Find out what is actually involved in being a member of the CSP's Council
Since 2017, Council has consisted of 12 members.
All members are qualified physiotherapists with a passion for improving patient care and practice. They have between them a broad range of skills, knowledge and experience and work to:
Lead the organisation
To deliver its mission, vision and strategic aims as effectively as possible with the resources available. Council’s core role is to focus on strategy, performance and assurance.
Take responsibility for CSP funds, assets and reputation
They foster and maintain the respect of members, other stakeholders and the public by behaving with integrity, even where difficult or unpopular decisions are required.
Claire Arditto vice chair, strategic trust AHP lead and general manager at Harrogate and District NHS Foundation Trust
A key achievement as a Council member was chairing and supporting the ARC review in 2019: engaging with members to develop a new, flexible model to enable their issues and priorities to be heard, debated and agreed. I feel Council is now a dynamic, visible and engaged group working collectively in the best interests of members and the profession.
Take responsibility for CSP decisions and actions
Ensure effective processes are in place to enable informed, rigorous and timely decision making. Some decisions are delegated to committees or the chief executive. However, while Council can delegate authority they retain ultimate responsibility. So it is important that suitable arrangements are in place to ensure delegation is appropriate.
Identify and assess risks and opportunities for the CSP
Deciding how best to deal with them, including assessing whether they are manageable or worth taking.
Work as an effective team
Using their balance of skills, experience, backgrounds and knowledge to make informed decisions. As a team, Council members should feel it is safe to suggest, question and challenge ideas and address – rather than avoid – difficult topics. Regular reviews of members’ individual and collective performance, and investment in development are key to delivering and maintaining this strong team ethos.
Stuart Paterson, deputy CEO, Vita Health Group
I have developed both professionally and personally during my time on the Council, and would recommend it to any physio – regardless of the stage of their career journey, or sector background.
Ensure the CSP’s reputation and success
Council members must build and be accountable for this. It is achieved through genuine and open two-way communication that celebrates successes and demonstrates willingness to learn from mistakes.
Make themselves accountable to members for their actions and decisions
This is through the election process and by regular interactions with members – online, face-to-face and through reporting. Communication is crucial to this relationship, to make sure members know what Council are doing and have opportunities to question and challenge.
Sarah Morton, head of profession for physiotherapy, Gloucestershire Health and Care NHS Foundation Trust
For me the biggest achievement is being part of a council that has developed quickly into a team trusted to work in the best interests of CSP members and our patients. It does require commitment but it has been one of my most rewarding experiences.