Occupational therapy innovation: Mental health, learning disabilities and autism

Networking is a vital part of innovative practice. Mandy says, ‘We need to be part of a system, to really make changes.’ 

The value of networking is multi-layered. It is important: 

• to help you grow and learn as a therapist 
• for support and offering a sounding board to test ideas 
• to influence others and promote your cause. 

There’s a strong emphasis on surrounding yourself with people who share your passion. It's important to learn from others. Don’t be afraid to seek out experts in your field of practice and beyond.  

Think broadly about your networks. They don’t have to be other OTs or even health colleagues. Consider building networks with partners in business, finance and human resources. 

Many of the OTs we spoke to describe the importance of ’finding allies.’ What they mean is finding people who are willing to champion your viewpoint. This creates a momentum that encourages others to listen and to: 

• create networks that are far reaching and varied. Network across organisational and geographical boundaries 
• think about who your partners could be, for example Jenny built relationships with the Home Office, Mandy with financial specialists, Lindsey with the Scottish Health Boards, Karen with Health Education England 
• use social media to connect with others. Facebook, Twitter, Instagram and Tik Tok are fantastic ways to follow the work of others 
• many experts are happy to be contacted – if you’ve attended an inspiring course, follow up with an email to the presenter 
• join or create peer support groups both in person and virtually 
• joining RCOT Specialist Sections or Regional networks 
• invest time in networking events, take time to talk to people when you go on training. 

The Royal College of Nursing provides practical advice about how you can build your networks.  

The Health Foundation has a report about the benefits of networking and advice about creating successful networks.  

This public health resource gives you suggestions about networking and elevator pitches.  
 

The careers of the OTs in these case studies are driven by the voices of people who use their services. Listening to people’s needs and aspirations can expand your thinking and creativity.  

It is important to: 

• create a space for people who use your services to share their thoughts 
• be adaptable and enable people to feedback in a way that is easy for them like by email, on the phone or video call, in person or in a group 
• think creatively about how to implement people’s suggestions. 

People need to be involved in decision making at every level of health and social care. For example, in decisions about individual care, local service developments and training, research and policy making. 

Enabling people to lead their care and set their own goals encourages you to think more broadly. Look for solutions, without being constrained by established services or approaches that you’ve already tried.  

Reflect with people who use your service about what’s working and what’s not. Create networks that help you prioritise people’s aspirations. By doing this, people will be more engaged and outcomes more meaningful. 

At a service development level, co-production is key to building successful and sustainable services. There are a range of approaches in these case studies: 

• involve people who use services in consultation groups. You can either recruit from already established groups or create new groups  
• develop a database of people who are willing to consult and contact them when projects arise. This way people with specific skills, interests or experiences can be matched to appropriate projects 
• involve people in specific interventions such as training, creating resources or responding to a survey. 

Co-production, done properly requires skill and commitment. Resources to help you on your co-production journey can be found from NHS England, the Coalition for Personalised Care, the Social Care Institute of Excellence, the Northern Ireland Department of Health and the Patient Information Forum. 

Reflection is a process of evaluating what you’re doing, learning from successes or mistakes and making adaptations based on your insights.  

All the OTs in these case studies have advanced skills in reflection. They see this as a continuous and dynamic process. Reflective practice is not something to do at the end of a project but throughout.  

The scope of reflective practice can be broad and far reaching. There are opportunities every day to reflect. Consider reflecting on: 

• learning events, including formal training, webinars, podcasts 
• resources  
• journal articles 
• shadowing opportunities 
• events or experiences in your day-to-day work 
• discussion with an expert colleague 
• professional networking events. 

Remember, reflections can be enhanced by engaging people who use your services in a critical narrative about their experience. 

Although, reflective practice is often done informally through quiet contemplation or discussions with colleagues, it is important to do it formally too.  

The OTs we interviewed are all good at giving an analytical account of what they had done, explaining clearly to others what worked and what didn't.  

They have developed skills in writing critically. They use reports to demonstrate why they have made changes in the ways they had.  

Reflecting in this way will help direct your future learning and career development. Look at CPD@RCOT to help you think about how to use your learning to advance your career. We produce both Bite Sized Learning and Deep Dive Learning to help you. The HCPC also has useful guidance about reflective practice. 

