On February 25th, we had the opportunity to attend and present at the Mental Health Officer (MHO) Conference, Reigniting Our Resilience: Informing and Future-Proofing the MHO Workforce, held at The Barracks, Stirling. This marked the first in-person national MHO Conference since the pandemic, bringing together professionals dedicated to shaping the future of the MHO workforce. Organised by the Scottish Association of Social Work’s National MHO Forum, with sponsorship by the Scottish Government and Social Work Scotland, the conference aimed to offer a platform for discussion, learning, and collaboration.
There were many interesting talks throughout the day, and this blog focuses on the themes of professional development and workforce sustainability, as they directly relate to the research we are undertaking. While other aspects of the conference provided valuable insights, the discussions around workforce resilience, recruitment, and retention stood out as particularly relevant to ongoing challenges and potential solutions within the MHO profession.
The beginning of the day included a presentation from the Mental Welfare Commission for Scotland, emphasising the organisation’s role in safeguarding the rights of individuals. Particularly interesting was the presentation on the emotional toll on MHOs, highlighting the need for effective supervision, reflective practice, and emotional support. Additionally, there was contextual recognition of reforms to Mental Health and Capacity legislation, both of which are likely to enhance rights-based provisions, including improving supported decision-making for individuals with limited capacity. While very welcome, such proposed legal changes will place increasing demands on MHOs, emphasising the need for clear guidance, additional training, and resources to navigate evolving responsibilities effectively.
One morning workshop delivered by the Office of Chief Social Work Advisers (OCSWA) on workforce issues, presented the Scottish Social Services Council (SSSC) MHO workforce statistical data, insights from the Setting the Bar Report and information on the new National Social Work Agency (NSWA). Some of the NSWA’s goals; promoting training, ensuring fair pay and working conditions, and providing national leadership, are promising. However, concerns arose about regional disparities in MHO workforce structures, the strain on MHO recruitment and retention, and the challenges of MHO data gathering, particularly due to the reliance on estimated figures when completing numerical records, which may impact the accuracy of MHO workforce statistics.
Conversations in this session underscored the need for additional MHO resources. The dismantling of Learning Network West has left gaps in training, disproportionately impacting the west of Scotland. Without strategic planning, such changes can undervalue and undermine the profession. Furthermore, the increasing demands on MHOs, exacerbated by inequality (including poverty and discrimination) and increased financial constraints, contribute to a workforce stretched to capacity. Additionally, the reality of limited beds, closed wards, and minimal preventative and community-based services often leaves MHOs navigating difficult choices, balancing professional ethos against systemic constraints.
In the afternoon, our team presented emerging findings from two research projects: one exploring the experiences of newly qualified MHOs and factors influencing their retention, and another exploring an alternative trainee MHO scheme developed and delivered by the Highland Council and Robert Gordon University. These studies shed light on emerging themes:
- The benefit of clear expectations between MHO candidates and employers at the point of application for training about workload, support and nurturing post qualification.
- The variety of motivations and facilitators for recruiting and retaining MHOs and making the most of the skillset we have – including support for MHOs not based in ‘core’ teams who want to use their learning to benefit their teams and their ongoing practice.
- The steps that can be taken to support newly qualified MHOs in recognition of the transition to post-qualification practice – buddying, mentoring, learning schemes and a plan to support confidence building with all types of MHO work to avoid immediate deskilling.
- The need for effective supervision, peer support and continuous learning not just among individuals but within the profession.
As we reflect on this conference, one question we are considering is: Where do we go from here? We are in the process of continuing to analyse and write up the findings of these studies that we will be publishing as an Iriss Insight. We will also be exploring how this research can influence practice, including learnings from the Highland Council and RGU Trainee MHO Scheme. Initial ideas centre on developing a transitional model that includes learning forums, mentoring, and peer support for newly qualified MHOs that would be applicable in whichever MHO model or setting. The words that echoed throughout the conference were space, time, value, and recognition. It is not enough to revisit these same conversations a year from now; we need to see movement toward ensuring that MHOs receive the value, recognition, resources, and support they need to continue making a significant difference in people’s lives.
