The person must be a full member of the College of Paramedics, have experience within a senior leadership position, including chairing responsibilities, and have an awareness of charity governance processes.
It will be essential for the person to have knowledge of the type of work undertaken by the College of Paramedics, and an understanding of the prominent issues that currently face the paramedic profession.
The person will be prepared to commit on average 6-8 hours per week to this vital role as well as attending regular meetings.
There must be a personal commitment to the aims and ethos of the College of Paramedics and ensuring good relationships with external organisations, acting to maintain the professional reputation of the College of Paramedics at all times.
This role requires personal insight with regards to values and behaviours and the impact on others, an ability to think strategically and skills in building relationships and creating a shared vision.
This person will be a role model for others, acting with integrity, positivity, energy and compassion to inspire those around them to achieve their full potential.
As the Chair of the Council is also a Trustee of the College of Paramedics, the person should ensure the obligations and responsibilities of their Trustee role.
In order to ensure robust governance, transparent decision-making, good judgement and professional conduct the College of Paramedics expects the President to embody the Seven Principles of Public Life in all that they do. These principles mean that the person should act with selflessness, integrity, objectivity, accountability, openness, honesty and leadership.
The Seven Principles of Public Life
Holders of public office should act solely in terms of the public interest.
Holders of public office must avoid placing themselves under any obligation to people or organisations that might try inappropriately to influence them in their work. They should not act or take decisions in order to gain financial or other material benefits for themselves, their family, or their friends. They must declare and resolve any interests and relationships.
Holders of public office must act and take decisions impartially, fairly and on merit, using the best evidence and without discrimination or bias.
Holders of public office are accountable to the public for their decisions and actions and must submit themselves to the scrutiny necessary to ensure this.
Holders of public office should act and take decisions in an open and transparent manner. Information should not be withheld from the public unless there are clear and lawful reasons for so doing.
Holders of public office should be truthful.
Holders of public office should exhibit these principles in their own behaviour. They should actively promote and robustly support the principles and be willing to challenge poor behaviour wherever it occurs.
Source: GOV.UK The Seven Principles of Public Life
It is the vision of the College to inspire and enable all paramedics to participate in the profession within an environment based on safety, collegiality, inclusiveness, mental & physical wellbeing and innovation.
The College of Paramedics is committed to:
The presence, recognition and celebration of difference within the organisation and the profession
Identifying and working to eliminate barriers to fair treatment in access, opportunity and advancement for all, through systematic changes within the organisation
Every individual is welcomed and feels they are an integral part of our profession and that they are represented at all levels of the organisation
Physical, mental, social, spiritual, intellectual and economic wellness for all
The College of Paramedics expects trustees to commit to the eight principles to address the diversity deficit in charity leadership.
The Eight Principles to Address the Diversity Deficit in Charity Leadership
1. Acknowledge that there is a problem with racial diversity in the charity sector, including the College of Paramedics, and commit to working to change that.
2. Recognise the important role leaders have in creating change by modelling positive behaviour and taking action.
3. Learn about racial and other bias and how it impacts leadership decisions.
4. Commit to setting permanent and minimum targets for diversity that reflects the participants, donors, beneficiaries and the population of the area that my charity operates in.
5. Commit to action and invest resources, where necessary, in order to improve racial and other diversity in my charity.
6. View staff as the sum of many parts rather than a single entity and recruit to build a diverse group of talented people collectively working towards a shared vision.
7. Recruit for potential, not perfection.
8. Value lived experience, the ability to draw from one’s lived experience and to bring insights to an organisation that can develop its work.
Source: These eight principles have been adapted by the College of Paramedics from the eight principles to address the diversity deficit in charity leadership by ACEVO
The Chair of Council is primarily responsible for the effective and efficient functioning of the Council, in line with the Paramedic Council Terms of Reference. As a member of the Board of Trustees, the Chair of Council represents the Council and membership within the Board.
The Paramedic Council
The Paramedic Council is the collective voice for the members and the communities they represent, ensuring that the members are present in the College vision and strategic direction. The Council plays a dynamic role in leading and shaping the College’s ongoing work and future aspirations.
Leadership and Management
• To provide leadership to the Council, creating conditions for Council effectiveness, facilitating inclusive and stimulating Council meetings, ensuring Council members play and active and participative role
• To chair members’ general meetings, including the Annual General Meeting
• To represent the views of the membership, ensuring they are effectively heard throughout the organisation
• To plan the annual cycle of Council meetings, setting the agenda in collaboration with the members of the Council as well as the President, Vice President and Chief Executive
• To build and maintain trust to work productively with Council members, delegating tasks as appropriate
• To promote an active and visible response within the organisation to current and changing health care in the UK and abroad
• To work proactively to anticipate problems and identify opportunities early, addressing any conflict or potential conflict within the Council and within the organisation to maintain credibility and transparency
• To develop the Council including induction, training, appraisal, professional and personal development and succession planning, having oversight of the appointment process for new Council members
• To prepare and present regular Council updates to Board
• To sit on appointment and disciplinary panels where appropriate
• To safeguard the reputation and values of the organisation
• To support the output of the Student Council in listening, supporting and acting where necessary on key areas of concern from the Student Representative.
• To ensure that each and every Council member has the opportunity to articulate, and advocate for, the College member perspective
• To ensure that the Council plays an instrumental part in ensuring strategy is developed and delivered with the membership interests at its core
• To evaluate or quality assure that College activities and services appropriately address the needs of the members and the profession, holding the Board to account on this
• To lead the Council in deciding which services or programmes the College provides to its members
• To promote high levels of regional/sector engagement and collaboration with members
• To review the annual report
• To assure the Council of the Board’s sound governance of the organisation’s finances.
In conjunction with other senior members of the College:
• To represent the College of Paramedics as appropriate, in multi-professional stakeholder meetings, and acting as a spokesperson where necessary, with appropriate briefing
• To work to raise the profile of the College of Paramedics, to promote the organisation to a wider audience to contribute to the future development of the profession and the organisation
• To liaise with Government Ministers and officials as required.
The above list is indicative only and not exhaustive. The Chair of Council will be expected to perform all such additional duties as are reasonably commensurate with the role.
The personal positives
This role will appeal to those with an altruistic nature. Becoming the Chair of Council will allow you to give back to your profession generously, providing your time and expertise to contribute to the ongoing development of the profession.
Your time as Chair of Council will be for one 3 year term, which will allows you time to settle in, work closely with the Council, Board and Chief Executive Group to make a significant difference, and confidently hand over to a new Chair to continue our journey. Where possible the College of Paramedics will communicate with employers/organisations to discuss support with the time needed for you to carry out this role.
Becoming a trustee of a charity provides you with a rich opportunity to develop both personally and professionally.
• Experience of strategy and governance, influencing and managing risk
• Development and enhancement of your leadership skills and style
• Opportunity to work closely with a passionate team of people who have different perspectives
• Gaining new skills, confidence and connections
• Improvement of your national and international profile.
• A Personal Assistant to support admin, meetings, emails
• Refund of role related costs in line with Expenses Policy
• Development opportunities (i.e. courses, coaching)
• Growing your networks
• Developing your chairing skills.