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Job Planning Training Programme

Job Planning Training Programme. Draft January 2014. Module 2. An Approach to Job Planning. A Practical Approach. The following represents one Health boards approach Others have developed own approach Each organisation will need to tailor its own requirements and culture

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Job Planning Training Programme

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  1. Job Planning Training Programme Draft January 2014

  2. Module 2 An Approach to Job Planning

  3. A Practical Approach • The following represents one Health boards approach • Others have developed own approach • Each organisation will need to tailor its own requirements and culture • Approach should be discussed with LNC or local equivalent

  4. Consistency Principles • Local Job Planning guidance • Team job planning where appropriate • Consistent approach to levels of workload & to SPA activities • Expected level of SPAs for standard activities • More where additional activities

  5. Outcomes • Expected as part of all Job Plans • SPA outcomes common across all specialties • Developing SPA ‘tariffs’ • DCC outcomes specialty specific • 2013 WAO Report criticised lack of outcomes in Job Plans

  6. Health Board/Trust approach • Outcomes for SPA activities straightforward • For DCC activities each specialty develop their own • Should be common across the Board/Trust normally • CTLs/GMs asked to lead their development • Ideally, cover activity and quality

  7. SPA Outcome Examples • CPD – appraisal PDP, Royal College accreditation, revalidation! • Audit – reasonable attendance at meetings, completion of agreed audits • Teaching/training – delivering agreed programmes/sessions • Appraiser – agreed number of appraisals

  8. DCC Outcomes • How do you know how good your service is? • What tells you if on right track? • How can demonstrate this? • What information sources are there? • Focus on patient/client outcomes if possible - if not, nearest proxy

  9. Elective Surgical Specialty Might include:- • x procedures during year • y patients seen in clinic over year • <z% complication rates in partic procedure • At least q% day cases in partic procedure Based on 44 effective working weeks

  10. Other specialties • May not be so straightforward • All should have quality indicators • If no usable patient outcome measures, use of outputs, inputs, or ‘softer’ information? • Emergency/’service’ specialties may not control workload? • Paediatrics aim to avoid admissions afap?

  11. Expectations • Every (non-training) medical post has an agreed current Job Plan • Date agreed for each Job Plan Review meeting • Completion is copy of signed Job Plan to Medical Director • Contain expected outcomes with timetable and agreed activities

  12. End of Module 2

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