National Forum for Occupational Therapy in the Public Sector.
Setting up a Primary Health Care
Occupational Therapy Service
By
: Jennie McAdam
Acknowledgements :
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Revised
Sue Dacre
Megan Sundgren
Desiree van der Vyver
Shireen Omar
Christa Meyer
Hilda Franzsen
Brenda Reddy
: December 2002
Background
There have been enormous changes within the public health sector since 1994, with
the focus having been shifted towards Primary Health Care (PHC). It is within this
context that occupational therapists working in this sector have increasingly had the
opportunity to develop and deliver community based services at a primary level of
care.
Although this change has been long awaited within the profession, it has nonetheless
created enormous challenges for clinicians. This is largely due to the fact that OT
post structures within the PHC setting have made little or no provision for appropriate
supervision, often resulting in new graduates being faced with the daunting task of
setting up a new district service single-handedly, from scratch.
Purpose
This document has thus been compiled for the National Forum of Occupational
Therapists in the Public Sector in order to assist O.T.’s in the setting up of services
within the primary health care context. It is envisaged that this document serves as
a baseline and it is hoped that it will be continually developed with the growth of the
community-based field of practice.
As it is essential that the district or community O.T. provides services at various
delivery points, the document has been divided accordingly into setting up a service
at a district hospital, and setting up a service within the community, including at
community health centres, clinics, home visits and projects for disabled clients.
1. SETTING UP A DISTRICT HOSPITAL O.T. SERVICE
When faced with setting up a district hospital O.T. service from scratch, the
following factors should be taken into account:A. Administrative and Managerial Tasks
1. Getting started
The following points apply to approximately the first month of establishing a new service:Establish communication channels with superintendent and district manager.
 arrange an initial meeting, particularly if they didn’t interview you.
 do initial marketing / raise initial, basic needs.
 discuss channels for regular meetings, particularly for the first few months.
 clarify who is direct supervisor + explain re professional support by an OT who is possibly
from another district.
Establish an ipr with someone who has been at the hospital for a length of time and thus is
familiar with procedures etc.
 hospital or district, depending where actually based.
 Identify person/s who can take you on a “guided tours”, to orientate you to the
environment.
 identify someone who can provide you with ongoing guidance, orientation
+ explanations.
Establish a link with head office, especially with regard to policies etc.
 feel free to phone Milani directly, but preferably contact the provincial O.T. coordinator
first if it is strictly an OT issue.
 if appropriate, explain to district management + superintendent re OT + Rehabilitation
structures.
 NB to obtain policy documents so can cope with Management meetings etc.
Establish a link with other therapists in the province.
 clarify who is your “supervisor” / support OT in the province - NB for regular contact,
either telephonic or face to face.
 make contact with OT resource therapists in the province when necessary
 make social contact and establish a support system.
 find out when regional and provincial Occupational Therapy meetings occur
Establish an ipr with someone who could provide support, and company etc for lunches and
teas!
 major risk factor is burn-out, exacerbated by isolation, particularly if you are alone in a
district.
 NB to look after your own basic needs for belonging etc.
Take time to settle in and establish basic procedures before starting to treat clients.
 make it clear you will not start treating patients immediately.
 take 2- 4 weeks before starting patient treatment.
Conduct a situational analysis.
 screen wards and out-patient clinics for a pilot period - 2-3 months (a screening form
can be used)
 data collection can also be retrospective ie consult hospital records / stats in terms of
patient statistics for a previous period.
 consult Dr’s, nurses, super, DPO’S etc in terms of their needs + perceptions of what the
OT service should be.
Obtain a suitable work space.
 look around hospital and decide on some options.
 make it clear to superintendent / district manager that some space for service delivery for
patient treatment is essential.
 basic requirements: accessible for clients, water, central in hospital, plug points etc.
Obtain essential furniture.
 table, desk, stationery cupboards for storage of equipment and materials, filing, cabinet
telephone, shelves.
 extra chairs for patients, bench for waiting patients, table for treatment.
2. Marketing
One of the most essential elements in developing a new service is marketing, and this needs
to be undertaken on an active and ongoing basis. It should include educating others with
regard to the role of the O.T., the type of O.T. service offered, systems and how to access
the O.T. service. Most importantly, it must involve convincing others of the validity and
essential nature of your service in terms of government priorities, because if your service isn’t
well-known and valued, it may be overlooked in terms of budget and resource allocation. The
following points should thus be addressed:Maintain communication channels with NB management personnel and ensure involvement in
management activities.
 establish access to hospital/district management meetings.
 if not personally attending, find out if an Allied Health Professional attends, + if you are
thus represented + if representation can rotate.
 you won’t make any progress if you are not represented at management level.
Meet with hospital doctors.
 establish when/if Dr’s meetings and/or training sessions take place.
 organise to be invited to a meeting + do basic marketing.
 ? use marketing document / put posters in Dr’s tearoom etc.
 explain the initial service you can offer + explain reasons for your decisions.
 request discharge via OT for priortised cases.
Meet with nursing personnel.
