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GOLDEN GOALS FOR THE MILLENNIUM
507
ISSN 0031 9406
October 1997 Volume 83, No 10
Physiotherapy Journal of The Chartered Society of Physiotherapy CSP telephone 0171 306 6666 Journal telephone 0171 306 6662 Journal fax 0171 306 6667
GOLDEN GOALS FOR THE MILLENNIUM The Chartered Society of Physiotherapy’s Strategic Review ‘Towards 2001’ was set up to consider the services offered by the Society; the organisation required to deliver these services, both locally and nationally; and the Society’s representative structure. A primary aim of the review was that it should be driven by a clear understanding of the views and requirements of CSP members and other key stakeholders. There was also a keenness that it should have a clear identity, incorporating the concepts of progress towards and through the Millennium, and t h a t it should involve as many members and sectors of the Society as possible. In the light of the feedback gained through various consultation exercises, debate within the seven Focus Groups has centred around how the Society’s representative and policy-making structures can be made more efficient, inclusive and accountable; how the Society can best provide and deliver services for and to its members; and how the Society can market itself and the physiotherapy profession more effectively to external stakeholders, including the public. Eight key principles or common goals can be distilled from the Focus Groups’ recommendations, and these have received endorsement both from the Strategic Review Consensus Conference and from Council. The principles fall under the broad headings of representative and organisational structures and service provision and delivery. The principles are detailed overleaf in bold type, followed by a summary of the recommendations on what the Society should do to fulfil them. Continued overleaf
508
The Society should retain its tripartite structure and functions but consider ways in which its roles can be managed more effectively and with greater transparency and co-ordination.
The CSP should improve communication with its members and explore how it can achieve a greater Society presence and greater member involvement.
The Society should:
The Society should: Explore ways of improving communication (particularly those offered by developments in information technology) with all its members, both to ensure that it is informed by members’views, interests and needs and that it keeps its members informed of policy development and services.
0 Retain its unitary status, particularly in light of member support for this arrangement.
Streamline its standing committee structure to reflect its core functions. Create focused, time-limited working groups to advise on policy development in specific areas. 0
0 Explore the value, practicalities and implications of creating a new standard-setting function. 0 Implement Society-wide goal-setting and encourage greater cross-departmental working.
0 Encourage greater consistency in the management of individual departments.
The CSP should provide stronger leadership and develop a more strategic approach to policy development, decision-makingand the management of its business in order that it may best represent, promote and preserve the interests and needs of its members, while taking account of the needs and views of external stakeholders, including patients. The Society should: Provide stronger leadership through its Council. 0 Adopt a more strategic approach to policy development, decision-making and the management of its business. 0 Develop its ability to undertake and plan for longterm development and change. 0
0 Formalise its working procedures and develop strategies for their periodic review.
Seek to engage members more actively in the Society’s policy development and decision-making. 0
0 Seek to increase interaction between different networks within the profession.
The Society should clarify the relationship between, and the respective roles of, members and paid officers in order to achieve a more effective, efficient, proactive and responsive approach to its business. The Society should: 0 Draw a more formal distinction between elected members’ and paid officers’ respective roles in setting and implementing policy. 0 Adopt flexible approaches to project working to use individuals’ skills, knowledge and experience to best effect. 0
Fomalise procedures for conducting its business.
The CSP should retain its current services,but consider ways in which it can expand and improve what it offers, in particular though enhancing its ‘customer care’ and deploying a greater sensitivity to the diversity of members’ needs and interests.
The CSP should develop its representative structures to make them more efficient, responsive, inclusive and accountable.
The Society should:
The Society should:
0 Improve telephone access and its management of telephone inquiries. 0 Address the needs of minority groups within its membership (in particular, physiotherapy students and assistants). 0 Expand its services in light of member feedback (in particular, by providing greater support in the areas of clinical effectiveness and career development and considering the scope for offering additional membership benefits). 0 Make its headquarters more welcoming to members.
