299

ISSN 0031 9406 July 1998 Volume 84, No 7

Physiotherapy

Journal of The Chartered Society of Physiotherapy

CSP telephone 0171 306 6666

Journal telephone 0171 306 6662 Journal fax 01 71 306 6667

TOWARDS 2001 : TAKING FORWARD THE STRATEGIC REVIEW The Review Process The Towards 2001 Strategic Review was launched late in 1996. The Society gained the results of the membership survey early in 1997 (Bainbridge, 1997). This important feedback from individual members was supplemented by responses from member groups, external stakeholders and CSP staff. Analysis of the responses was fed into seven review focus groups, which met in the first half of 1997. Each group had a specific remit to consider issues relating to the Society’s representative and organisational structures, services to members, and relations with outside bodies. Their work culminated in a consensus conference. This enabled group members to meet to debate broad recommendations, which received endorsement by Council.

On the basis of the final report (CSP, 1997), Council sanctioned further work to take forward the Strategic Review recomm- endations. Proposals for action were submitted to Council in June. The Society is now engaged in member consultation. A briefing paper has been sent to all the Society’s groups and networks and responses have been invited. Council will consider the proposals for ratification in September, taking account of member feedback.

Continued overleaf

300

Key Messages The review has affirmed significant strengths on which the Society can build as it moves towards the new Millennium. I t has also stressed the Society’s need to develop in order t o serve its members more effectively, operate more successfully, further the profession, and promote physiotherapy more actively to external agencies.

The review has highlighted that: 0 Strength lies in the CSP’s unitary status, but it needs to achieve greater cohesion between its tripartite functions as a professional and education body and trade union, to be seen to fulfil these functions with greater transparency and accountability, and to speak with one voice. 0 CSP members’ experience, expertise and commitment to the profession form an invaluable resource that needs to be harnessed to better effect by developing more inclusive and accountable representative structures and creating more robust networks for two-way communication. 0 The Society needs to establish clearer lines of accountability and more rigorous and informed processes of policy development, and to adopt a market-led approach to its provision and delivery of services.

The Society should take a more strategic approach to its business, thereby having the flexibility and foresight to plan and change for the future.

In a number of areas, work is already well under way to fulfil the review recommendations. In others, the review has endorsed the effective- ness of current arrangements and called for maintenance of the status quo. More importantly, however, the review has highlighted the need for new work and change. I t is in these areas that the proposals outlined below have been developed.

Proposals Council should be made smaller and enabled to enact its leadership role more effectively, while ensuring that its representativeness and accountability are enhanced Key to achieving effective member representation are transparent, well-understood lines of accountability. In turn, accountability hinges on a reciprocal relationship between elected and elector, within which both play an active role, and within which the channels for communication and registering views are well used (Simey, 1985). The proposals for changing Council, underpinned by those to increase member involvement and enhance two-way communication, seek to improve accountability.

I t is proposed that changes to Council are made on a phased basis in 1999 and 2001. This will fit with the Society’s schedules for elections and allow due account to be taken of changes to the NHS regions in England, the implications for the Society and its members of Scottish and Welsh devolution, and the recommendations of a planned time-limited working group on increasing member involvement.

The Society has created a short-term working group to evaluate the most appropriate structure for regional member representation on Council and to consider feedback gained through member consultation. The group will report to Council in September.

Arrangements will be made for Council to engage in more effective policy development and decision- making and to fulfil its leadership role. Where appropriate, business will be delegated to other elements in the Society’s representative structure. A clear distinction will be maintained between issues of governance, requiring member input through the representative structure, and operational issues, for which responsibility lies with the chief executive staff.

There should be three standing committees with responsibility for education, industrial relations and professional practice The planned streamlined standing committee structure reflects the Society’s tripartite functions. I t in no way questions the value or importance of work currently undertaken by other standing committees. Alternative arrangements are proposed for the optimal management of their areas of business.

Consideration should be given to creating directly-elected places on standing committees Adopting a system whereby some places on standing committees are contested by direct election could increase member involvement in CSP policy development and core business and enhance the accessibility, openness and accounta- bility of the Society’s representative structures. The desirability and practicalities of such a development will be explored by the short-term working group that will report to Council in September.

A small Management Group should replace the Policy and Resources Committee and a new treasurer post should be created The proposed Management Group will have terms of reference focused on the Society’s finance and management. I t is standard practice within professional associations and similar bodies to have a member-elected treasurer who works in close collaboration with an employed officer with

Physiotherapy, July 1998, vol 84, no 7

301

financial responsibilities. I t is proposed that the postholder should be elected by and from Council for a two-year period of office.

These proposals should be seen within the context of: 0 Council being involved in annual budget-setting and allocating resources. 0 Standing committees being active in business planning.

The chief executive and heads of department retaining responsibility for day-to-day spending and formulating annual resource bids.

Routine personnel and housekeeping issues being managed by a staff-based personnel sub- group, overseen by the Management Group.

Optimal arrangements should be made for managing the Society’s communications work at member level It is proposed that the Society’s Communications Committee should be replaced by a smaller Communications Group that reports directly to Council. Formation of the group should ensure the Society’s composite approach to communications issues and give them a high profile in the Society’s business.

