Q & A with
This month we talk to the World Federation of Occupational Therapists to find out more about the development and launch of its new Global Strategy, which aims to strengthen and advance the occupational therapy workforce.
The World Federation of Occupational Therapists (WFOT) is collaborating with member organisations and partners worldwide to address the growing need for occupational therapy.
As ageing populations and noncommunicable health conditions increase, occupational therapists play a vital role in meeting health and occupational needs globally.
To support this, WFOT has developed a Global Strategy for strengthening the occupational therapy workforce. This framework guides national and local efforts through strategic priorities and action plans, serving as a resource for organisations, educators, governments, and policymakers.
QWhat were the key objectives identified by WFOT when formulating the Global Strategy for advancing occupational therapy worldwide?
AThe occupational therapy workforce remains underdeveloped or inequitably distributed within and across countries of varied income levels.
This finding is consistently reported by member organisations in biennial WFOT surveys regarding the occupational therapy workforce (WFOT 2022), at a time when population needs are increasing for occupational therapy services within the global community (WHO 2017; Cieza et al 2021).
The objectives of the WFOT Global Strategy are therefore to: provide a global, overarching framework that articulates key strategic directions for the assessment and strengthening of the occupational therapy workforce at local, national and regional levels; and inform the development of contextsensitive situation assessments, priorities and plans for strengthening the occupational therapy workforce.
QHow did WFOT incorporate feedback from its member organisations and stakeholders in shaping the Global Strategy, to ensure a collaborative approach?
AWFOT used a multistage process to develop the Global Strategy, which involved collaboration with our member organisations, as well as research experts in health human resources.
This collaboration was integral to ensure we developed a strategy that had relevance and utility to advance the profession at a local, national and global level.
We first developed a list of strategies that was informed by our prior scoping review of occupational therapy human resources research literature, examination of international health frameworks and consultations with our research experts.
To validate and prioritise the strategies, we conducted an initial survey with our member organisations; this process was followed by focus groups to discuss contentious issues identified by the survey.
A final survey of member organisations and focus group with research experts was completed to validate the strategies that were revised in response to feedback.
The Occupational Therapy Workforce Resource Hub
To advance accessibility to occupational therapy, WFOT has also developed a hub of resources that can assist with addressing the priority actions and goals articulated in the Global Strategy for the Occupational Therapy Workforce. The Hub contains resources developed by WFOT and other organisations. Visit https://workforcehub.wfot.org/global-strategy/.
QWhat challenges did you face during the Global Strategy development stage, and how were these addressed and overcome?
AWith this Global Strategy, WFOT was challenged to meet the differing needs of groups such as occupational therapy regulators, educators, employers, practitioners and policy makers, all of which have an important role in relation to the occupational therapy workforce.
We also wanted a broad strategy that could be used in a variety of contexts. The occupational therapy workforce is shaped by many factors, particularly within the local context. Factors such as health system infrastructure, income and population need result in varying levels of development of the occupational therapy profession across the world, all with different priorities for workforce development.
As a global organisation, we therefore needed to provide a comprehensive framework of strategies from which individual groups could choose that which is most appropriate for their workforce needs and goals.
QYou have seven strategic directions; how did you prioritise these?
AThrough a scoping review of occupational therapy human resource research, WFOT identified areas of need for workforce development within the profession, and worked with member organisations and health human resource research experts to prioritise and validate the strategic directions.
This is not to say, however, that it is expected that users of the Global Strategy will sequentially work through each of the strategic directions (see page 18).
The Global Strategy is purposively not prescriptive. Although it describes seven strategic directions, it is assumed that groups will conduct their own situational analyses to determine which strategies are relevant to their needs and use the suggested goals and tasks, as needed, to guide their work.
WFOT used a multistage process to develop the Global Strategy ... this collaboration was integral to ensure we developed a strategy that had relevance and utility to advance the profession at a local , national and global level .”
QHow do you hope the strategy will promote equitable access to occupational therapy services across diverse regions and socio-economic backgrounds?
AWorkforce planning is a complex issue, involving many different groups. Given this challenge, it is necessary to break down the work into manageable components to understand what needs to be done.
The Global Strategy is designed to provide this guidance. It serves as a starting point to inform users of the broad array of strategies and tasks that can advance the occupational therapy workforce. It is hoped that individual users will then be able to understand how their role and priorities fit within a plan to promote access to occupational therapy.
QHow does WFOT’s Global Strategy align with and support other international health frameworks, such as those from the World Health Organization (WHO), and specifically to the UK, RCOT’s own Workforce Strategy?
AExamination of other international health frameworks was conducted as an early step in the development of the Global Strategy.
Alignment of the work of WFOT with documents such as the World Health Organization’s Global strategy on human resources for health was a priority for fostering collaborative action on mutual goals.
In the same way, it is hoped that the Global Strategy will serve as a framework for development of workforce strategies at the regional and national level. For example, RCOT’s Workforce Strategy addresses priorities aligned with the Global Strategy that respond to the specific needs of the occupational therapy profession in the UK.
