The Role and Importance of an NHS Band 9 Chief Allied Health Professional
The NHS Band 9 Chief Allied Health Professional (AHP) plays a pivotal role in shaping the future of healthcare delivery across a trust or integrated care system. This senior-level position leads the strategic direction, professional development, and service transformation of all AHP staff—such as physiotherapists, radiographers, occupational therapists, and speech and language therapists. With oversight across diverse clinical areas, the Band 9 Chief AHP influences patient pathways, quality improvement, innovation, workforce planning, and policy implementation.
A Band 9 salary in the NHS typically ranges from £99,891 to £114,949 per annum (as of the 2024/25 pay scale), reflecting the high level of responsibility and the critical importance of the role in delivering patient-centered, evidence-based care.
To help you prepare for this prestigious leadership position, here are 20 carefully curated interview questions and answers that reflect the expectations at this level.
20 NHS Band 9 Chief Allied Health Professional Interview Questions and Model Answers
Tell us about your leadership style and how it aligns with NHS values.
Answer: My leadership style is inclusive, strategic, and data-informed. I focus on empowering teams, promoting accountability, and aligning clinical excellence with the NHS values of compassion, respect, and integrity. I foster a culture of innovation and continuous improvement, ensuring all voices are heard in service design.
How do you ensure the voices of AHPs are heard at board level?
Answer: I develop strong professional networks, participate in strategic meetings, and translate frontline insights into executive language. I use data, patient outcomes, and workforce intelligence to highlight the impact of AHPs on system-wide priorities like reducing hospital admissions and improving rehabilitation.
Describe a time you led transformational change in an AHP service.
Answer: At my previous trust, I led a multidisciplinary project that redesigned stroke rehabilitation pathways. We integrated digital health tools, improved discharge coordination, and achieved a 15% reduction in length of stay and a 10% improvement in patient satisfaction within six months.
How do you manage competing priorities across multiple services?
Answer: I use strategic frameworks like the Balanced Scorecard and risk matrices to align priorities with trust objectives. I consult stakeholders regularly and apply agile project management techniques to ensure flexibility and responsiveness.
What’s your approach to workforce planning and retention for AHPs?
Answer: I champion evidence-based workforce modeling, CPD pathways, and early career engagement. I’ve introduced rotational roles, flexible working, and international recruitment campaigns that reduced vacancies by 40% over two years.
How do you ensure equity, diversity, and inclusion (EDI) in your leadership?
Answer: I embed EDI in recruitment, staff development, and service delivery. I co-chair the AHP EDI network, use data dashboards to monitor progress, and create safe spaces for staff feedback and allyship.
What is your experience with digital health transformation?
Answer: I led the implementation of remote monitoring for musculoskeletal patients, increasing access by 30%. I champion digital literacy training and collaborate with IT to ensure solutions are clinician-friendly and patient-centered.
How do you evaluate the impact of AHP interventions at a system level?
Answer: I use outcome measures like EQ-5D, PREMs, and PROMs, and integrate them with ICS-level dashboards. I also develop logic models to map inputs to outcomes, strengthening our business cases.
Tell us how you handle underperformance or resistance to change within your teams.
Answer: I adopt a coaching approach to understand root causes, set SMART objectives, and support personal development. When necessary, I escalate through formal HR channels while maintaining compassion and fairness.
How do you advocate for the value of AHPs in a multidisciplinary environment?
Answer: I position AHPs as enablers of flow, prevention, and recovery. I use cost-benefit analysis and case studies to evidence their unique contributions, ensuring they are recognized in strategic planning.
What experience do you have working across Integrated Care Systems (ICSs)?
Answer: I have chaired AHP councils at the ICS level, collaborating on workforce strategies and population health initiatives. I’ve also co-authored system-wide plans aligning AHP objectives with NHS Long Term Plan priorities.
How do you stay current with policy and evidence?
Answer: I subscribe to NICE updates, professional journals, and Health Education England newsletters. I participate in national forums and lead journal clubs to promote knowledge translation.
What strategies do you use to manage budgets effectively?
Answer: I apply zero-based budgeting, prioritize high-impact interventions, and negotiate collaboratively with finance. I’ve delivered £500K in efficiencies without compromising care quality through skill mix reviews and digital innovation.
How do you build leadership capacity within the AHP workforce?
Answer: I mentor emerging leaders, sponsor internal leadership programmes, and secure funding for postgraduate study. I also introduce shadowing and secondment opportunities to broaden horizons.
Tell us about a complex stakeholder negotiation you led.
Answer: I facilitated consensus between commissioners and acute/community teams on a frailty pathway. Through structured workshops and scenario modeling, we co-produced a new model of care that reduced duplication and improved outcomes.
What role should AHPs play in health inequality reduction?
Answer: AHPs are key to early intervention, community outreach, and holistic care. I promote data-driven service mapping and co-design interventions with underserved groups to close care gaps.
How do you promote research and innovation in AHP services?
Answer: I embed research roles, partner with universities, and champion clinical academic career pathways. I’ve secured NIHR funding and led service evaluations that influenced national guidance.
How would you describe your communication skills?
Answer: I tailor messages to different audiences—clinicians, executives, and the public—ensuring clarity and alignment. I use storytelling, visual aids, and active listening to build engagement and trust.
What’s your vision for the future of AHP services in the NHS?
Answer: I envision integrated, digitally enabled, and prevention-focused AHP services that are data-rich and person-centered. AHPs should lead on public health, innovation, and community resilience.
Why do you want this role and what will you bring?
Answer: I bring strategic vision, proven leadership, and a deep passion for advancing AHP services. This role offers the platform to drive systemic impact and shape the next generation of AHP leadership.
Final Words of Encouragement: Nail Your NHS Band 9 Interview
Securing a Band 9 Chief AHP role is a significant career milestone. At this level, your interview is not just about your clinical expertise—it’s about strategic thinking, vision, and the ability to influence across systems. Prepare thoroughly using STAR (Situation, Task, Action, Result) techniques. Practice articulating your achievements with clarity, aligning them to the NHS Long Term Plan, ICS goals, and national AHP strategy.
Be authentic, stay grounded in patient outcomes, and show your commitment to equity, transformation, and innovation. You’ve worked hard to reach this level—go in with confidence, preparation, and passion.
You are ready. Best of luck!
