-national-alliedhealth-workforce-strategy/
BUILDING THE WORKFORCE OF THE FUTURE Support Workers Association of Australia FOR THOSE WHO MAY NOT BE FAMILIAR WITH THE SUPPORT WORKERS ASSOCIATION OF AUSTRALIA, CAN YOU TELL US A LITTLE ABOUT THE ORGANISATION AND WHAT INSPIRED ITS CREATION?
The Support Workers Association of Australia exists to support, connect and advocate for support workers across the country. Support workers are such an essential part of Australia’s health, disability, aged care and community services ecosystem, yet their role is still often misunderstood, undervalued or left out of important sector conversations. The association was created because support workers need a place that recognises the complexity, skill and responsibility of their work. They need access to information, professional connection, practical guidance and a collective voice. At its heart, SWAA is about helping build a stronger, safer and more respected support workforce — because when support workers are supported well, the people and families they work alongside benefit too. WHAT FIRST DREW YOU TO THIS WORK AND TO ADVOCATING FOR SUPPORT WORKERS ACROSS AUSTRALIA?
What drew me to this work was seeing the gap between how important support workers are in people’s daily lives, and how little recognition, structure and professional support they often receive. Support workers are frequently the people who notice changes first. They are often present in the ordinary, everyday moments where trust is built - at home, in the community, during routines, transitions and difficult days. That kind of work requires judgement, emotional intelligence, communication, boundaries and deep respect for the person being supported. I became passionate about advocating for support workers because I believe the sector cannot keep asking people to do deeply human, complex work without also investing in their safety, capability and professional identity.
LOOKING BACK, WHAT HAS BEEN ONE OF THE MOST REWARDING MOMENTS IN YOUR JOURNEY SO FAR?
One of the most rewarding parts has been hearing from support workers who say, “I finally feel seen.” That may sound simple, but it matters. Many support workers are doing incredibly meaningful work, often in isolated environments, and they do not always have a team around them or a clear professional pathway. When someone tells us they feel more confident, more connected, or more able to understand their role because of something we have shared or created, that is incredibly meaningful. It reminds me that this work is not only about systems and policy. It is also about belonging, confidence and professional dignity. IF YOU HAD TO DESCRIBE THE CURRENT STATE OF ALLIED HEALTH AND SUPPORT SERVICES IN AUSTRALIA IN THREE WORDS, WHAT WOULD THEY BE AND WHY?
I would say: stretched, evolving and essential. Stretched, because the demand across disability, health, aged care and community services is significant, and many workers and providers are carrying real pressure. Evolving, because reform is happening across multiple parts of the system, including the NDIS, quality and safeguarding, workforce expectations and multidisciplinary practice. And essential, because these services are not optional extras. They are part of how people live with choice, safety, dignity and connection in their everyday lives. The challenge now is to make sure reform strengthens the workforce and the people receiving support, rather than simply adding more complexity to already stretched systems. WHAT DO YOU SEE AS THE BIGGEST CHALLENGES FACING ALLIED HEALTH PROFESSIONALS AND SUPPORT WORKERS IN 2026?
Carly Nisner
One of the biggest challenges is workforce sustainability. Across the sector, people are navigating high demand, administrative burden, changing regulation, workforce shortages, cost pressures and increasingly complex participant and client needs. For support workers in particular, there can also be isolation, unclear role boundaries, inconsistent training and limited professional recognition.
That means clearer communication between allied health professionals, support workers, providers, families and participants. It also means respecting each person’s role and expertise. For support workers, I believe the next few years need to bring stronger professional pathways, better access to practical training, clearer standards, and more recognition of the judgement and responsibility involved in the role.
Another challenge is fragmentation. Allied health professionals and support workers may be working with the same person, but not always with the same information, shared goals or communication pathways.
Reform will only be successful if it is designed with the people most affected by it - including people with disability, families, frontline workers and providers who understand the realities of daily support.
FROM YOUR PERSPECTIVE, WHERE IS THE SECTOR MAKING THE GREATEST PROGRESS RIGHT NOW?
