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Introducing KSF in a Medical Physics Department

Introducing KSF in a Medical Physics Department. Hugh Wilkins Medical Physics Department Royal Devon & Exeter Hospital. AfC Project Structure. Communication. Terms & Conditions. Payroll /IT. Stakeholder Group. Job Evaluation. Project Steering Group. Staff Involvement.

Gabriel
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Introducing KSF in a Medical Physics Department

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  1. Introducing KSF in a Medical Physics Department Hugh Wilkins Medical Physics Department Royal Devon & Exeter Hospital

  2. AfC Project Structure Communication Terms & Conditions Payroll /IT Stakeholder Group Job Evaluation Project Steering Group Staff Involvement Cross Pollination Monitoring & Evaluation Training/ Knowledge Skills Framework Finance Service Modernisation Nominated Lead

  3. KSF - Main Purpose • Provides NHS-wide framework that can be used consistently across the service to support: • Personal development in post • Career development • Service development • Equality and diversity

  4. What is the NHS KSF ? • Common descriptions of the knowledge and skills that need to be applied in the NHS • Applicable and transferable across the NHS • Simple, easy to explain and understand • Feasible to implement

  5. What the NHS KSF is not • Does not seek to describe what people are like or their attitudes • Does not describe the exact knowledge and skills that people need to develop • Does not determine job weight or pay band (JES does this)

  6. The NHS KSF in context • Links with current and emerging UK or national quality assured standards or competencies • Supportive of the NHS Plan and related developments (eg Skills Escalator, Lifelong Learning Framework and the wider HR strategy) • Included in development of the Electronic Staff Record (Computerised tool for EI sites)

  7. e-KSF • Web-based KSF: www.e-ksf.org • Library (KSF Outline examples) • Links with ESR (electronic staff record) for annual review (PDR – personal development review) • Find out more at: www.e-ksfnow.org

  8. Structure of the NHS KSF • 30 dimensions: • 6 core dimensions for all posts • 24 specific dimensions • Each dimension has 4levels • Level titles further supported by indicators • Clear examples of application for different posts • References to other standards, competences etc

  9. Core Dimensions NHS KSF Communication Personal & People Development Equality & Diversity Service Improvement Quality Health, Safety & Security

  10. CORE 24 Specific Dimensions Health & Well Being (HWB) 1-10 - Learning & development - Development & innovation - Procurement & commissioning - Financial management - Services & project management - People management - Capacity & capability - Public relations & marketing General (G) 1-8 - Promotion of HWB - Assessment & care planning - Protection of HWB - Enablement to address HWB needs - Provision of care to meet HWB needs - Assessment & treatment planning - Interventions & treatments - Biomedical investigation & intervention - Equipment & devices to meet HWB needs - Products to meet HWB needs - Info processing - Info collection & analysis - Knowledge & info resources - Systems, vehicles & equipment - Environments & buildings - Transport & logistics Information & Knowledge (IK) 1-3 Estates & Facilities (EF) 1-3

  11. Example of Level DescriptorsC2 Personal and People Development Level 1 Contribute to own personal development Level 2 Develop own skills and knowledge and provide information to others to help their development Level 3 Develop oneself and contribute to the development of others Level 4 Develop oneself and others in area of practice

  12. C2 Personal & People Development, Level 2:

  13. Outline for Post

  14. Outlines for Post and Individual

  15. KSF – What is it? • The Knowledge & Skills Framework • one of 3 key strands within Agenda for Change: • terms and conditions. • job evaluation • the NHS KSF and its associated development review process (together these form the basis of the career and pay progression strand)

  16. Career and Pay Progression • Designed to ensure consistency & fairness • Normal expectation of progression through pay bands based on applying necessary knowledge & skills to the job • Foundation gateway review against subset of KSF outline • 2nd gateway review against full KSF outline

  17. KSF OUTLINE defines the SKILLS & KNOWLEDGE required to perform that job 9 8 7 GATEWAY KSF FOUNDATION defines basic SKILLS & KNOWLEDGE expected of person recently in post (6 - 12 months) 6 5 4 3 2 1 Pay Structure PAY BANDS Incremental Pay Points within each Band GATEWAY

  18. KSF OUTLINE defines the SKILLS & KNOWLEDGE required to perform that job GATEWAY Pay Structure PAY BANDS Incremental Pay Points within each Band 9 8 7 6 5 4 GATEWAY 3 Progression up through Band determined by annual Development Review 2 1

  19. Job Title: Nuclear Medicine Technologist Dimension Level for Post Foundation C1 Communications 3 2 C2 Personal & people development 3 1 C3 Health, safety & security 2 1 C4 Service improvement 2 1abcd C5 Quality 3 2 C6 Equality & diversity 2 1 EF1 Systems, vehicles and equipment HWB3 Protection of health & wellbeing HWB8 Biomedical investigation & intervention 3 2 2 1 1 1 IK1 Information processing HWB10 Products to meet health & wellbeing needs HWB6 Assessment & treatment planning 2 3 2 1 - 1 For illustrative purposes only KSF Outline – Example 1 Band: TBA