0 Develop its representative structures, from a local level to its governing body, so that they may involve a greater number of members and be seen to be accountable to the whole membership. 0 Seek to improve understanding of its representative structures so that they may be used to optimum effect.
0 Create a streamlined representative structure that is more efficient in its use of the Society’s resources and more effective in its policy development and decision-making.
Physiotherapy, October 1997, vol83, no 10
0 Publish an annual directory of the services that it offers.
509
The CSP should market itself more effectively to its members and develop a more strategic approach to its provision and delivery of services. The Society should: Adopt a market-led approach to its provision and delivery of services. 0 Consider ways in which it can market itself to its members more effectively.
The CSP should strive for a higher profile for, and a better understanding of, the profession
among key stakeholders, other health care professionals and the public. The Society should: 0 Develop a strategic approach to raising the profile of the profession, including conducting market research and bench-marking exercises. 0 Promote the value of physiotherapy where research has proved the efficacy of particular treatment approaches and the Socieiy’s commitment to clinical effectiveness. 0 Encourage its membership to have realistic expectations about the nature of the profession’s public profile.
The range of issues raised by the strategic review, which have been discussed in considerable detail by the Focus Groups, were further considered by the Consensus Conference on September 8. Some detailed proposals were supported but on others a consensuswas not achieved. The conference recommended that the following principles should guide the Society in taking forward the work of the review. The CSP should not seek to introduce new structures or mechanisms without a thorough evaluation of their strengths and weaknesses and of the benefits that they would offer over and above those afforded by current arrangements. Realistic timescales should be set for implementing any outcomes of the review. The resource implications of any changes should be evaluated thoroughly in terms of funding, staffing and other requirements. 0 Consultation and negotiation should take place through appropriate channels with CSP members and staff, and other appropriate bodies, on any changes emanating from the review that would impact on them.
The preliminary outcomes and the recommendations were conveyed to Council at its September meeting. A hll report will go to Council in December after further consideration of outstanding issues has been undertaken by the existing steering group.
Sally Gosling Strategic Review Project Officer
Physiotherapy, October 1997, vol83, no 10
ISSN 0031 9406
October 1997 Volume 83, No 10
Physiotherapy Journal of The Chartered Society of Physiotherapy CSP telephone 0171 306 6666 Journal telephone 0171 306 6662 Journal fax 0171 306 6667
GOLDEN GOALS FOR THE MILLENNIUM The Chartered Society of Physiotherapy’s Strategic Review ‘Towards 2001’ was set up to consider the services offered by the Society; the organisation required to deliver these services, both locally and nationally; and the Society’s representative structure. A primary aim of the review was that it should be driven by a clear understanding of the views and requirements of CSP members and other key stakeholders. There was also a keenness that it should have a clear identity, incorporating the concepts of progress towards and through the Millennium, and t h a t it should involve as many members and sectors of the Society as possible. In the light of the feedback gained through various consultation exercises, debate within the seven Focus Groups has centred around how the Society’s representative and policy-making structures can be made more efficient, inclusive and accountable; how the Society can best provide and deliver services for and to its members; and how the Society can market itself and the physiotherapy profession more effectively to external stakeholders, including the public. Eight key principles or common goals can be distilled from the Focus Groups’ recommendations, and these have received endorsement both from the Strategic Review Consensus Conference and from Council. The principles fall under the broad headings of representative and organisational structures and service provision and delivery. The principles are detailed overleaf in bold type, followed by a summary of the recommendations on what the Society should do to fulfil them. Continued overleaf
508
The Society should retain its tripartite structure and functions but consider ways in which its roles can be managed more effectively and with greater transparency and co-ordination.
The CSP should improve communication with its members and explore how it can achieve a greater Society presence and greater member involvement.
The Society should:
The Society should: Explore ways of improving communication (particularly those offered by developments in information technology) with all its members, both to ensure that it is informed by members’views, interests and needs and that it keeps its members informed of policy development and services.