ALLIED HEALTH PROFESSIONALS AND SUPPORT WORKERS OFTEN SUPPORT THE SAME INDIVIDUALS. WHAT DOES A TRULY COLLABORATIVE RELATIONSHIP LOOK LIKE IN PRACTICE?
I think one area of progress is the growing recognition that support work is skilled work. There is more conversation now about quality, safeguarding, training, supervision, boundaries and workforce capability. That is important. There is also increasing awareness that good outcomes do not come from any one profession working in isolation. They come from relationships, communication and a shared understanding of the person’s goals, preferences and rights. The strongest progress happens when we stop treating support workers as peripheral and start seeing them as part of the broader support ecosystem. LOOKING AHEAD, WHAT CHANGES OR OPPORTUNITIES DO YOU BELIEVE WILL HAVE THE BIGGEST IMPACT ON ALLIED HEALTH AND SUPPORT SERVICES OVER THE NEXT FEW YEARS?
The biggest opportunity is to build genuinely connected teams around people, rather than fragmented services around systems.
A truly collaborative relationship is practical, respectful and person-centred. It looks like allied health professionals taking time to explain the “why” behind strategies, not just handing over instructions. It looks like support workers sharing observations in a clear and respectful way, because they may notice important changes in someone’s environment, routine, communication or wellbeing. It also means everyone understands the boundaries of their role. Support workers are not allied health professionals, and they should not be expected to practise outside their scope. But they are often key to helping strategies make sense in real life. Good collaboration turns a plan on paper into something that can actually work in a person’s dayto-day life.
They explain what matters most. They recognise that implementation depends on context, relationships and trust. A support worker is much more likely to apply a strategy well when they understand the purpose behind it and feel confident in what is being asked of them. WHAT DO YOU THINK SUPPORT WORKERS NEED MOST IN ORDER TO THRIVE PROFESSIONALLY OVER THE NEXT FIVE YEARS?
Support workers need recognition, structure and support. Recognition means understanding that this is skilled, relational work that carries responsibility. Structure means clearer role expectations, safer systems, better induction, ongoing training and accessible professional development. Support means workers are not left alone to navigate complex situations without guidance, supervision or community. We cannot build a high-quality support sector on goodwill alone. Support workers need the conditions, tools and respect required to do their work safely and sustainably. WHAT EXCITES YOU MOST ABOUT THE FUTURE OF THE SECTOR? WHAT’S ONE THING YOU WISH MORE ALLIED HEALTH PROFESSIONALS UNDERSTOOD ABOUT THE ROLE SUPPORT WORKERS PLAY IN A PERSON’S CARE JOURNEY?
I wish more allied health professionals understood how much support workers often see, notice and hold.
What excites me is the possibility of a more mature, connected and values-led sector. There is an opportunity now to rethink how we value frontline work, how we listen to people with disability and families, and how we build teams that are genuinely centred around the person rather than the system.
Support workers may be present during moments that do not happen in appointments. They may see how fatigue shows up at the end of the day, how a strategy works in a busy household, how someone responds in the community, or what barriers appear when formal supports are not in the room.
I am also encouraged by the number of support workers who care deeply about doing this work well. Many are actively seeking learning, connection and higher standards.
That does not mean support workers should be asked to take on clinical responsibility. But their observations can be incredibly valuable when they are invited, respected and used appropriately.
WHAT CHANGES WOULD YOU LOVE TO SEE ACROSS HEALTH, DISABILITY AND COMMUNITY SERVICES OVER THE NEXT FIVE YEARS?
Support workers can be an important bridge between professional recommendations and everyday life. IF YOU COULD GIVE ONE PIECE OF ADVICE TO ALLIED HEALTH PROFESSIONALS WANTING TO WORK MORE EFFECTIVELY ALONGSIDE SUPPORT WORKERS, WHAT WOULD IT BE?
Make the strategy usable. Support workers need clear, practical guidance that translates into real environments - homes, cars, shopping centres, community spaces, morning routines and difficult afternoons. The most effective allied health professionals are those who communicate in a way that is respectful, specific and realistic. They invite questions.
That commitment gives me a lot of hope.