 NNB to establish good relationship with hospital matron + ward sisters.
 meet with nursing management + nursing attendants regularly.
 establish how overall referral patterns / access to OT service will function.
 discuss any specific ward procedures eg with burns cases etc
Put up posters.
 in wards ie which patients need to be referred from that ward eg which paediatric cases
etc.
 put directions to department around hospital.
Establish iprs with ward staff eg clerks.
 implement discharge via OT.
 if you have good iprs with them + value of your service is achieved, they will help you with
screening + referral.
Establish and reinforce a referral system.
 ensure there are green cards in wards.
 make it clear what you want referred, tel ext, days available etc ( this information can be
put onto the abovementioned posters in each ward).
 establish a diary for bookings.
Draw up/use existing marketing documents (can be obtained from Witbank)
 orientation document for Dr’s, posters, visitor’s orientation document.
 invite visitors to department eg trainee nurses.
 have an “open day” and invite hospital staff.
3. Departmental Procedures
In order to deliver an effective service, it is imperative to establish basic departmental
administrative procedures. These may differ slightly from institution to institution, so it is of
value to spend time finding out the specifics for your hospital and to record them in a
departmental “orientation” or “operational procedures” document. The procedures established
should include the following:Ordering of stock ie consumables eg
- stationery
-
pens, pencils, stapler,
appt cards, note pads
treatment materials etc.
- surgical stores
-
- pharmacy
-
POP, bandages, neck
collars etc.
acetone, tongue
depressors etc.
food for patient treatment etc.
making equipment
eg frames, plinth etc
cleaning materials.
- kitchen
- works department - cleaning department -
 Note: Find out what you can obtain from various sources in the hospital:- cardboard boxes,
old x-rays, sponges, pill empties, paper and cardboard offcuts, A4 paper - boxes, x-rays boxes.
Telephone use.
 keep record of all calls made.
 try to get an open line.
 find out policy re booking call etc.
 get hold of list of extensions etc.
 use speed dials where possible.
Minor works.
 needed for minor changes in department eg add or remove a door.
 repairs etc.
 need works order book.
Photostatting
 find out procedure.
 make photostatting file with your name on it, to submit your documents in.
Faxing
 find out procedure.
 make file (as for photostatting).
 get original fax form + make copies for department.
Typing
 ensure access to typing pool.
 make typing file (as for photostatting).
 some departments have their own computors, but try to get administrative personnel to do
most of the administrative support work, so that you can focus on O.T. - specific tasks.
Circulars
 if there is more than one staff member in the section, organise a system where all staff
are sure to receive and read important circulars
Statistics
 try to do daily, according to statistics instruction document.
 submit monthly to hospital + provincial OT coordinator.
 analyse and change service as necessary.
Personnel matters
 establish to whom leave forms etc must be handed.
Filing system
Your filing system should include the following: hospital administrative eg minutes of Management meetings, circulars etc.
 statistics - keep copies of your own.
 patient records - per year, alphabetically. ? For 5 years. Keep current pts in separate
place ie on your desk but in such a way that confidentiality can be maintained.
 rehab issues - eg minutes, year plans etc.
 assistive devices - record of orders, those issued etc.
 personal file - keep your own + for subordinates - duty statement etc.
 resource documents - Management, clinical, textbooks, catalogues, etc.
 orders - copies of everything ordered + received.
 NB admin forms eg leave, claims, transport, order forms etc.
 assessment forms (either develop own or obtain others).
 reportable incident form.
Inventory / stock control (assuming you have stock!)
 box with cardex system.
 record everything taken in / issued etc.
 inventory list (ensure that inventory clerk conducts inventory 6 monthly).
Patient register
 record all new pt’s for every month, + ( include name, diagnosis, address, location seen
etc).
 give each pt an OT number.
Staff register
 recent circular which states that all sections need to have one.
 obtain from personnel department / stationery.
 record when sign in + out, leave, time off etc
Departmental safety
 enquire re safely plan.
 ensure safe equipment etc + appropriate area.
 ensure that storage areas are lockable.
4. Financial Management
Although a great deal can be achieved with minimal financial resources, the ultimate ongoing
development of the service will depend upon the availability of a budget. In order to obtain a
budget, the following points should be considered:Refer to O.T. funding document which is available from all provincial O.T. Coordinators
 ensure involvement in hospital / district management activities.
 if you are involved in Management meetings, you will be up to date in terms of budget
developments etc.
 hand in a realistic budget timeously. Find out what codes refer to rehabilitation equipment
etc eg in Mpumalanga, there are 3 relevant codes ie :(1) therapy needs (consumables) - (incl. Splinting material, activity material etc).
(2) equipment for the physically handicapped - (assistive devices)
(3) wheelchairs.
 Try to obtain a budget for initial equipment - this is a separate budget item
NB for a new department to motivate for initial essential equipment (see proposal
document on essential O.T. equipment).
 To order new equipment for your department:
 Familiarise yourself with the tendering and motivation procedure + order equipment well in
advance.
 Familiarise yourself with the condemning + replacement procedure, as this is a way in
which you can sometimes get equipment more speedily get equipment if there is no
budget for new equipment.
 Follow -up budget issues
 keep following up + if you get a budget, SPEND IT ASAP!
5. Basic Management Survival Tips
Utilise written communication in addition to verbal communication.
 if you don’t have it in writing, you won’t have a leg to stand on if a problem arises.
