A National Survey of Occupational Therapy Managers in Mental Health

Abstract

This study, part of the College of Occupational Therapists' Mental Health Project, surveyed occupational therapy managers in mental health to gather data about them. the services they managed and their opinions on current and future issues of importance. A questionnaire was sent to the 184 managers who it was believed worked in mental health and it achieved a 65.2% response rate.The majority of the 120 respondents were female. with Head II therapists between the ages of 31 and 40 forming the largest group. Two-thirds had additional qualifications and 71 % had worked in mental health for more than 11 years. In addition to managing occupational therapy services, 86% carried a caseload or managed other services. Aspects of professional management were ranked highest in a list of tasks undertaken. Contradictions were noted in the managers' opinions on recruitment and retention of staff and the importance of staff supervision. The managers displayed commitment to the principles and philosophy of occupational therapy and a determination to demonstrate its effectiveness through research and evidence-based practice.This study contributed to the position paper on the way ahead for occupational therapy in mental health (Craik et a11998a) and provided information for occupational therapy managers to assist them to review their role.

Identifying occupational therapists' referral priorities in community health

“…The need to maximize the effectiveness of occupational therapy services and minimize attrition of occupational therapists is an international aim (Sturgess and Poulsen, 1983;Bailey, 1990;Yau, 1995). In mental health, the need to recruit and retain occupational therapists is high on occupational therapy managers' agendas (Craik et al, 1999). Limited availability of professional supervision, and lack of research to support effective practice have been identified as contributing to the lack of satisfaction of novice occupational therapists in mental health posts (Craik et al, 1999).…”

“…In mental health, the need to recruit and retain occupational therapists is high on occupational therapy managers' agendas (Craik et al, 1999). Limited availability of professional supervision, and lack of research to support effective practice have been identified as contributing to the lack of satisfaction of novice occupational therapists in mental health posts (Craik et al, 1999). In community teams, occupational therapists can often be professionally isolated and the needs of severely ill clients can take a toll on the therapist (Bassett and Lloyd, 2001).…”

A survey of recruitment and retention issues for occupational therapists working clinically in mental health

“…Craik et al . (1999) suggested developing ‘clinical specialist posts’ (p. 225) to enhance the career structure and retention of therapists in mental health.…”

“…A number of authors have identified issues that could negatively influence mental health occupational therapy recruitment and retention in UK. These include: (i) the generic emphasis of the work (Cook, 2003); (ii) the lack of a uniform definition of occupational therapy (Taylor & Rubin, 1999), and ‘role blurring’ with other professions (Kaur, Seager & Orrell, 1996); (iii) ‘high levels of stress and burnout’ (Edwards & Burnard, 2003, p. 346); and (iv) inadequate levels of professional supervision (Craik, Austin & Schell, 1999).…”

“…Authors have also made recommendations to promote the recruitment and retention of mental health occupational therapists in the UK, including: (i) improved interprofessional collaboration and training (Harrison, 2003); (ii) developing policies for prioritising client referral to occupational therapy (Harries & Gilhooly, 2003); (iii) increased staffing; (iv) discipline‐specific continuing professional development; and (e) ‘supervision and support by occupational therapists’ (Craik et al ., 1999, p. 276). Despite these recommendations, no UK studies have assessed mental health occupational therapy clinicians’ perceptions of the influence of these factors on their recruitment and tenure.…”