I would love to see greater respect for frontline knowledge. Policy and service design often happen far away from the daily reality of support. But people with disability, families, support workers and frontline professionals understand where systems work and where they break down. I would also like to see stronger investment in prevention, early support and workforce development. Too often, systems respond when things have already reached crisis point. And across everything, I would like to see a deeper commitment to dignity - dignity for the person receiving support, and dignity for the workers providing it.
BONUS WHAT’S ONE MISCONCEPTION ABOUT SUPPORT WORKERS YOU’D LOVE TO BUST?
That support work is “easy” or “unskilled”. Good support work requires judgement, patience, communication, adaptability, emotional intelligence and strong boundaries. It requires a deep respect for choice and control. It often involves supporting people through very personal parts of life while never making the work about yourself. The best support workers make complex work look calm. That does not mean the work is simple. WHAT KEEPS YOU MOTIVATED ON THE DIFFICULT DAYS?
The people. Support workers who are trying to do the right thing in difficult conditions. People with disability and families who continue to advocate for better. The moments where someone feels less alone because they have found language, support or community. The work can be hard, but the purpose is very clear.
IF YOU COULD WAVE A MAGIC WAND AND INSTANTLY IMPROVE ONE THING IN THE SECTOR TOMORROW, WHAT WOULD IT BE?
I would create clearer, safer and more consistent pathways for support workers to learn, grow and be supported in their roles. That would have an immediate impact on worker confidence, quality of support, safeguarding and retention. People receiving support deserve workers who are equipped, respected and well-supported. Workers deserve that too. FINISH THIS SENTENCE: “THE FUTURE OF ALLIED HEALTH IN AUSTRALIA WILL BE STRONGEST WHEN…”
The future of allied health in Australia will be strongest when we build genuine teams around people teams that respect lived experience, value frontline knowledge, communicate clearly, and understand that good support is not only clinical or transactional. It is relational, practical and deeply human.
THE ADVOCATE’S PERSPECTIVE Disability Advocacy Network Australia (DANA)
Carly Wallace and Cherry Baylosis
FOR READERS WHO MAY NOT BE FAMILIAR WITH DISABILITY ADVOCACY NETWORK AUSTRALIA, CAN YOU TELL US A LITTLE ABOUT THE ORGANISATION AND THE WORK YOU DO?
Disability Advocacy Network Australia (DANA) is the national peak body for independent disability advocacy across Australia. We are a membershipbased organisation with approximately 80 members across Australia, comprising independent disability advocacy organisations and communitybased organisations. Our role is to support and strengthen the advocacy sector so that people with disability can exercise their rights, have their voices heard, and participate fully in all aspects of community life. We work closely with independent advocacy organisations, disability representative organisations (DROs), people with disability, governments, and other stakeholders to identify emerging issues, inform policy and system reform, and promote the vital role of advocacy in safeguarding rights and advancing inclusion and access. At the heart of our work is a commitment to protecting and promoting the rights of people with disability, ensuring that their lived experience shapes the decisions and systems that affect their lives. WHAT FIRST DREW YOU TO DISABILITY ADVOCACY AND THE WORK YOU DO TODAY?
I have always been deeply committed to making sure people are heard and have a genuine say in the decisions that affect their lives, especially those who are too often excluded from the conversations that matter most. As a person with AuDHD, I have experienced firsthand what it feels like to lack a voice within systems that are meant to support you. Throughout my education, I encountered significant barriers driven by misunderstanding and stigma. Rather than being understood, I often felt demonised and psychiatrised, and my secondary school experience ultimately became a failed trajectory. Despite those challenges, I somehow found my footing at university, where I became fascinated by questions of voice, participation, and power. That interest led me into research, where I wanted to better understand why some systems and structures amplify certain voices while silencing others, particularly for people with psychosocial disability and other forms of marginalisation. My doctoral work focused on these issues, exploring how participation can be enabled or constrained and what needs to change to create more inclusive and equitable systems. More importantly, I wanted that knowledge to have a practical purpose - to contribute to meaningful change for people whose experiences and perspectives are too often overlooked. Shortly after finishing my doctorate, I came across what felt like the perfect role in policy and advocacy. The position specifically spoke about giving voice to people with disability through systemic advocacy, and it immediately resonated with both
my professional interests and my lived experience. Since then, I have been fortunate to work in roles that bring together research, policy, and participation, helping to ensure that people with disability are not only consulted, but are genuinely shaping the policies, systems, and decisions that affect their lives. HOW WOULD YOU DESCRIBE THE STATE OF ALLIED HEALTH AND DISABILITY SERVICES IN AUSTRALIA TODAY?
