ABSTRACT
This chapter describes the circumstances and experiences during clinical occupational therapy practice that influenced a shift in service and philosophical orientation. This journey shifted when the author moved from work in-patient rehabilitation, supporting one person at a time, and recognised trends in the causative and interacting factors affecting health resources, resilience, and status among those needing care. The author gathered resources and persuaded management to shift to large-scale, macroeconomics approaches. The organisation undertook these strategies to effectively curb the risk of repetitive strain injuries in challenging work set-ups in an acute and subacute care hospital. When this became a part of business process, the proactive measures to prop employee health could combat the escalating cost of the hospital’s worker’s compensation claims. This, in turn, led to developing sustainable employee health practices, creating diverse healthcare delivery departments, and generating more back-end supportive functions and efficiencies.