Write strong motivations.
 To whom it may concern
 Re:
 Background + details of request
 Effect if request is successful.
 Back up with stats, use policy + appropriate jargon.
)
Keep copies of all originals, order forms and NB documents.
 this will keep you out of trouble, in case documents go missing.
Consult other roleplayers.
 eg rehab colleagues, Management, consumers etc.
 try not to make unilateral decisions.
Use assertive skills.
 request meetings, state your case, using well backed-up arguments
 use assertiveness techniques eg fogging.
Consider SWOT analysis technique.
 examine strengths, weakness, opportunities, threats of an issue when problem solving.
Approach management with suggested solutions, not only problems.
 more likely to listen to you / take you seriously if you make an appropriate suggestion to
solve a problem.
 be reasonable in your requests.
 hold regular staff meetings if there is more than one staff member. This keeps up morale
+ encourages team spirit and ensures an effective working environment. Consider setting
up a peer review system to facilitate professional growth.
 if you are a single therapist arrange to visit others and exchange ideas.
B. Clinical Tasks
The are no hard and fast rules about clinical tasks. It is important to take into account the type
and size of area you are serving. It is also important to remember that unique role of O.T.
within Rehabilitation, particularly when there are no other rehabilitation staff within the District
Hospital.
1. Time Management
 Plan a timetable to ensure you allocate adequate time for tasks. This could include a
general timetable, as well as a monthly or weekly timetable, in which specific activities
are allocated. Circulate this timetable to relevant people who may need to contact you or
to book patients.
 Time should be allocated for Ward Rounds. In-patients and out-patients, clinics ,
administration and management, and personal development. Important meetings should
be attended, but use your discretion. The focus should be on allocating increasing
amounts of time to treatment and treatment related activities as the service develops as
opposed to spending increasing amounts of time on non-clinical tasks
2. Ward Rounds
 Enquire as to whether formal ward rounds occur, and join these where necessary.
 Informal ward screening should be done 1 - 2 times per week, to pick up O.T. patients that
may not have been referred. These ward rounds should preferably be done when the
doctor is in the ward, as this will allow an opportunity for discussing specific patients.
3. Treatment
 Familiarise yourself with the social model of rehabilitation and use this as your umbrella
approach.
 An O.T. should use meaningful activities within treatment. With limited time and
equipment, the emphasis should be on the clients functional ability and social
reintegration.
 Try to obtain a wheelchair for your department so that you can bring patients for
treatment. Alternately, try to get assistance from the hospital portering system. Patients
that can walk may be able to come to the O.T. Department on their own. If you do not
have a department or for some reason must see a patient in the ward , make you
treatment area as private as possible.
 Group treatment is advisable when treatment aims are similar. Patients do not
necessarily have to have the same diagnosis. Communication between patients should
be encouraged as a form of support. Individual treatment within a group setting can be
an effective approach in terms of the time management.
 Aims should be planned together with the patient, and you should assist them in gaining
understanding and insight into their condition.
 Arrange with ward staff to discharge patients via O.T. or arrange follow-up appointments
according to the timetable you have provided them with.
4. Support Staff
 If possible, one should try to get assistants.
 Motivations should be written to district managers for at least 1 SASO post to be
allocated.
 Once appointed, in service training should be done, and the opportunity for formal
training should be created.
5. Team Work
 Team work is essential if the client is to obtain maximum benefit. Ensure involvement of
as many stakeholders as possible at all levels of treatment.
 Stakeholders should include all therapy disciplines, social workers, Disabled Peoples
Organisations etc.
 If there are other rehabilitation personnel within the hospital or district, organise regular
meetings and conduct annual strategic planning with all stakeholders.
C. Essential Equipment List
-
District Hospital
Equipment / Furniture
Consumables
Furniture
1 x desk
8 x chairs
3 x metal stationery cupboards
2 x filing cabinets
Splinting
splinting material
velcro
outrigger wire
spring wire
eyelets
rivets
vinyl
thin gut / fishing gut
small hooks (hook and eyes)
super glue
liquid soap
thinners / acetone
crepe bandages
tubigrip (B and D)
acqueous cream
POP bandages
Children
3 x plastic children’s chairs
1 x children’s plastic table
2 x rollers
2 x wedges
therapy mat / carpet
plastic ball
wooden blocks
rattle
squeaky toy
form board
kids scissors ( L and R)
simple puzzle
coloured bead and cords for threading
large therapy ball
equilibrium board
towel
blanket
Adults / General
plinth
MTA
radio / tape-deck
mirror (full length)
goniometer
large plastic basin
adapted games
saw
R700
R150 ea
R600 ea
R120 ea
R6100
R25 ea
R90
R370 ea
R230 ea
R720
R11
R70
R7
R10
R35
R15 ea
R15
R95
R600
R250
40
R100
R3348
R1900
R8500
R420
R700
R260
R100
R100
R90
R12070
Children
crayons
paper
cardboard
pritt
bostik
Assistive Devices
wood glue
sewing thread
needles
towelling or scrap material for washmitts
wooden coathangers and sponges for
extended sponges
transfer boards
1-handed breadboard (examples)
adapted cups + cultery (examples)
wheelchair cushions
scraps of sponge for adapting assistive
devices
Splinting
double adaptor
extension cord
splinting pan
eyelet punch
revolving leather punch
splinting scissors
heat gun
stanley knife
POP scissors
pliers
Total approximate cost for essential
equipment and furniture
R13
R40
R300
R80
R50
R100
R300
R30
R150
R40
R1103
R13 036
General
appointment cards
assessment forms
home-programme sheets.
2. SETTING UP A DISTRICT COMMUNITY O.T. SERVICE
A. The following steps should be taken into account when setting up a community
OT service:1.
Getting to know the community