I would describe the current state of allied health and disability services in Australia as one of significant change and uncertainty. The sector is navigating major reforms associated with the NDIS, alongside the development of new systems and supports such as Foundational Supports and initiatives like Thriving Kids and Inclusive Communities. While these reforms present important opportunities to create a more sustainable and accessible support system, they also create challenges for providers, practitioners, people with disability, and their families as they try to understand what these changes will mean in practice. For allied health professionals in particular, there is a need to continually adapt to a rapidly evolving policy and funding environment. Service providers are being asked to respond to changing expectations, new models of support, workforce pressures, and increasing demand, all while maintaining high-quality, person-centred services. This can be difficult when key details of reforms are still emerging and implementation timelines continue to evolve. WHAT ARE THE BIGGEST ISSUES PEOPLE WITH DISABILITIES ARE FACING WHEN ACCESSING ALLIED HEALTH AND SUPPORT SERVICES IN 2026?
I think one of the biggest issues people with disability face when accessing allied health and support services in 2026 is the inequitable distribution of resources across the system. By resources, I don’t just mean funding - I mean the uneven distribution of finances, time, knowledge, workforce capacity, and access to services. These inequalities can significantly shape a person’s ability to get the support they need, when they need it. Where someone lives, their socioeconomic circumstances, their disability type, their support networks, and their ability to navigate complex systems can all influence the quality and availability of services they receive. For example, people in regional, rural, and remote areas often face long waitlists or limited access to specialist allied health services. Others may have funding available but struggle to find providers with capacity, while some people and families simply don’t have access to the information or advocacy needed to understand and navigate the services available to them. The result is that access to support is often not determined by need alone, but by a person’s ability to overcome these resource gaps. This can create compounding disadvantages for those who are already experiencing social, economic, or geographic exclusion. As disability reforms
continue to evolve, including changes associated with the NDIS and broader support systems, it is critical that we focus on equity - ensuring that resources, knowledge, and services are distributed in ways that enable people with disability to access the support they require, regardless of where they live or their individual circumstances. DESPITE THE CHALLENGES, WHAT ARE SOME POSITIVE DEVELOPMENTS YOU’RE SEEING ACROSS THE SECTOR?
Despite the challenges facing the disability sector, one of the most positive developments I am seeing is a growing sense of unity and collaboration. There is an increasing recognition that while organisations may have different roles, expertise, and perspectives, we are ultimately working towards the same goal: protecting the rights, inclusion, and wellbeing of people with disability. Across advocacy organisations, DROs, service providers, researchers, and the broader disability community, I am seeing more willingness to come together, share knowledge, coordinate efforts, and collectively influence policy and reform. There is a strong sense that we’re all fighting the same fight, and that meaningful change is more likely when we work together rather than in silos. I also think it is important to recognise the broader progress that has been made. This year marks the 20th anniversary of the United Nations Convention on the Rights of Persons with Disabilities (CRPD), which provides an important opportunity to reflect on how far we have come. While there are certainly many issues facing people with disability today, it can be easy to become focused solely on the challenges ahead and lose sight of the significant achievements that have been made over the past two decades. The CRPD fundamentally changed the way disability is understood, moving conversations away from deficits and towards rights, inclusion, participation, and self-determination. I was recently fortunate to attend the United Nations Conference of States Parties to the CRPD, and one of the strongest themes that emerged was the growing global recognition of the rights of people with disability. There was a general consensus that we are no longer debating the fundamental question of what disability rights are or whether people with disability should be included. Instead, the focus has shifted to how we continue to implement and operationalise those rights in our everyday lives, institutions, policies, and communities. That is an encouraging and important shift. The challenge now is turning commitments into action and ensuring that the principles of the CRPD are reflected in the lived experiences of people with disability. For me, that combination of greater collaboration within the sector and a stronger global commitment to disability rights provides real reason for optimism. While there is still much work to do, there is also a growing collective determination to create a more inclusive and equitable society, and that gives me confidence about the direction we are heading.