Council and standing committees should adopt protocols for their working arrangements Draft protocols on working arrangements have been developed for adoption by Council and committees. These stress the importance of optimising use of meeting time; enhancing support to Council and committee members and strengthening their communication with those whom they represent; improving links with external agencies; and engaging in on-going review and development.

A protocol should be adopted for forming time- limited working groups The Strategic Review recommended that the Society should make greater use of working groups with a tightly-defined remit and lifespan to develop and advise on policy in key areas and to involve a wider range of members. The groups will have clear lines of accountability and enable the Society to draw in appropriate expertise through co-options that are based on clear, transparent and well-publicised criteria.

A regulatory board or committee, with reporting links to Council, should assume operational responsibility for professional conduct cases and appropriate future monitoring of qualified members’ continuing professional development The Society’s creation of a regulatory board or committee should achieve greater transparency and public accountability, enhancing and dem- onstrating the profession’s capacity for self-

regulation. In particular, it should increase the Society’s credibility to perform the dual roles of professional regulation and representation; form a coherent structure for the operation of regulatory matters; and enable the Society to exercise its roles of ‘defence’ and ‘prosecution’ more effectively. A key element of the proposals is to involve more substantial lay representation in each stage of the board or committee’s processes. The proposed board or committee would remain firmly within the Society’s structures.

Short-term measures should be pursued to increase member involvement in Society business through raising awareness and interest. A time-limited working group should advise on the development of long-term measures

Action is planned to publicise more effectively the ways in which members can get involved in the Society’s activities. A time-limited working group will be formed to consider longer-term strategies for increasing member involvement and represen- tation and will take account of: 0 The recommendations of the Society’s Scottish and Welsh devolution working parties and broader trends across the UK towards greater regionalisation.

0 The new NHS regional structure for England that will take effect from April 1999.

0 The scope for strengthening and reconfiguring the Society’s various networks.

0 Current levels of Board and Branch activity.

0 Broad developmental trends within the profession.

Measures should be adopted to enhance two-way communication between the Society’s members and headquarters

A range of strategies are planned to raise members’ awareness of Society services; to gain more member feedback; and to engage members more actively in debate. Proposed measures include:

0 Producing a guide on channels for registering views and concerns. 0 Using Frontline and Physiotherapy to highlight major and topical issues, to promote debate and to seek feedback. 0 Using information technology to gain views and stimulate debate (eg creating website bulletin boards and ‘debating rooms’). 0 Creating mechanisms for members t o give feedback on CSP activities and for the Society to evaluate member awareness of, and satisfaction with, services.

Physiotherapy, July 1998, vol84, no 7

302

0 Raising awareness of how to get involved in all types of CSP activity, including those that require only a short-term commitment.

Increasing CSP officer contact with members throughout the UK.

Reflecting broader trends Many of the issues and goals that have emerged within the Society’s Strategic Review echo trends in the general development of professional associations and other organisations. These have been summarised as: 0 A move towards strategic planning, involving consideration of long-term direction, the scope of activity and related resource implications, and opportunities and threats. 0 A greater distinction between policy devel- opment and implementation, with an accompany- ing clarification of roles. 0 An increasing commitment t o identify needs through formal market research and to engage in effective marketing. 0 Clarification of core services that are covered by subscription fees and additional services for which additional charges are made. 0 Increased attempts to involve inactive members, through revitalising regional structures, making greater use of information technology, and enhancing access to services (Watkins et al , 1996).

Commitment to achieving change The Strategic Review has clearly highlighted the need for the Society to enhance its representative structures. Achieving greater representation and accountability cannot be done by changing structures alone, however. I t will depend on raising members’ awareness and interest in the Society’s activities, developing greater member confidence and trust in the Society’s structures, and establishing an on-going, two-way and dynamic commitment to accountability that is underpinned by appropriate and transparent channels of communication.

On-going review Changes implemented by the Society as a result of its Strategic Review will need t o be subject to on-going evaluation. Further modifications are likely to be needed t o achieve optimal arrangements and to take account of develop- ments both within and outside the profession. As it enters the new Millennium, the Society will need to review its success in: 0 Continuing t o offer services in accord with members’ needs. 0 Communicating with members and enabling them to be actively involved in CSP business and activities. 0 Engaging members in policy development and decision-making through robust representative structures and enabling Council to fulfil its functions as the Society’s governing body to best effect and with clear accountability. 0 Enacting mechanisms for representation that allow issues to be addressed expediently and with due account taken of all perspectives, interests and needs within its membership. 0 Fulfilling diverse roles effectively and with transparency and credibility.

Sally Gosling BA Towards 2001 Project Officer

References Bainbridge, C (1 997). Chartered Society of Physiotherapy. Membership Research, NOP, London.

Simey, M (1985). Gouernmenf by Consent The Principle and Practice of Accountability in Local Government, Bedford Square Press, London.

Watkins, J, Drury, L and Bray, S (1996). The Future of the UK Professional Associations, Cheltenham Strategic Publications.

Members wishing to register their views on any of the proposals outlined above should submit their comments, to Sally Gosling by August 3 if possible - E-mail goslings@csphysio.org.uk or by post to her at the CSP, 14 Bedford Row, London WC1 R 4ED, or fax 01 71 306 661 1.

Physiotherapy, July 1996, vol 84, no 7