Insight into the AOP Board

When Hiscox put herself forward for the role, she had been on AOP Council representing the South East of England for a year and, “had really enjoyed getting involved in discussions that would shape policy and inform how the AOP continues to serve its members.”

Having been informed that positions were available on AOP Board and being given an overview of what the role would involve alongside all Councillors, Hiscox said it “sounded really interesting, offering an opportunity to get more involved in the AOP strategy, to work alongside some incredibly knowledgeable people and hopefully expand my skills along the way.”

Having put herself forward for the role, she told OT: “I was delighted to consequently be voted onto the Board by fellow Council members.”

Here Hiscox shares insight into the role of an AOP Board member and how it has helped her develop professionally.

OT

AOP Board member and Councillor for the South East of England, optometrist Rachel Hiscox

Whilst being on Council is about representing the views of members, the role of a Board member is quite different. The Board is responsible for overseeing the running of the AOP

What does being on AOP Board involve?

Whilst being on Council is about representing the views of members, the role of a Board member is quite different. The Board is responsible for overseeing the running of the AOP. This includes reviewing its long-term strategy, ensuring it remains appropriate, and that actions the AOP is taking are in line with its strategy and are having the desired impact.

The Board also has financial oversight, ensuring AOP finances are managed properly. Another role is the oversight and management of its committees, including the Policy committee, Insurance Oversight Group, the Finance Group, the Appointments committee and the Education group. I currently sit as the vice chair of the Policy committee, which has been incredibly interesting, furthering my understanding of how the AOP is working to promote members and secure the future of the profession.

Being on the Board, I see how hard the AOP is working to defend and promote the profession through everything it is doing, from education, media coverage, policy and political lobbying

What does being a Board member involve on a practical level?

The Board meets around seven times a year; once virtually and the others face-to-face. Ahead of each meeting we get a large bundle of papers to read, including minutes from the last meeting, a CEO update, financial overview, risks register, activity review, and an update from the insurance oversight group, plus any other timely topics that need discussing. I don’t think I have seen a bundle less than 150 pages, so it’s quite a lot of information to get your head around before coming to the meeting. The first time I looked at the papers it took me in excess of six hours to review everything in detail. Now it is a bit quicker, as I have become used to the format of the accounts and the regular documents that crop up in each bundle.

The crucial part here is not just reading the papers, but being critical of them: ensuring you’re highlighting any areas to discuss further during the meeting. As non-executive directors, we need to challenge the strategy and highlight any risks we observe, to ensure the AOP continues to work for the benefit of its members. The meetings are half to full days, are very structured, and are led by the chair with a strict agenda and a lot of content to get through, hence the big bundle of papers.

What do you enjoy about being on AOP Board and why?

I think the biggest part for me is the people, and the collective passion to support members and advance the profession. It really feels like there is growing momentum to drive meaningful change. The other part is the learning opportunity. I’ve learnt so much from the other executive and non-executive directors and I look forward to continuing to expand my skills and knowledge.

Can you share a highlight from your time on Board to date?

I would honestly say that it has all been great. If I had to pinpoint one occasion, it would be the annual strategy day, where the executive and non-executive directors get together for a deep dive into current and ongoing strategy. It’s exciting to play a small part in setting the future strategy, with members’ interests right at the centre.