IF YOU COULD HIGHLIGHT ONE PRIORITY FOR THE SECTOR OVER THE NEXT 12 MONTHS, WHAT WOULD IT BE AND WHY?
If I could highlight one priority for the sector over the next 12 months, it would be maintaining strong collaboration and communication across the disability community. The reality is that we are operating in a period of significant change, with ongoing NDIS reforms, the development of Foundational Supports, and Inclusive Communities, and broader policy shifts occurring simultaneously. No single organisation, profession, or part of the sector can be across all of these changes on its own. That’s why it is so important that we continue to work together, share information, and coordinate our efforts. We do better when we work together. When advocacy organisations, DROs, allied health professionals, service providers, researchers, and people with disability are connected and communicating, we are better able to identify emerging issues, respond to challenges, and ensure that the voices of people with disability remain central to reform processes. A coordinated, concerted, and collaborative approach also enables us to maximise our collective impact. Rather than duplicating effort or working in isolation, we can draw on each other’s expertise, amplify shared priorities, and advocate more effectively for the changes that matter. At a time when the policy landscape is evolving so rapidly, collaboration is not simply beneficial - it is essential. If we can continue to strengthen those relationships and maintain open lines of communication, the sector will be better positioned to navigate change and achieve meaningful outcomes for and with people with disability. ALLIED HEALTH PROFESSIONALS PLAY A SIGNIFICANT ROLE IN THE LIVES OF MANY PEOPLE WITH DISABILITIES. WHAT DOES GREAT ALLIED HEALTH SUPPORT LOOK LIKE FROM AN ADVOCACY PERSPECTIVE?
From an advocacy perspective, great allied health support is person-led and rights-based. It starts from the recognition that people with disability are the experts of their own lives and should be supported to make decisions about the goals, supports, and outcomes that matter to them. Rather than focusing on deficits, limitations, or what a person cannot do, good allied health support focuses on strengthening capacity, expanding opportunities, and enabling participation in everyday life. At its best, allied health empowers people with disability to exercise choice and control, advocate for themselves, and participate fully in their communities. It recognises that the role of the professional is not to make decisions for people, but to work alongside them, providing the knowledge, tools, and support they need to make informed decisions for themselves. Great allied health support also understands that barriers often sit within systems and environments rather than within the individual. It looks beyond
diagnosis and impairment to consider how services, communities, schools, workplaces, and social structures can either enable or restrict participation. The focus is on removing barriers, building strengths, and creating the conditions that allow people to live the lives they want to live. WHAT ARE SOME COMMON BARRIERS THAT PREVENT PEOPLE WITH DISABILITY FROM RECEIVING THE SUPPORT THEY NEED?
The complexity of the disability support landscape can also be a significant barrier. Many people are required to navigate multiple and often fragmented systems simultaneously - including disability services, health care, education, housing, employment, and community support - each has its own rules, processes, and eligibility requirements. For people already managing disability-related challenges, this administrative burden can be overwhelming and can result in people missing out on the support they are entitled to. Geographic location remains another major challenge. People living in regional, rural, and remote communities often face a shortage of allied health professionals and specialist services, longer wait times, and fewer options when it comes to choosing providers. Even when funding is available, services may simply not exist locally, creating additional barriers to participation and access.
There are also barriers created by attitudes, assumptions, and a lack of disability confidence within some systems and services. People with disabilities can still encounter stigma, low expectations, or a lack of understanding about their rights and capabilities. These barriers can be particularly pronounced for people with psychosocial disability, intellectual disability, or those with intersecting identities and experiences of disadvantage. WHAT ROLE DOES COLLABORATION BETWEEN ALLIED HEALTH PROFESSIONALS, SUPPORT WORKERS, ADVOCATES AND FAMILIES PLAY IN ACHIEVING BETTER OUTCOMES?
