Occupational therapy innovation: Mental health, learning disabilities and autism

We want to highlight OT innovation for people with mental health problems, learning disabilities and/or autism across the UK

We interviewed occupational therapists (OTs) who are leading the way to improve and transform services. We asked them about their journeys and how they show impact.  

They’ve shared their top tips for being your own innovator like being able to network, listen, reflect, use evidence and do what you love. 

Feeling inspired to pilot your own innovation? Share your ideas with the RCOT Innovation Hub who can offer support along your journey and share learning more widely.  

Networking

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.  

Listen to people who use your service

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. 

Collect your evidence

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. 

Do what you love and seize the moment

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.