QAnd finally, how do you hope RCOTs Workforce Strategy will feed into WFOT’s activities and intelligence to help realise the Global Strategy?
AWFOT congratulates RCOT on the work to develop and address the RCOT Workforce Strategy. Through the work of WFOT, member organisations such as RCOT, and other groups, it is hoped that the combined efforts result in an integrated and strategic approach to effectively strengthen the occupational therapy workforce.
Cieza A, Causey K, Kamenov K, Hanson SW, Chatterji S, Vos T (2021) Global estimates of the need for rehabilitation based on the Global Burden of Disease study 2019: a systematic analysis for the Global Burden of Disease Study 2019. Lancet (London, England). 2021;396 (10267):2006-2017.
World Federation of Occupational Therapists (2022) Human Resources Project 2022 [Internet]. Switzerland: World Federation of Occupational Therapists; 2022. Available at https://bit.ly/4j2AA1y [accessed 3 January 2025].
World Health Organization (2017) The need to scale up rehabilitation. Geneva: WHO. Available at https://iris.who.int/handle/10665/331210 [accessed 3 January 2025].
Words Q&A with WFOT by TRACEY SAMUELS, OTnews Editor. For enquiries contact [email protected]. Download the WFOT Global Strategy for the Occupational Therapy Workforce at https://bit.ly/3ZVwa3I. To find out more about RCOT’s Workforce Strategy 2024-2035, and our workforce vision and priorities, visit www.rcot.co.uk/workforce-strategy
Global Strategy strategic directions in brief
WFOT’s Global Strategy for the Occupational Therapy Workforce has a three-level structure with seven major strategic directions (see below), each with two to four specific actions, plus examples of tasks to operationalise the strategic and specific guidance into practice. The aim, problem, opportunity and long and short-term objectives are explained for each strategic direction.
Strategic direction 1: Strengthening workforce data
Improving the availability and accuracy of occupational therapy workforce data is essential for effective workforce planning, monitoring, and development. Reliable data helps identify workforce needs and guide policy making.
Strategic direction 2: Addressing supply shortages
Aligning occupational therapy workforce data with population needs and health system demands is crucial for identifying gaps in service provision and addressing workforce supply shortages.
Strategic direction 3: Expanding the workforce
Investing in occupational therapy education and local capacity is vital for workforce expansion, particularly in underserved regions. Efforts focus on growing education programmes and managing workforce deployment.
Strategic direction 4: Ensuring equitable access
Addressing workforce distribution imbalances ensures equitable access to occupational therapy services across geographic regions and practice areas, with a focus on underserved populations.
Strategic direction 5: Ensuring competency and diversity
Workforce planning must ensure occupational therapists meet competency standards, are engaged in their work, and reflect the diversity of the populations they serve, while eliminating barriers to opportunities.
Strategic direction 6: Using evidence for policy
Developing workforce research and using evidence-based data to inform policies and management practices is essential for strengthening the occupational therapy workforce and meeting population needs.
Strategic direction 7: Building leadership capacity
Developing strong leaders is key to advancing workforce strategies. Empowering occupational therapy professionals to lead workforce development initiatives strengthens the profession on local, national, and global levels.
To read the full Global Strategy and more on each strategic direction visit https://bit.ly/3PnoYZs
WFOT individual membership benefits
WFOT Individual Membership provides RCOT members with unique opportunities to expand their influence, professional development, and global engagement.
By complementing the local focus of RCOT, WFOT membership connects therapists with international networks, resources, and initiatives, enhancing their contributions to occupational therapy both in the UK and worldwide.
Global advocacy and influence
WFOT represents occupational therapists on key international platforms, including the United Nations, World Health Organization and World Rehabilitation Alliance, ensuring the profession’s voice in critical global health discussions.
For RCOT members, this provides an avenue to influence policies addressing disability, rehabilitation, and mental health globally. Membership ensures UK occupational therapists are part of strategies shaping the future of occupational therapy.
Professional resources and collaboration
Through WFOT, RCOT members gain access to innovative resources such as online learning tools and global forums, enabling collaboration with peers from diverse cultural and professional contexts. These opportunities foster evidence-based practice and knowledge-sharing, equipping members with new insights and approaches to apply in their UK-based work.
Growth and international opportunities
WFOT membership offers avenues for personal and professional growth, including involvement in international projects aligned with individual expertise and discounted participation in major events, such as the WFOT International Congress.
These opportunities allow RCOT members to engage in meaningful cross-border collaborations, gaining recognition while broadening their professional perspective.
By combining WFOT and RCOT memberships, occupational therapists amplify their professional impact, access invaluable resources, and contribute to the global advancement of occupational therapy.
This dual membership ensures they remain at the forefront of both local and international developments, empowering them to lead and innovate within occupational therapy.
To join now, visit https://wfot.org/membership/individual-members.