Collaboration is absolutely critical to achieving better outcomes for people with disability because no single person, profession, or organisation holds all the knowledge, expertise, or perspective needed to fully understand an individual’s circumstances and aspirations. When allied health professionals, DROs, advocates, families, and people with disability work together, they can create a more holistic, coordinated, and responsive approach to support. Importantly, effective collaboration should always be centred on the person with disability. The goal is not simply for professionals and family members to work together, but to ensure that the person’s own voice, preferences, and decisions guide the
support they receive. Each party brings something different to the table. Allied health professionals contribute specialist clinical knowledge, support workers often have valuable insights into a person’s day-to-day experiences, families can provide important contextual understanding and ongoing support, while advocates help ensure that rights, choice, control, and self-determination remain at the forefront of decision-making. WHAT POLICY OR SYSTEM CHANGES DO YOU BELIEVE WILL HAVE THE GREATEST IMPACT ON PEOPLE WITH DISABILITY OVER THE COMING YEARS?
The ongoing reform of the NDIS, alongside the development of Foundational Supports and other community-based initiatives, has the potential to significantly reshape how people access support. A particularly important area will be the future of social and community participation supports within the NDIS and how these interact with broader efforts to build more inclusive communities. While individual supports are important, true inclusion cannot be achieved through services alone. We also need communities, organisations, schools, workplaces, and public spaces that are designed to welcome and include people with disability from the outset. The greatest impact will come when disability policy not only funds individual support, but also invests in creating communities where people can participate, connect, contribute, and belong. Ultimately, the reforms that will have the greatest impact are those that increase opportunities for social and community participation, strengthen inclusion beyond the disability system, reduce barriers to everyday life, and ensure people with disability are genuinely involved in decisions that affect them. When systems are designed with people rather than for people, and when communities are inclusive by design, people with disability are better able to exercise choice and control, build meaningful connections, and participate fully in society. That is the outcome all disability reform should be working towards. ARE THERE AREAS WHERE THE SECTOR STILL HAS SIGNIFICANT WORK TO DO WHEN IT COMES TO ACCESSIBILITY, INCLUSION OR EQUITY?
One of the key priorities is ensuring that people with disability continue to be at the centre of decision-making and are genuinely influencing the policies, systems, and services that affect their lives. Too often, decisions are made about people with disability without sufficient involvement from
those with lived expertise. If we are serious about inclusion, then people with disability must be play a pivotal in shaping solutions, not simply consulted after decisions have already been made. The disability sector has an important role to play in supporting this participation and ensuring that diverse disability voices are heard. That means creating meaningful opportunities for engagement, investing in leadership and advocacy, and recognising the value of lived expertise. It also means ensuring that people who face additional barriers to participation - including people with intellectual disability,, First Nations people with disability, and culturally and linguistically diverse communities - have opportunities to contribute to and influence change. Equally important is making sure that governments and decision-makers are listening. Consultation alone is not enough if people’s views do not meaningfully influence outcomes. The sector must continue to work collectively to elevate the voices of people with disability, advocate for their priorities, and hold governments and institutions accountable for delivering on their commitments. This is particularly important as major reforms continue across the NDIS and broader disability support systems. LOOKING AHEAD, WHAT OPPORTUNITIES EXCITE YOU MOST ABOUT THE FUTURE OF ALLIED HEALTH AND DISABILITY SERVICES IN AUSTRALIA?
What excites me most about the future of allied health and disability services in Australia is the growing shift towards more person-led, rightsbased, and inclusive approaches to support. There is an increasing recognition that the role of allied health is not simply to address impairment or deliver services, but to enable people with disability to exercise choice and control, participate in their communities, and pursue the lives they want to lead. That aligns closely with the principles of the CRPD and represents an important evolution in how we think about both disability and support. WHO HAS HAD THE BIGGEST INFLUENCE ON YOUR LEADERSHIP OR ADVOCACY JOURNEY AND WHY?
