With that in mind , we edited and re-organised the aims by strategic priority to make the EDB Strategy clear and to ensure it relates to our organisational strategy .
You also said we needed to be transparent that RCOT is not currently at the forefront of EDB excellence . In response , we added detail to our vision , to be clear that this is what we are working towards by 2027 , while acknowledging that we are not there yet .
Other feedback included that we needed to use clear , direct , simple , proactive / active and inspirational language , and avoid jargon and buzzwords , so we edited the strategy and supporting documents to reflect this .
And you asked us to detail how the strategy will be delivered and how RCOT will report on and be accountable for delivery . We will produce an annual impact report detailing our progress and provide regular updates on our EDB-related activities in our communications , including this magazine .
Rachel Booth-Gardiner actively participated in the consultation process , including engagement in focus groups , providing feedback on the strategy through the survey , and attending meetings with Ketan Davé , RCOT Equity , Diversity and Belonging Lead , and other leaders within the professional body .
She comments : ‘ RCOT envisions being recognised as a strong advocate for equity and social justice by 2027 . The EDB Strategy plays a crucial role in achieving this vision . It ’ s essential for RCOT and the profession to prioritise equity , diversity , and belonging .
‘ As occupational therapists , our goal is to understand individuals and their occupational pursuits . To truly understand the barriers that hinder people from realising their full potential , we must address the disparities in their access to health and social care . Valuing diversity and promoting inclusivity are of utmost importance .’
Hannah Spencer also invested their time and effort in creating and co-writing the strategy . They told us : ‘ Doing with , not for or to , is at the heart of occupational therapy ; co-creation is in closer alignment with this .
‘ Feedback from the first phase of the consultation echoed that the strategy should be specific to occupational therapy ; how can you do anything concerning or specific to occupational therapy without hearing the voices of those who practice , educate , access and support the profession ?’
Suhailah Mohamed , RCOT Head of Practice and Workforce , was also involved in the consultation process and told us : ‘ For an EDB Strategy to be implementable and make the difference it was designed to make , it must be co-created by the people it will affect .
‘ The inclusion of our members , colleagues and public contributors throughout the development of the strategy meant it represents their circumstance accurately . It also means that the actions for its implementation are meaningful to those who will be affected by them .’
Rachel adds : ‘ Co-creating an EDB Strategy based on the perspectives of our members , colleagues , and public contributors , with their voices at the centre , was crucial . Although it may be time-consuming , involving these individuals significantly contributes to gaining their support and fostering a sense of inclusion .’
Priorities , action and leadership
The EDB Strategy sets out six strategic priorities – that align with our organisational strategy ‘ Rise Up , Open Up , Lift Up and Build Up ’ – with corresponding strategic aims and example actions ( see box out on page 19 ). There is also an action plan to accompany the strategy , which will be published by the end of January 2024 .
Odeth Richardson , RCOT Chair of Council , says that she is extremely proud of the strategy . ‘ I believe that every member has a crucial role to play and it ’ s vital that everyone , and I mean everyone , feels welcome and heard within
December 2023 OTnews 17