AOTA member spotlight: Adam Cisroe Pearson, OTD, OTR/L

Adam Cisroe Pearson, OTD, OTR/L is the Director, Department of Human Services, City of St. Louis.

He spoke to Jamar Haggans, MS, OTR/L, CPHQ, FNAP, Director of Quality at AOTA, about his current role and work in public service.

Jamar Haggans: I understand you started your occupational therapy (OT) career in community mental health. What inspired you to pursue community mental health?

Adam Pearson: My interest in community mental health began during graduate school in St. Louis. At the time, there was a situation involving an encampment in a downtown abandoned freight tunnel that drew public attention. I visited the site out of curiosity and had the opportunity to speak with individuals who were unhoused, learning about their experiences and the challenges that led them there.

That experience was eye-opening. Many of the individuals I met were also navigating mental health conditions, and it was my first meaningful exposure to community mental health work. From there, I pursued additional coursework and fieldwork opportunities, supported by a strong mentor, which deepened my interest. I quickly realized how expansive this area of practice is and how occupational therapy can play a meaningful role. That experience ultimately set me on this path.

Jamar Haggans: What is your current role?

Adam Pearson: I currently serve as Director of the Department of Human Services (DHS) for the City of St. Louis. In this role, I oversee several key areas:

• Homeless Services: Managing federal funding and coordinating programs that address housing instability.
• St. Louis Area Agency on Aging: Supporting older adults through programs like Meals on Wheels, transportation, case management, and community-based services.
• Office on the Disabled: Ensuring accessibility compliance, supporting ADA accommodations, and advising on inclusive city planning and infrastructure.
• Youth and Family Programs: Providing short-term support such as rental assistance, eviction prevention, housing stabilization, and youth empowerment programming.
• Fiscal Division: our department budget is normally between $40-50M per year, and our team of accountants helps us to manage all of our expenses and contracts.

Our department also manages a complex funding portfolio and works across city systems to ensure programs are effective, equitable, and responsive to community needs.

Jamar Haggans: How has your OT background influenced your work at DHS?

Adam Pearson: Early in my career, I served as Director of Garfield Place Apartments, a permanent supportive housing development in St. Louis. One unique aspect of that role was being involved in the design and development of the property. Drawing on my occupational therapy background, I collaborated with architects to ensure the space was accessible and functional—from large design elements like facility layout to smaller details such as door handles and appliance controls. These decisions ensured that residents with varying abilities could safely and independently navigate their living spaces

On the operational side, OT principles guided how we supported residents transitioning from homelessness. Many individuals needed assistance rebuilding daily living skills—managing a household, cooking, cleaning, and budgeting. My training as an OT helped me better understand those barriers and design programs to address them.

Foundational OT skills like group facilitation, communication, and management supported my ability to lead teams and programs effectively. The experience I gained working in the supportive housing development gave me the skills to effectively work with architects, contractors, and others that have been key to my success at DHS.

Jamar Haggans: What does a typical day look like for you?

Adam Pearson: No two days are exactly the same. Much of my time is spent reviewing reports, analyzing data, and managing budgets—especially during budget planning season.

As a funding agency, we work closely with community organizations that deliver services, so a significant part of the role involves strategic decision-making about how funds are allocated and ensuring accountability. I also spend time in meetings with city leadership, community partners, and internal teams.

On any given day, I might be discussing long-term housing strategies, reviewing contracts, coordinating emergency response efforts, or engaging in workforce development with my team. The work is dynamic and requires balancing strategy, operations, and relationship management.

Jamar Haggans: How do you apply an OT lens at the systems level?

Adam Pearson: At its core, occupational therapy is about helping people engage in meaningful activities. I apply that same perspective at the systems level by asking: Are our programs accessible? Are they easy to understand? Are we removing unnecessary barriers to participation?

This lens also applies to how we think about the built environment and city infrastructure. For example, even something as specific as the timing of pedestrian crosswalk signals can impact safety and independence—not everyone can cross the street at the same speed, and accounting for those differences is essential to designing accessible communities.

Whether we’re designing programs to prevent eviction, expanding transportation access for older adults, or improving service delivery, the goal is to support people’s ability to live safely and independently. For example, ensuring adequate case management and transportation services for older adults can directly impact their ability to access medications, attend appointments, and remain engaged in their communities.

Every policy or funding decision ultimately affects daily life—how people move through their communities, access resources, and maintain their routines.

Jamar Haggans: What advice would you give to OT practitioners interested in system-level or public service work?

Adam Pearson: First, get involved locally. Attend public meetings, engage with local government, and learn how decisions are made in your community. Local policies often have a direct impact on daily life, and your voice as an OT professional is valuable.

Second, broaden your perspective. System-level work involves collaboration across sectors—housing, transportation, business, and more. Understanding how these systems intersect will make you more effective in driving change.

Jamar Haggans: Anything else you’d like to share?

Adam Pearson: I encourage practitioners to actively invest in professional development and networking. Attend conferences, engage with your state and national OT associations, and build connections with others who share your interests.

It’s easy to get caught up in daily routines, but stepping outside of that to connect with others and stay engaged with the profession is essential. These relationships and experiences not only support your growth—they also help advance the field of occupational therapy as a whole.