  20. Job Title: Head of Nuclear Medicine Dimension Level for Post Foundation C1 Communications 4 4 C2 Personal & people development 4 3 C3 Health, safety & security 4 2 C4 Service improvement 4 3 C5 Quality 4 2 C6 Equality & diversity 3 2 HWB8 Biomedical investigation & intervention G4 Financial management HWB3 Protection of health & wellbeing EF1 Systems, vehicles and equipment 2 3 4 4 3 G6 People management HWB6 Assessment & treatment planning IK2 Information collection and analysis 4 2 3 2 For illustrative purposes only KSF Outline – Example 2 Band: TBA 2 2 3 2 3

  21. Producing KSF Outlines • Confirm job purpose • Select specific dimensions • Identify levels for core and specific dimensions • Compile areas of application • Create subset for Foundation Gateway (repeat steps 3 & 4 for FG)

  22. Which KSF Outline? Stage 1 Outline Matrix Stage 2 Outline Stage 1 + Examples of Application Stage 3 Outline Stages 1&2 + FG subset Matrix Stage 4 Outline Stages 1,2&3 + FG subset Examples of Application

  23. KSF Drivers • NHS Plan • Modernisation Agency • KSFDG (now KSFG) (KSF Development Group) • Under development since ~2000 • Handbook published Oct 2004 (version 7)

  24. Exeter HCS/CS KSF Involvement • KSFDG -> RD&E Trust, wanting HCS / CS example outline for national library / web-site • Concern, JE & banding context • Contacted IPEM, HPA representatives • Contacted CS colleagues: • Biochemists • Clinical Measurements • Molecular Genetics

  25. Exeter HCS/CS KSF Developments • Departmental Workshop (-> stage 1 outlines) • Follow-up Workshop Feb 2005 TH (KSFDG) working closely with small group of CSs at registration stage & line managers (-> stage 2 example outline) • Stage 2 KSF Outline • Draft 1 • Draft 2 • Draft 3 • -> KSF national library

  26. NHS KNOWLEDGE AND SKILLS FRAMEWORKGUIDANCE ON DEVELOPING NHS KSF OUTLINES FOR HEALTHCARE SCIENCE • FHCS / KSFDG document • Exeter example outline included as appendix • ? Incorporation into CSO HCS documentation (Healthcare Scientists Career Framework Supporting Agenda for Change Documentation)

  27. NHS KNOWLEDGE AND SKILLS FRAMEWORKGUIDANCE ON DEVELOPING NHS KSF OUTLINES FOR HEALTHCARE SCIENCE • Life Sciences • Physical Sciences & Engineering • Physiological Sciences Common dimensions: • IK1 Information processing • IK2 Information collection & analysis • IK3 Knowledge & information resources • EF1 Systems, vehicles & equipment • G2 Design & development

  28. NHS KNOWLEDGE AND SKILLS FRAMEWORKGUIDANCE ON DEVELOPING NHS KSF OUTLINES FOR HEALTHCARE SCIENCE • Physical Sciences & Engineering: • HWB3 Protection of health & wellbeing • HWB7 Interventions & treatment • HWB9 Equipment & devices to meet health & wellbeing needs • EF1 Systems, vehicles & equipment

  29. How will the NHS KSF be used in Development Review? • KSF outline for each post • Match individual against post outline • Personal development plans agreed and supported • Linked to Lifelong Learning

  30. Appraisal • Appraisal is the process of joint review of an individual’s performance & development at work, and agreement of a plan for future knowledge & skills development

  31. Department Objectives Individual Objectives Development Development Formal Appraisal Review Informal Progress Reviews Development The Appraisal Cycle Organisational Objectives

  32. Appraisal Process • All staff should have an annual appraisal review which includes: • Performance Review • Development Review assessment against the KSF Outline • Production of Personal Development Plan (PDP) using the KSF as a development tool • PDP should include any specific objectives that the individual needs to meet in their post

  33. Performance & Development Review • Performance Review • Focuses on the individual’s performance in the job, including any specific personal objectives • Performance issues must be addressed on an ongoing basis, with no surprises at appraisal • Development Review • Focuses on individual’s development of skills & knowledge • KSF Outline forms template for ongoing development

  34. Initial Preparation • Arrange a suitable time & venue • Liaise with your Appraisee • Provide Self Assessment Form & copy of KSF Outline for their job • Remind appraisee to review the evidence in their personal Development Portfolio • Emphasise the positives of appraisal

  35. Document Preparation • Refer to relevant documents • Previous year’s appraisal records & PDP • Job description • KSF Outline for the job • Draft a proposed set of objectives • for discussion during the review

