‘It’s about providing meaningful services and ongoing value for members’

As chair, what's your main focus?

The BPS is a charity regulated by the Charity Commission, and so it is important we aspire to the highest standards in what we do. As chair, I therefore have a particular 'internal' focus on the workings of the Society, notably its governance and its strategy, as well as the effectiveness of the board itself.

I meet regularly with Roman Raczka, our President, whose focus is more 'external,' on the Society's networks, its membership, and local, national, and international stakeholders. His counsel has been invaluable, and together we aim to ensure our roles are as complementary as possible in making the Society as efficient, effective and impactful as it can.

What has been keeping you busy?

Since my appointment, I have held meetings with each of the 13 other trustees on the board, and meet regularly with Sarb Bajwa, the CEO, Diane Ashby, his deputy, and members of the senior leadership team. As well as chairing the board meetings, I attend a selection of the various board Sub-committees and their five Strategy Boards, to maintain a sense of the board's overall business and interests.

What has surprised you?

I'm a psychologist and BPS member myself, but recognise that, like many of our members, I have not always engaged with the Society as much as I could or should have over the years. Becoming more familiar with how it functions has been illuminating.

I always knew it was a complex organisation, endeavouring to provide services and support to its 60,000+ members. But I did not fully appreciate, for example, the detailed work it does with our different networks, from divisions to branches, sections, and special interest groups.

What have you found heartening?

Everyone has been very welcoming. All trustees are members of the board in a voluntary capacity – they are there because they care about the Society and its membership. I would like to take this opportunity to record my thanks to them for their diligence and commitment.

I really appreciate the support of fellow trustees, executive colleagues and of course our members, in helping make the Society as relevant and effective as it can be. We are currently recruiting for new trustees, and I would encourage BPS members to consider applying.

Looking ahead, what's on the Board's horizon?

The trustees all met recently at the London Office and agreed that we need to focus dedicated attention on a number of current and emerging issues.

These include the rapidly changing environment in which the BPS finds itself operating, the resultant strategic risks and opportunities facing the Society, how to develop our strategy so it remains relevant and positions us for the future, and how trustees can engage best with executive colleagues so that we are all working collaboratively in the best interests of our charity objects and of our membership.

That requires much work by trustees and executives alike. At the board's annual away-day in Leicester in May, we will consider how the BPS is discharging its responsibilities as both a learned society and a professional body, along with what this means for our governance, our strategy, and our sustainability.

And that's not just about financial sustainability – it's also about providing meaningful services and ongoing value for members. Watch this space – there is much to do!