RCOT Strategy 2026–2029

The strategy was shaped by conversations, feedback and insights from a survey which thousands of RCOT members contributed to between January and April 2026. Members shared their priorities, challenges, aspirations for the profession, what they valued from RCOT and where they felt we should focus our efforts. 

These insights directly shaped our six strategic aims and the way we'll deliver them. They have driven a stronger focus on advocacy, more tailored professional support, enhanced resources and career development opportunities, greater support to demonstrate the impact of occupational therapy, and increased opportunities for members to influence RCOT's decisions and future direction.
 

The strategy is built around RCOT purpose and aims to champion and enable high-quality occupational therapy across the UK by strengthening the profession's voice, supporting members throughout their careers, enabling excellence in practice and demonstrating the impact of occupational therapy.

In 2022, we launched a five-year strategy built around four core pillars: Rise Up, Open Up, Lift Up and Build Up. While that strategy and its supporting plans were due to conclude at the beginning of 2027, we recognised the need to respond to the evolving needs of both the profession and our members. 

Our new three-year strategy provides greater clarity and focus, setting out where RCOT can have the greatest impact for members and for occupational therapy. It reflects the changing landscape in which we operate, and the priorities members have told us matter most.

We also wanted to better align our strategic planning and delivery with the membership subscription year, which runs from October to September. As a result, this strategy launches in October 2026 and will run until September 2029.
 

Each strategic aim includes specific measures of success. RCOT will track indicators such as member satisfaction, engagement, advocacy participation, uptake of learning opportunities, use of resources, representation, workforce development and organisational performance.

 Please review more details in our strategy document.

RCOT is committed to keeping members informed about the progress, impact and outcomes of our strategy. We'll provide regular updates on the difference we're making and continue to report on delivery, performance and achievements at our Annual General Meeting (AGM) and through the publication of our annual report. 

Many of these activities build on existing work. The strategy provides a clearer focus, greater investment and measurable outcomes so that RCOT can increase its impact and demonstrate progress more effectively.

RCOT exists for our members and the profession, therefore members are central to its delivery. Whether through sharing feedback, participating in governance, contributing evidence and case studies, becoming mentors, joining communities or supporting advocacy campaigns, the strategy relies on active member involvement.