It is important that the therapist spends time establishing who the various stake holders within
the community are. It is advisable to gather information and establish a record of community
resources, in order to develop referral and networking systems. It can be helpful to ask roleplayers already involved in the community to assist in this regard;
adequate time should be spent introducing oneself to the relevant role-players, particularly
those involved with disability. These can include:




Disabled People’s Organisations;
N G O’s;
traditional healers;
health personnnel;
welfare personnel;
volunteers / community members involved with disability issues;
health promotion workers;
education personnel;
it is important to identify the needs of the community and therefore a needs analysis should be
carried out. This can be achieved by speaking to as many role-players as possible, and by
accessing relevant documents;
it is imperative to maximise the community’s acceptance of the therapist, and to take
appropriate steps to facilitate this process. These could include holding workshops, attending
community meetings and ensuring that stakeholders are able to contact you i.e. by making
yourself accessible.
gather information about the geographical area involved and the existing infrastructure.
2. Deciding on the type of O.T service and selecting an entry point


having conducted a needs analysis and made contact with existing resources and
stakeholders, it is important to prioritise the needs and decide upon the service model to be
adopted;
the type of O.T. services delivered can vary, depending upon:-
a)
b)
c)
d)
the specific needs of the community;
availability human and physical resources;
availability space for service delivery;
transport availability, etc
Thus, Community Based, Community Outreach or community integrated programmes may
develop.
It most often occurs that a combination of programme models may be developed and delivered
simultaneously within a district.
It is essential that an O.T. service should not be delivered in isolation and as far as possible,
services should be delivered in conjunction with other rehabilitation personnel and role players,
who may be involved at either level I or II of service delivery. It is of particularly importance to liase
with community rehabilitation workers and community health workers, if these personnel are in
existance.
It is also recommended that a community O.T. has regular access to professional support from
another O.T.