  36. Appraisal Meeting Format • Introductory remarks, including emphasis on confidentiality • Review performance against work objectives • Review development against the KSF Outline • Evidence of achievement in appraisee’s portfolio • Identify skills & knowledge to be developed in next period • Plan future objectives • Identify training & development needs • Agree future action

  37. Follow Up Actions • Complete appraisal review record & PDP • Initially paper documents • Eventually an online process • Appraisee reviews appraisal record, can add comments & signs approval • Copies of documents for appraiser & appraisee • Carry out agreed actions • Ongoing monitoring, review & recognition

  38. Managing the Process (1) • ? Top-down / Bottom-up? • One approach: • KSF Awareness sessions • Departmental Workshops • Individuals have first stab at producing draft outlines for their own posts • NB Line Management Structure

  39. 23.09.05 Medical Physics Organisational Chart Director of Medical Physics Head of Radiotherapy Physics Head of Diagnostic Radiology Physics Clinical Scientist(QA) Prin. Physicist (Brachy.) 0.8wte Prin. Physicist (QC, R/n Th.) 0.8wte Prin. Physicist (Eqpt. Mgr.) Clinical Scientist (Treat. Plan.) Clinical Scientist 0.4wte Supt.Radiographer Clinical Scientist (Nuc. Med.) 0.5wte Chief Clin. Technologist (RT Mld Rm) Chief RT Clin. Tech. (Equip. Man) Senior Technologist Clinical Technologist Senior X-Ray Engineer Osteoporosis Services Mgr. 0.61wte Specialist. Med. Phys. Technician. Spec. Med. Phys. Tech. 0.59wte Clin. Tech. (Mld Rm/Hot lab) Clin. Tech. (Mld Rm) 0.81wte Radiographer, BMD 0.42wte Radiographer Nuc. Med. 0.8wte RadiographerNuc. Med. Radiographer Nuc. Med. 0.8wte Radiographer Nuc. Med. Part IICS Trainee Trainee Clin. Technologist Part ICS Trainee Part ICS Trainee Trainee Clin. Technologist Nuc. Med. Nurse 0.52wte Nuc. Med. Nurse 0.35wte X-Ray Engineer Osteo. Services Secretary/ Receptionist 0.59wte Medical Physics Secretary Nuclear Medicine Secretary Secretarial Assistant 0.54wte Secretarial Assistant 0.61wte Bank Secretary to DRP

  40. Managing the Process (2) One approach (cont.): • Line managers meeting 19.9.05 • LMs take greater sense of ownership • Fill in gaps, and aim for consistency • Share amongst line managers: • Matrix of post levels/dimensions • Draft Stage 2 outlines

  41. Managing the Process (3) One approach (cont.): • ? Common outlines for multiple staff • 31.10.05 Stage 1 & Stage 2 outlines • ? x.12.05 Stage 3 & Stage 4 outlines • Trust QA/Consistency Panel sign-off

  42. Concerns about KSF • Influence on banding (particularly if structural change of post) • Paperwork involved • Time taken to implement • Availability of staff to implement • Training – funding to implement PDPs

  43. Job Evaluation: What It Is • A system for comparing different jobs • Used for establishing relativities between jobs • The basis for grading jobs in the new pay structure • Measures jobs not people • Based on the demands of jobs • Involves analysing jobs under factor headings (e.g. Knowledge and Skills; Responsibilities; Effort)

  44. Implementation Timetable

  45. KSF Implementation • Full implementation for all 1.3 million staff by October 2006, with all gateways fully operational. • Outlines and KSF Development Review therefore need to be in place by October 2005 • KSF-style PDR mandatory from 1.10.05

  46. KSF Implementation Targets • 60% of outlines by end August 2005 • 80% by end of October 2005 • 100% by end of December 2005 5/28 SHAs made August target RD&E 43% by end of August (Stage 1 outlines)

  47. WEBSITES Modernisation Agency: www.modern.nhs.uk/agendaforchange Department of Health: www.dh.gov.uk/PolicyAndGuidance/ HumanResourcesAndTraining/ ModernisingPay/AgendaForChange Web-based KSF at: www.e-ksf.org Find out more at: www.e-ksfnow.org

  48. Current Best Web-sites for Modernisation Agency / DH KSF • www.wise.nhs.uk (legacy repository for selected work of the M.A.) • www.dh.gov.uk (A..Z -> AfC / KSF)

  49. Summary • KSF Outline identifies the knowledge & skills that a person needs to apply in their post • Basis of fair & objective appraisal reviews • Guide to development of knowledge & skills • Emphasis of appraisal is on review of ongoing knowledge & skills development

  50. Current Issues • Steep learning curve – new way of working and understanding the philosophy of Agenda for Change. • Getting to grips with the sheer scale of the project. • Huge implications for time and resources. • Forging new working relationships with new/existing stakeholders groups or interested parties. • Developing staff confidence and trust

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