Creating change often involves influencing others. These case studies demonstrate the power of collecting data.  

Data needs to be pitched in a way that gives those with influence a clear understanding of the benefits of your suggestion.  

Mandy says: 'Be business minded – think about the figures and the data.'  

Data can take many different forms, such as: 

• pre and post intervention measures 
• survey’s 
• service user feedback 
• cost savings or cost avoidance  
• case studies 

Consider how data about local demographics can help you predict future needs. Barbara used this kind of data to argue for more resources. She could proactively see the potential increase in referrals and was able to make a case for additional staff by demonstrating the impact of future need on waiting times.  

The OTs we interviewed all said they had to develop the capability for data collection. Mandy expanded her business expertise by completing an entrepreneurial course. Lindsay expanded her networks to include the finance team. Jenny enlisted support in business planning. 

We have a strategy for data collection and innovation and there are many journal articles about how to collect data.  

The Health Foundation and the Kings Fund have guides to how to use quality improvement (QI) to create and measure change. 

All the OTs in these case studies have a passion for their area of practice. It is what drives them to learn and develop, to seek new and different ways of doing things.  

Kerry says, 'Do what makes you tick, learn constantly and be curious.' 'Be proud of what you do!' 

OTs know the importance of people doing activities that are meaningful to them. Enhanced motivation and interest help develop expertise. 

The therapist’s enthusiasm often results in them being positioned to take advantage of opportunities for innovation. It helped them carve out roles where there haven't been OTs before.  

After discovering her passion for perinatal care and building networks, Lindsay became one of the first perinatal OTs in Scotland.  

Passionate practitioners are those that make a change. This is shown in the case study outcomes. These OTs are leaders in their field.  

Kerry says, 'Your enthusiasm can be infectious, it enthuses others.' 

NHS England and NHS Improvement provide guidance to allied health professionals who want leadership roles.  

The NHS Leadership Academy also provide resources about different aspects of effective leadership. 

Health Education England have leadership information for professionals across a range of settings.  

The Health and Social Care collective leadership strategy for Northern Ireland offers case studies about developing leadership at all levels of the NHS. 

The NHS Wales Leadership Qualities Framework and the NHS Scotland Leadership Qualities Framework both provide outlines of the characteristics of good leaders. 

We also have a leadership pillar in the RCOT Career Development Framework.  

Mandy Whalley is an OT who works on the Wirral. Her diverse career has been a journey through many settings. Mandy’s passion for neurodiversity comes from her professional and personal life supporting her son with autism, ADHD and dyslexia.

Jane Reynolds was one of the first OTs in Northern Ireland (NI) to develop a role for OT in primary care. Prior to taking this role she worked in a range of mental health settings and leadership roles.

Lucie Mirams is a dedicated OT with a passion for working with people with learning disabilities. She works for the Portsmouth Integrated Learning Disability Team.

Barbara Wingrove is the lead OT for Essex County Council Children and Families OT team. Initially formed of seven occupational therapists, the team’s core function is to provide major adaptions and specialist equipment. Barbara knows there’s more to the OT role than this.

Karen Scorer is a clinical lead OT in a neurodevelopmental diagnostic service. The service offers unique support to people with neurodevelopmental conditions such as autism, developmental co-ordination disorder and attention deficit hyperactivity disorder.

Jenny Haslock and Sally Chawner-Baxter work in Leeds OT Housing team. This unique team specialise in matching people with disabilities to homes that meet their physical, psychological, sensory and cultural needs.

Kim Jones is an occupational therapist with a keen interest in domestic abuse. Before training as an OT, Kim spent many years working with domestic abuse survivors. She saw first-hand the impact of abuse on the survivor’s occupational identity.

Lucy Clarke is an OT lead for mental health services. In 2020, Lucy was successful in securing a place on the Bevan Exemplars Programme which provided executive mentorship to
implement a project of her choice. She was given training in leadership and business planning.

Throughout her career, Lindsay Noble has worked with people with mental health problems across all ages. While working in an early intervention psychosis service, Lindsay became aware of the complex needs of new mothers with mental health problems.