a)
b)
c)
d)
the therapist should ensure entry into the system at both a health service management level
and at a service delivery level;
the O.T. should become part of the district health management team, a member of outreach
teams, if applicable, and a stakeholder in existing community rehabilitation projects;
if there are no pre-existing community O.T. services, a suggested entry point is at clinics or
community health centres, by initiating contact with clinic sisters and health promotion
workers. It is advisable to start with pilot clinics, and then adjust according to the needs;
the abovementioned role-players are frequently able to then assist the therapist to make
contact with existing community projects and can also serve very effectively as sources of
referrals.
Get permission from Health management in terms of service points selected at which to
establish services.
3.
Liasing with role-players

ongoing liason with all stakeholders is a key factor in the successful establishment of a
community service and is in line with Batho Pele;
once a clear concept of the needs and resources available in the community has been
attained, it is important to plan and implement a strategy for educating the various role-players
on the role of the O.T;



communication channels with as many role-players as possible can be created by means of
verbal communication workshops, marketing documents, detailing information about service
points, referrals requested, contact numbers, service timetables; the role of the O.T.; etc
the O.T. should focus on liasing with the following stakeholders:o health authorities (local and provincial);
o NGO’s;
o existing community based rehabilitation organisations;
o
o
o
o
o
o
o
o
o
o
o
traditional healers;
private practitioners;
disabled people’s organisations;
other government departments e.g. welfare, labour;
church groups;
schools and special educational needs centres;
community forums;
support groups;
mother and child groups;
services for the aged; and
child-minders.