0 Retain its unitary status, particularly in light of member support for this arrangement.
Streamline its standing committee structure to reflect its core functions. Create focused, time-limited working groups to advise on policy development in specific areas. 0
0 Explore the value, practicalities and implications of creating a new standard-setting function. 0 Implement Society-wide goal-setting and encourage greater cross-departmental working.
0 Encourage greater consistency in the management of individual departments.
The CSP should provide stronger leadership and develop a more strategic approach to policy development, decision-makingand the management of its business in order that it may best represent, promote and preserve the interests and needs of its members, while taking account of the needs and views of external stakeholders, including patients. The Society should: Provide stronger leadership through its Council. 0 Adopt a more strategic approach to policy development, decision-making and the management of its business. 0 Develop its ability to undertake and plan for longterm development and change. 0
0 Formalise its working procedures and develop strategies for their periodic review.
Seek to engage members more actively in the Society’s policy development and decision-making. 0
0 Seek to increase interaction between different networks within the profession.
The Society should clarify the relationship between, and the respective roles of, members and paid officers in order to achieve a more effective, efficient, proactive and responsive approach to its business. The Society should: 0 Draw a more formal distinction between elected members’ and paid officers’ respective roles in setting and implementing policy. 0 Adopt flexible approaches to project working to use individuals’ skills, knowledge and experience to best effect. 0
Fomalise procedures for conducting its business.
The CSP should retain its current services,but consider ways in which it can expand and improve what it offers, in particular though enhancing its ‘customer care’ and deploying a greater sensitivity to the diversity of members’ needs and interests.
The CSP should develop its representative structures to make them more efficient, responsive, inclusive and accountable.
The Society should:
The Society should:
0 Improve telephone access and its management of telephone inquiries. 0 Address the needs of minority groups within its membership (in particular, physiotherapy students and assistants). 0 Expand its services in light of member feedback (in particular, by providing greater support in the areas of clinical effectiveness and career development and considering the scope for offering additional membership benefits). 0 Make its headquarters more welcoming to members.
0 Develop its representative structures, from a local level to its governing body, so that they may involve a greater number of members and be seen to be accountable to the whole membership. 0 Seek to improve understanding of its representative structures so that they may be used to optimum effect.
0 Create a streamlined representative structure that is more efficient in its use of the Society’s resources and more effective in its policy development and decision-making.
Physiotherapy, October 1997, vol83, no 10
0 Publish an annual directory of the services that it offers.
509
The CSP should market itself more effectively to its members and develop a more strategic approach to its provision and delivery of services. The Society should: Adopt a market-led approach to its provision and delivery of services. 0 Consider ways in which it can market itself to its members more effectively.
The CSP should strive for a higher profile for, and a better understanding of, the profession
among key stakeholders, other health care professionals and the public. The Society should: 0 Develop a strategic approach to raising the profile of the profession, including conducting market research and bench-marking exercises. 0 Promote the value of physiotherapy where research has proved the efficacy of particular treatment approaches and the Socieiy’s commitment to clinical effectiveness. 0 Encourage its membership to have realistic expectations about the nature of the profession’s public profile.
The range of issues raised by the strategic review, which have been discussed in considerable detail by the Focus Groups, were further considered by the Consensus Conference on September 8. Some detailed proposals were supported but on others a consensuswas not achieved. The conference recommended that the following principles should guide the Society in taking forward the work of the review. The CSP should not seek to introduce new structures or mechanisms without a thorough evaluation of their strengths and weaknesses and of the benefits that they would offer over and above those afforded by current arrangements. Realistic timescales should be set for implementing any outcomes of the review. The resource implications of any changes should be evaluated thoroughly in terms of funding, staffing and other requirements. 0 Consultation and negotiation should take place through appropriate channels with CSP members and staff, and other appropriate bodies, on any changes emanating from the review that would impact on them.
The preliminary outcomes and the recommendations were conveyed to Council at its September meeting. A hll report will go to Council in December after further consideration of outstanding issues has been undertaken by the existing steering group.
Sally Gosling Strategic Review Project Officer
Physiotherapy, October 1997, vol83, no 10