In March we changed our leadership structure so that we could grasp the opportunities for occupational therapy and for us as a membership body. Since then, our Senior Leadership Team have been looking at our team structures to ensure that we have the right roles and the capacity we need to deliver the greatest impact for you, our members, and the people you support.
Our strategy sets out how we need to change to achieve our vision – that people everywhere value the life-changing power of occupational therapy. To deliver that strategy, we have a new proposed structure, with new roles that will bring in different skills and expertise.
By having the right roles in the right place, we will be able to deliver the greatest impact for our members and the wider profession, and be a more responsive, focused and efficient organisation.
These new roles will mean that we will be able to:
- raise the profile and build understanding of occupational therapy,
- understand member needs and use that insight to enhance our membership model,
- engage with members and embrace new technologies to build communities and
- enhance our capacity in workforce planning and service quality improvement.
We haven’t taken these decisions lightly, nor are they easy, but they are necessary. As a member-led organisation we have a duty to ensure that we are best placed to deliver for you our members – these changes will enable that.
Part of having the right roles to deliver our strategy means that we have also regrettably identified some roles which have been put ‘at risk of potential redundancy’. We are going through a 14-day consultation period with those colleagues in roles at risk of potential redundancy. Our aim is to support colleagues as much as we can – in what will always be a challenging process. We’ve provided a range of support options and are in continuous conversations with those directly affected.
Colleagues at risk of potential redundancy have been encouraged to apply for the new roles have been created or to consider taking an enhanced redundancy package. At the end of this change process there will be a net increase in staff headcount to support our plans to do more for our members.
By their nature, change proposals of this kind are difficult and upsetting for the people involved, due to the uncertainty they cause. We set the timescales with the aim of reducing the duration of that uncertainty. This process follows best practice and is within a legal framework, while also balancing the needs of those directly affected for support and a reduction in uncertainty.
These proposals represent the right course and the best outcome for our members, who are facing incredibly challenging, stressful conditions and challenges to their pay and working conditions. We have consistently heard from our members that our new vision and strategy is what is needed for the profession. The proposed restructure enables us to best support you through this time of crisis and to safeguard the future of the occupational therapy profession.
Find out more
Meet with Steve Ford, CEO and Odeth Richardson, Chair
If you would like to understand more about the changes we are making to deliver our strategy, watch the recording of ‘Meet with Steve Ford, CEO and Odeth Richardson, Chair’.
Message from Steve Ford, CEO about recent changes at RCOT.
FAQs
Here are answers to the key questions that some of our members have been asking us.
Is RCOT running a fire and rehire plan?
No, this is absolutely not a ‘fire and rehire’ exercise. ‘Fire and rehire’ is a situation where anemployer seeks to make changes to employees’ terms and conditions of employment and if it is unable to reach agreement, dismisses employees and immediately re-engages them on new, revised terms. This is not what is happening at RCOT. This is a redundancy situation and we are carrying out a redundancy consultation process.
What is the redundancy package?
We are offering an enhanced redundancy package, that is both fair to colleagues and an appropriate use of members’ funds. As well as significant support including external outplacement advice.
What support is being provided?
Directors and the People Team have been available to support all colleagues through this process. There have been daily meetings for all colleagues to come for support, as well as directorate-specific meetings. Colleagues also have access to our Employee Assistance Programme, a free helpline providing confidential advice.
People in roles at risk of potential redundancy have also been having discussions with their directors. External career support is available which can be tailored as needed, including workshops, drop-in sessions and access to networks and online resources.
Are people who unsuccessfully apply for alternative employment being forced out on statutory redundancy?
No, all affected colleagues have been offered an enhanced package.
Are staff being told to reapply for other jobs on worse terms?
No, that’s not the case. People in roles at risk of potential redundancy have been given the opportunity to apply for new roles, which have been ringfenced.
Who developed and approved these changes?
Our strategy was developed in collaboration with members, occupational therapists, senior allied health profession leaders and colleagues. The structural proposals are based on the roles, skills and capacity we need to deliver that strategy.
Following the leadership restructure (March 2022), the Senior Leadership Team have been working together to review team structures to ensure we have the roles we need in place to deliver the impact we have described in our strategy. Council, our members elected representatives, have agreed to the proposed changes.