it is imperative to establish a forum where consumers can be consulted (at least) annually with
regard to planning for service delivery; In establishing the O.T.’s role, the following points
should be taken into consideration: in order to function effectively in community practise, good generalists skills are required in
the physical, psychiatric and paediatric O.T. fields.
 the community O.T. needs to work within the relevant policy guidelines
e.g National Health Plan, White Paper on an Integrated National Disability strategy etc, and
follow a primary health care approach (while continueing with referrals to and from the
secondary level).
 the specific role of each community O.T. may differ, because it is essential that service
delivery be needs - based for the particular community being served.
 community O.T. practice demands good communication, networking and process facilitation
skills.
 a flexible attitude is essential for the delivery of quality service (and for survival) - it is NB to
foster and ability to adapt to an ever changing environment.
 the community OT needs to develop a good working knowledge of services to refer to eg
DICAG, support groups, DPSA etc.
4. Planning the O.T. service / programme




a number of essential factors need to be addressed when setting up a community service:the regular availability of official transport needs to be ensured. This can be achieved by
motivating verbally and in writing to the district health manager and the relevant transport
office. It needs to be impressed upon management that a community service cannot exist
without transport;
an office or base preferably with space for treatment, needs to be made available for the
therapist as it is essential that this has access here to communication resources, such as a
telephone, fax, clerk or answering machine and computer, as the community O.T. is often
out of the office and can only be reached this way;
if the service is being initiated from scratch, the therapist needs to motivate to the district
manager for the establishment of a budget. If there is an existing budget, this needs to be
examined by the therapist so that planning for procurement of equipment and materials can be


realistic. As an interim measure assistive devices and treatment aquipment should be made
from available resources;
the therapist needs to address the issue of human resources. If the therapist is alone,
motivating for other rehabilitation team members and support staff should be considered. The
therapist should have access to cleaning and administrative personnel;
depending upon the financial resources available and the priorities identified by the needs
analysis, the O.T. should draw up an essential equipment and materials list, and try to build
up resources by procuring these items. Attention needs to be paid to items that are easily
transportable to multiple service points and essential to primary level service delivery.
In order to resolve the abovementioned issues, it is essential for the O.T. to develop good working
relationships with and carry out extensive lobbying to the key role-players, namely:






the district health management team;
the provincial health authority;
the local health authority;
the transitional local council;
the community or clinic health committees (if these are in existance), and
DPO’s.
5. Setting up the service / project / programme





services need to be set up according to the prioritised needs of the specific community
and within the framework of the health service policy guidelines;
when initiating services, it is imperative to start with those which are achievable and
sustainable, even with the minimum of available resources. Only once these are
maintained for a pilot period, should further services be added;
where possible, the relevant stakeholders should be consulted with regard to services
being initiated. Batho Pele thus needs to be implemented.
client services usually include:evaluation;
intervention;
education / skills training;
consultation, and
referrals.
The therapist should develop or obtain tools and systems for achieving all these aspects of
service delivery.
6. Running and maintaining the programme / service / project.

services should as far as possible take place on a predictable, regular basis, so that clients
and referral sources can access the service with minimal difficulties;