I have been fortunate to learn from a number of generous and kind people throughout my career, but two individuals who have had a particularly significant influence on me are my PhD supervisors, Professor Gerard Goggin and Professor Jen SmithMerry. Beyond their expertise and scholarship, they demonstrated what it means to lead, mentor, and
support others with genuine kindness, respect, and generosity. They created space for people to think critically, contribute meaningfully, and grow, while always remaining grounded in the values of disability rights and social justice. One of the most important lessons I took from working with them was to focus on changing systems rather than changing people. They encouraged me to think about how we can bend systems, structures, and institutions to better accommodate human diversity, rather than expecting individuals to adapt themselves to systems that were never designed with them in mind. That perspective fundamentally shaped how I think about disability, participation, and policy. It shifted my focus away from fixing minds or bodies and towards identifying and addressing the barriers that limit people’s opportunities, voices, and inclusion. That way of thinking continues to influence my work today. Whether I’m engaging in policy development, advocacy, or research, I am always asking how systems can be redesigned to better support people to exercise their rights, participate fully, and lead the lives they choose. Gerard and Jen’s mentorship helped me see that meaningful change comes not from asking people to fit the system, but from creating systems that work for people. WHAT’S A PIECE OF ADVICE THAT’S STAYED WITH YOU THROUGHOUT YOUR CAREER?
It’s not so much career advice but more life advice: do what nourishes your heart and feeds your soul, and the rest tends to fall into place. For me, that has meant choosing work that feels meaningful and aligned with my values. Work where I can contribute to something bigger than myself and create positive change alongside others. I know that can sound a little idealistic, and I want to acknowledge that the path hasn’t always been easy. There have been challenges, setbacks, and difficult decisions along the way. But when I look back, I’m proud of the choices I’ve made because they’ve been grounded in purpose rather than status, title, or a prescribed career trajectory..
I’ve found that when you’re doing work that genuinely matters to you, you’re more willing to persevere through the hard moments, continue learning, and bring your best self to what you do. Opportunities often emerge from that sense of authenticity and commitment.
People call my mum “Frantic Fran,” and it’s always fit her wonderful, eccentric personality. She’s short, stubborn, funny, strong-willed and chatty. She’ll force feed you food when you visit and beat you at Scrabble without a shred of mercy. A few months ago, this wonderful 82-year-old had a fall, landing her in hospital. They discovered she also had a septic knee and a UTI. She developed delirium and needed two surgeries to clean out her knee. Over the following weeks, I watched her go from maybe 50% of her normal vibrancy, as she aged, to about 2%. That left me rattled, not just as her son, but as an occupational therapist. She was barely speaking in sentences longer than two or three words. She stopped engaging. She stopped moving. And the conversations started shifting toward nursing home placement. This was more than aging or injury. She’d lost confidence, she’d lost motivation, and she’d lost meaning. When meaning disappears, people stop moving. We see it in clients and patients, but now I was seeing it happen to my own mother, in a hospital bed, in real time. There were wonderful people involved in her care. But there was also something I found deeply confronting: the care was almost entirely focused on physical survival and risk management. Very little attention was being paid to meaning. The OT wasn’t even scheduled to see her until discharge planning began.
Opinion :
That blew my mind. Occupational therapy isn’t supposed to begin at the end. We’re not just the profession of walking frames and home modifications. We’re the profession that understands what moves people to get out of bed in the first place. Somewhere along the way, parts of our health system have forgotten that. So our family did what the system didn’t. My sister brought in photos: Mum at family gatherings, on cruises, dressed up, made up, the life of the party. We stuck them on the wall opposite her bed. Her husband brought in the Scrabble board. We got her nails done and brought in her clothes from home. It didn’t just change things for Mum. It changed things for the staff too. One of her team, a no-nonsense nurse with a heart of gold, saw the photos and reassessed who she was looking after. Not a dishevelled woman who’d given up. Instead, she was someone who used to take care of herself. For that nurse, this was the moment: seeing the person before and beyond the sick woman in front of her. Six and a half weeks into the admission, she gave Mum a shower. Not a bed bath, a proper shower, and washed her hair too. It was a turning point, for Mum, and for the whole team around her. She started speaking more, engaging more. The Scrabble board came back out. She now complained that my sister was taking too long on her turns and coaching her on where to put the letters to get the best score. Mum won, 282 to 200.
WHAT MOVES US Dave Jereb
Dave Jereb
This isn’t an OT story alone. Every allied health clinician has their own version of it: their own moment of watching a system optimise for risk and lose the person in front of them. We’re seeing it play out at scale right now, as NDIS reforms and funding pressures push services toward a compliance focus and increased KPIs, often at the expense of the relationships that make the work effective.
