Meet your candidates in the running to be the next Division Chair

Counselling Psychology has an identity of its own which fits incredibly well into a number of settings.

I hope that as a network we are able to know what our worth is, have confidence in this, and cheerlead wherever possible. 

I am always more than happy to explain Counselling Psychology to someone I meet.

In my NHS roles, I feel it is important to clarify the strengths and differences of Counselling Psychology compared with the other branches of Psychology.

In some ways we are exactly the same, and in other ways there are parts of our profession we are more comfortable and prepared for as soon as we qualify, whereas in other areas we embark on a career path to continue to grow and learn.

Counselling Psychologists now hold leadership positions in the NHS and recognised alongside our psychology colleagues as having an equal voice.

I would hope to sustain this trajectory, and continue to encourage parity with other branches of psychology.  I would also like to make the local success stories more visible nationally, so that others can learn from one another.

My goal as Chair would not to see myself as The Champion for the Member Network, but to help the network itself to better understand our strengths, our challenges, and our future.

The means in which people feel able to have a common voice and shared values is important. Since covid we've become separated and moved online.

For some that has meant that we lost the ability to understand and connect with one-another to a degree. For others it meant that they can connect better, working around their jobs and other responsibilities.  

As Chair I think it is important to understand and expand the ways in which the community feels able to connect, share and grow.

This can be from our Annual Conference, Counselling Psychology Review, Special Interest Groups, and through social media.

As a network it is vital we are equally aware of what we are doing as a profession, and where do we want to go.

I am open to hearing from others as to the way(s) in which they would like to come together, how often, and how to maintain it.  

The skills I bring to cultivate growth are largely drawn from my NHS leadership roles but was inspired from my doctoral training.

The spark ignited from my training years the idea that Counselling Psychologists can make a real difference with people, with systems, and within communities.

To continue to do this we as a network need to:

• Identify our community needs and goals: In this way we can tailor initiatives that resonate with members.
• Encourage participation and involvement: Active participation is crucial for community growth. We do this well in our Annual Conferences, though are there more opportunities to keep this going?
• Promote Inclusivity and Diversity: Embracing and empowering different cultures and perspectives is vital for our continued growth.
• Finding the right communication channels for us: We are all aware effective communication is the key to keeping the community informed and engaged. I would be open to knowing what lines of communication work for whom.  We can utilize various platforms such as social media, newsletters, and community boards but are there other ways in which this could be done? I'd love to hear from you.
• Fostering education and awareness: We do some of this in combination with our journal and conference but perhaps there are other ways in which we as a network might want to address gaps in knowledge and collaborate with other branches of psychology for shared learning.  How do we know what we don't know?

I believe the confidence in the profession is already out there.

As Chair I believe it would be important to search for ways in which we can cheer on our successes.

By giving a platform for those who have been able to make a positive impact to the world around them and speak about it, I feel that those struggling in their professional identity might see a way forward.  

Building opportunities for mentoring and sharing what has already worked for some would be a welcome step forward.

In the NHS these exist but do people know about it? What is there for those not in the NHS?

I would also encourage ways in which we can join forces with other branches on shared concerns via position statements and enabling alliances that overlap with our values.

As Chair, I aim to champion the Division of Counselling Psychology by leading with integrity and dedication.

My goal is to uphold and elevate the standards of our Division, ensuring that we consistently strive for excellence.

This commitment is exemplified by my contributions to the BPS Practice Guidelines (Third Edition), which serve as a benchmark for best practices among Chartered Psychologists specializing in counselling and psychotherapy.

I am committed to fostering active collaboration and engagement with all our members. By working together, we can amplify our collective voice and enhance our profile, ensuring that more people recognize and appreciate the transformative power of psychology.

Our recent initiatives, such as active engagement with Trainee members, collaboration with the BPS Research Team for membership surveys, and participation in the Careers Festival, demonstrate our dedication to this mission.

I believe that our Division's strength lies in its members, and by nurturing a supportive and inclusive community, we can achieve remarkable outcomes.

I will prioritize open communication, ensuring that every member feels heard and valued. This includes providing platforms for members to share their insights, experiences, and suggestions, thereby enriching our collective knowledge and practice.

Moreover, I am dedicated to promoting professional development opportunities, advocating for resources, and creating pathways for our members to thrive in their careers.

By organizing workshops, seminars, and conferences, we can foster continuous learning and professional growth. 

In summary, my vision as Chair is to lead by example, uphold the highest standards of practice, and create a dynamic and engaged community within the Division of Counselling Psychology.

Together, we can elevate our field, inspire others, and make a meaningful impact on society.