the therapist should evaluate the services on an ongoing basis, and where possible, facilitate
community involvement in this process. It is important that all stakeholders establish whether
or not the aims and objectives of the project are being met, and if not, that appropriate
adjustment are made;
the therapist should make regular progress reports to the district health management team
and other important stakeholders;
where the O.T. has a management function in a community project, ongoing attention needs
to be paid to personnel management, supervision, training and the administrative and
financial procedures being carried out;
the establishment and maintanance of referral systems needs to be addressed. The therapist
should consider compiling a document detailing the locations and dates of services delivered,
as well as the nature of the service delivered within the community, and send this to potential
referral sources within the district or nearby districts, the province, and to neighbouring
provinces if appropriate;
networking between neighbouring provinces and major centres should also be facilitated on an
ongoing basis in order to ensure the continued development and improvement of the district
community O.T. service;
the OT should where possible avoid taking a large portion of the management and
administrative responsibilities at a project, as this has negetive implication in terms of the
sustainability of the project.
7. Conclusion
In conclusion, it is felt that the overriding priority and principle that must be adopted by the
community O.T. during all steps in setting up a service client - centred and needs - based
approach must be followed.
B. Essential Equipment Lists
(a) Community Health Centre
Equipment / Furniture
Furniture
2 x filing cabinets
1 x desk
4 x chairs
1 x small table
2 x metal stationery cupboards
Children
therapy mat / carpet
rattle
plastic ball
wooden blocks
kiddies scissors (L+R)
blanket
towel
squeaky toy
coloured beads + cord for threading
Adults / General
full-length mirror
plinth / examination table
large scissors
large plastic basin
adapted games
wheelchair repair kit
sewing machine
mini-metal assessment
basic tool kit
hammer
Consumables
R1200 ea
R700
R150 ea
R400
R600 ea
R5300
R720
R7
R11
R70
R15 ea
R100
R40
R10
R95
R1083
R700
R1900
R60
R100
R100
R200
R1700
R600
R150
R40
R5550
Splinting
splinting material
tubigrip (B and D)
velcro
crepe bandages
eyelets
rivets
vinyl
thin gut / fishing gut
small hooks (hook + eye)
super glue
liquid soap
thinners / acetone
acqueous cream
POP bandages
Children
crayons
paper
cardboard
pritt
bostik
Assistive Devices
towelling or old material for washmitts
wooden coathangers + sponges for
extended sponges
transfer boards
1-handed breadboard (example)
wood glue
sewing thread
needles
wheelchair cushions
scraps of sponge for adapting
assistive devices
Splinting
heat gun
splinting pan
stanley knife
splinting scissors
POP scissors
revolving punch
eyelet punch
double adaptor
extension cord
pliers
Approximate total cost for essential
equipment and furniture
R300
R300
R30
R100
R150
R50
R80
R13
R40
R40
R1103
General
appointment cards
home-programme sheets
screening assessment forms
R22621
Implications for Student Training
The successful implementation of occupational therapy services at a PHC level
within the context of the social model has numerous implications for student training:
 It is essential that generalist skills be emphasised at an undergraduate level;
 It is essential that all undergraduate OT students have clinical exposure within
the PHC context;
 It is essential that OT students be equipped with adequate management skills;
 It is essential that students be guided appropriately to develop realistic
expectations of practice within the public sector, including that at a PHC level.
Closing Remarks
The development and delivery of OT services within a Primary Health Care setting is
an extremely exciting and challenging emerging field of practice in South Africa.
Through equipping OT's to form appropriate partnerships with community
stakeholders, our profession is in a unique position to contribute significantly to the
transformation of health care in our country.
(b) Outreach Services
ie Clinics, Community Projects, Home Visits
Equipment
Consumables
Children
squeaky toy
rattle
plastic ball
Assistive Devices
wheelchair cushions
wash mitts
small
extended sponges
stock
scraps of sponge for adapting assistive
devices
coloured beads + cord for threading
wooden blocks
General
map
wheelchair repair kit
mini-mental assessment
scissors
kit bag (to make equipment easily
transportable)
R10
R7
R11
R95
R70
R193
R50
R200
R600
R20
R70
R940
bostik
rolls of mutton cloth (for overhead
suspension etc in clients homes)
Children
crayons
paper
Splinting
POP bandages
tubigrip (B and D)
crepe bandages
acqueous cream
General
screening assessment forms
home-programme sheets
appointment cards
Total approximate cost for
essential equipment
Splinting
double adaptor
extension cord
splinting pan
eyelet punch
revolving leather punch
splinting scissors
heat gun
stanley knife
POP scissors
pliers
Total approximate cost for essential
equipment and furniture
R1133
R13
R40
R300
R80
R50
R100
R300
R30
R150
R40
R1103
R13036
wheelchair cushions
scraps of sponge for adapting assitive
devices
General
appointment cards
assessment forms
home-programme sheets