Clients aren’t the only ones who stop moving when meaning disappears.
Clinicians do too, when they lose contact with their why. Burnout across allied health is not primarily a workload problem. It’s a meaning problem. We know this. It’s the foundation of what we do for the people we work with: understanding what’s meaningful to them and building that back into their lives. The question is whether we’re willing to apply it to ourselves, and to how we go about doing that.
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WHAT MOVES US I’ve spent 18 years running a paediatric practice that’s grown to a team of 40 across three clinics, and over that time, a framework emerged. I call it the 3S Framework for Supported Self-Development, and it brings together three domains that are fundamental to meaningful occupation as allied health professionals: Self, Supports and Structures. Self is what you bring. Supports are what surround you. Structures free up thinking for the work we find meaningful. Meaning and flow don’t live in any one of these domains. And neither do burnout and disengagement. It’s the combination of all three that allows for connected engagement, growth and meaning. None of us ended up in allied health by accident. Something drew each of us here: a moment, often small, that we probably didn’t recognise as significant at the time. Mine was a game of catch with an autistic boy named Jarryd, back when I was fourteen. No words during this game, his communication was a smile in the eyes and a tiny curl at the corner of his mouth. And with that, I was hooked. For Mum and her nurse, decades later, it was a photo wall and a Scrabble board. Yours will be different. But I’d bet you have one. Maybe the question for our profession in 2026 isn’t whether this work is hard. It is hard, it’s damn hard, and it’s getting harder in so many ways. Maybe the question isn’t whether it’s hard. It’s whether we still remember why we chose it in the first place. It’s a question we need to keep asking, of ourselves, our workplaces, and our professional community. What’s the why that gets your client moving? And what’s the why that first moved you into this profession? Go back and find that. Sit with it for a while. When you do, you won’t just move again.
Dave Jereb is an occupational therapist and founder of MoveAbout Therapy Services. He is the recipient of the 2026 OTA Oration Award and delivered the Oration at OTA Exchange 2026 on ‘Meaningful Occupation for Occupational Therapists: Remembering How to Fly’. He is an author, speaker and mentor, working with allied health professionals, organisations and teams to build meaningful, sustainable practice.
You’ll fly.
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THE FUTURE BELONGS TO THOSE WHO SHOW UP Why representation matters in allied health What happens when remarkable work goes unseen? Not because it isn’t happening, but because no one tells the story. Every day across Australia, allied health professionals are helping people recover, communicate, move, learn and live more independently. They are supporting individuals and communities through some of life’s most significant moments, often with extraordinary skill, compassion and dedication. Yet much of that impact happens quietly, behind clinic doors, in hospitals, schools, aged care, private practice and community settings.
Recognition doesn’t happen automatically. Visibility doesn’t happen by chance. A profession is only recognised when its people choose to show up.
Showing up can take many forms. It might mean nominating a colleague whose work deserves to be celebrated. It could be attending a networking event, volunteering your expertise, joining a professional association, mentoring an emerging practitioner or simply sharing your experiences with others. Every action, no matter how small, helps strengthen the collective voice of allied health. At the Allied Health Awards, we’re reminded of this every year. Behind every nomination is someone who chose to recognise excellence. Behind every finalist is a story that may otherwise have gone untold. Recognition isn’t simply about celebrating achievement… it is about ensuring the breadth, diversity and impact of allied health are visible to our peers, policymakers, future practitioners and the broader community. When we celebrate the people shaping our profession, we build understanding, inspire future leaders and reinforce the essential role allied health plays in Australia’s health system. Every story shared helps create a more complete picture of who we are, what we do and why our work matters.
As we reflect on the state of allied health in 2026, one thing is clear: the future of our profession won’t be shaped by a single organisation, association or event. It will be shaped by thousands of professionals choosing to contribute in their own way. Because representation is more than recognition. It’s about creating a profession that is visible, connected and valued. It’s about ensuring the next generation inherits a profession where excellence is acknowledged, diverse voices are heard and every discipline has the opportunity to be seen.
After all, if we don’t show up for our profession, who will?
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