I aim to foster a strong sense of community within our Member Network, supporting each member throughout their career. Here are the key ways:

1. Open Communication Channels: Multiple platforms for open and transparent communication, including regular e-newsletters, an active online forum, and quarterly town hall meetings on Teams or Zoom.
2. Mentorship Programs: Establishing a  mentorship programme by pairing seasoned professionals with students and trainees to enhance social learning, offer valuable guidance, support, and knowledge transfer, strengthen our community bonds. For instance, our summer school mentoring programme with local colleges, and similar initiatives will continue in collaboration with the Psychotherapy Section and Hampton College; see Dziurowicz (2020) About her experience of an intensive BPS mentoring placement. This year, my company ran a similar programme in collaboration with the The Psychotherapy Section and Hampton College. Further report will be submitted to the next Counselling Psychology Review.
3. Professional Development Opportunities: Organize workshops, seminars, and webinars focusing on the latest developments in counselling psychology and psychotherapy to enhance professional skills and provide networking opportunities, fostering a sense of belonging and mutual support.
4. Recognition and Awards: Celebrating member achievements with the Phil Cox Award on an annual basis in honouring the achievements and contribution to our late vice chair and celebrate the continuing contributions to our Annual Conference from our members, for example.  
5. Collaborative Projects: Encouraging participation in collaborative research projects to build camaraderie and a shared sense of purpose. For example, the £50K small grant scheme for research, initiated during my tenure as Research Lead, demonstrated the benefits of such projects. I will ensure that impact evaluation to assess the evidence of outcome and value for money for the Division and Society.
6. Inclusive Environment: I am committed to promoting equality, diversity and inclusion. By ensuring all voices are heard and valued, we can create an environment where every member feels supported and respected.

I bring a wealth of experiential skills cultivated over 35 years in the field of counselling psychology and psychotherapy, along with a deep commitment to promoting a culture that is diverse, dynamic, high-performing, and values-led.

Here's how my background and skills will help cultivate the growth of our members:

1. Extensive Experience: With over 22 years of active contribution to the Society through various Member Network Committees, developed a comprehensive understanding of the needs and aspirations of our members. My role as a senior scientist and the inaugural equality advisor to the Assistant Permanent Under Secretary of State in the Research, Development & Statistics Directorate of the Home Office and Cabinet Office (COBRE), consultant psychologist at the NHS coaching and mentoring leadership programme for Black and Ethnic Minority Network has equipped me with strategic and analytical skills to drive informed decisions.
2. Commitment to Diversity and Inclusion: My dedication to community empowerment and extensive involvement in mental health highlight my passion for counselling psychology and psychotherapy. I am steadfast in promoting and enhancing the accessibility of these services to address post-pandemic challenges. My voluntary work  in the Chinese community in Peterborough, which earned the King's Award for Voluntary Service in 2023-2024 exemplifies my commitment to social prescribing and community support. My contribution in securing the Social Care Award for my company in 2022-2023 demonstrates my ability to lead high-performing teams and foster a supportive and inclusive environment. 
3. Data-Driven Insights: My experience in the Research, Development & Statistics Directorate has honed my ability to utilize both qualitative and quantitative data to provide insights, inform and drive our initiatives. By leveraging these skills, I will ensure our strategies are evidence-based and aligned with our goals.

By leveraging the above, I aim to cultivate a vibrant, inclusive, and high-performing Division, ensuring every member has the resources and support they need to thrive.

It looks like this:

1. Strong Leadership: As mentioned before, with over 35 years of experience in active involvement in various Member Network Committees, and my roles as a senior scientist and inaugural equality advisor have equipped me with strategic skills to lead our Division effectively. By providing clear vision and direction, I will inspire confidence among our members.
2. Collaborative Alliances: Building alliances within and outside the psychology community by fostering partnerships with academic institutions, healthcare providers, professional society such as Royal Societies of Medicine and Psychiatry and community organizations such as Royal Society of Arts to create opportunities for our members. Collaborating with other related member networks, such as Psychotherapy Section showcases my ability to build meaningful connections that benefit our members.
3. Professional Development: Offering continuous professional development opportunities is key to building confidence. These events will enhance skills and provide networking opportunities, allowing members to learn from and support each other.
4. Mentorship Schemes: As said, establishing robust mentorship schemes will provide guidance and support to early-career psychologists and trainees. Our successful summer school mentoring schemes with local colleges is an example of how mentorship can strengthen our community.
5. Recognition and Awards: Celebrating the achievements of our members boosts morale and confidence, which acknowledges excellence and inspires others within our network.
6. Inclusive Environment: Promoting diversity and inclusion is fundamental to building confidence. By creating a supportive environment where all voices are heard and valued, we ensure every member feels respected and empowered to contribute.
7. Resource Accessibility: Ensuring members have access to essential resources to excel in their practice and build confidence in their abilities.

By implementing these initiatives, I aim to create a confident, dynamic, and engaged Division where every member feels empowered to seize new opportunities and contribute to our collective success.