Q & A
Q & A
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 . 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 .
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How 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 ?
Examination 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 .
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And finally , how do you hope RCOTs Workforce Strategy will feed into WFOT ’ s activities and intelligence to help realise the Global Strategy ?
WFOT 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 .
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
18 OTnews January 2025