The KSF - justified, ancient or mu mu? (apologies to Bill Drummond)

1. The KSF- justified, ancient or mu mu?(apologies to Bill Drummond) Paul S. Ganney Membership Rep, HPA Executive

2. Roadmap • Brief overview • Principles • Pay Progression • Development Review Process • The dimensions • Selecting the appropriate dimensions • A broad outline KSF • A detailed KSF • Timescales • Benefits of the KSF • Documents paul.ganney@hey.nhs.uk

3. Brief Overview • Defines and describes the knowledge and skills which NHS staff need to apply in their work in order to deliver quality services. • KSF and associated development review process lie at the heart of the career and pay progression strand of Agenda for Change • “Makes sense of the Job Evaluation process” • Applies across all staff groups (except doctors, dentists and senior management) paul.ganney@hey.nhs.uk

4. Brief Overview: Purpose • Facilitate the development of services to better meet the needs of the users and the public through investing in the development of all members of staff • Support the effective learning and development of individuals and teams – all being supported to learn throughout their careers, develop and given the resources to do so • Managers and staff clear about what is required within a post and managers enabling staff to develop within their post • Promote equality and diversity for all staff – all use the same framework and having the same structured approach to learning, development and review paul.ganney@hey.nhs.uk

5. Principles 1/3 • NHS-Wide • Partnership • By developing staff the services improve • Equitable – all staff have a role to play in the NHS • Simple and feasible to implement • Capable of linking with current and emerging frameworks (NOS etc) • Is about application of K&S, not the K&S themselves • Does not describe personal attributes (sense of humour, etc) – relates to what staff do rather than to how they behave paul.ganney@hey.nhs.uk

6. Principles 2/3 • Outlines reflect the requirements of the post – not the abilities or preferences of the person who is employed in that post • Does not describe the exact knowledge and skills required • Each and every job role will have a KSF outline • Each and every person will have a personal development plan • No Surpises (in reviews) paul.ganney@hey.nhs.uk

7. Principles 3/3 • Links with NOS: • Not yet! Listed as “TBA” on web site (although I’ve not checked all 581!) • However, Health Informatics NOS is mapped, which may give us some indicators: • Procurement (HI 21-24) -> G3 • Processing data and information (HI 51-57) -> Core 4, IK1, IK2, IK3 • Software Development (HI 91-97) ->EF1, G5, G6 • Maintaining security of systems and services (HI 114-117) -> Core 3 • Providing technical ICT advice (HI 118-119) -> G7 paul.ganney@hey.nhs.uk

8. Partnership 1/2 • KSF was and is developed through trade union/management/professional bodies partnership – this is necessary • The combination of Dimensions and Levels that form the KSF outline for a post is determined by the manager in partnership with the employee and agreed with the employee representatives • Outlines are developed in partnership by people who understand the requirements of the post concerned. paul.ganney@hey.nhs.uk

9. Partnership 2/2 • Examples of partnership to develop KSF post outlines: • Representative groups of postholders and managers to work in groups. May be linked to service improvement. • Individual members of staff and their managers • Individual (e.g. KSF lead in organisation/department) interviewing postholders and managers to produce draft which is then checked paul.ganney@hey.nhs.uk

10. Pay Progression 1/3 • The KSF outline does not determine pay banding • Progression within a pay band is linked to the KSF outline – it is used to inform individuals’ development within the paybands • KSF outline represents K&S applied at full competence • 2 gateways: • Foundation Gateway normally between first and second points (actually no later than 12 months after appointment to a pay band, regardless of pay point appointed to): a subset of the KSF outline is used to determine progression (reduced levels, reduced indicators, reduced areas of application – NOT removed dimensions) • Gateway 2 is before final point (bands 1, 8 & 9) before first of last 2 points (bands 2-4) & before first of last 3 points (bands 5-7): the full KSF outline is used to determine progression paul.ganney@hey.nhs.uk

11. Pay Progression 2/3 • There is an expectation that individuals will progress through the paypoints on a payband by applying the necessary knowledge and skills to the demands of the post. It is only at gateways, or if concerns have been raised about significant weaknesses in undertaking the current role, that the outcome of a review might lead to deferment of pay progression • ‘Significant weaknesses’ have been defined in the negotiations as “significant weaknesses in performance in the current post that have been identified and discussed with the staff member concerned and have not been resolved despite opportunities for appropriate training/development and support”. • If individuals have problems passing through their foundation gateway this may say as much, if not more, about the recruitment and selection process as it does about that individual. paul.ganney@hey.nhs.uk

12. Pay Progression 3/3 - assimilation • Existing staff with at least 12 months experience who are assimilating to the new pay system under Agenda for Change will be assumed to have already passed through the foundation gateway. If they are assimilated on to a payband below the second gateway point then they will need to go through the second gateway. • Existing staff who are assimilated above the second gateway will not have to go through the gateway as such. However, their development review will need to confirm that they are applying the full range of knowledge and skills consistently as described in the NHS KSF post outline. Their personal development plans will need to prioritise areas of development for the current post over any career progression. paul.ganney@hey.nhs.uk

13. Development Review Process 1/2 • Performance against KSF outline undertaken through Development Review Process: annual review + quarterly updates • Each KSF dimension has a number of examples of application: during the review the individual provides examples from their work in relation to the requirements of the level • Examples could be provided verbally, but some evidence is recommended: PORTFOLIO!!! (Shouldn’t be a paper chase, though, - the evidence should be available naturally as the DR is about what an individual actually does at work) • The DR is completed by agreeing a personal development plan (PDP) based on the gaps between the KSF outline and performance paul.ganney@hey.nhs.uk

14. The reviewer should NOT be the line manager paul.ganney@hey.nhs.uk

15. The Dimensions • 30: 6 core and 24 specific • Each dimension has 4 levels, a description (including how progression should be characterised), examples of application and links to other KSF dimensions • Each level has indicators and suggested examples of application • Aim to include as few specific dimensions as possible, limiting selection to those which capture key development requirements. It is not possible to cover every activity, only the major ones. • Generally between 2 and 7 specific dimensions are appropriate: the more senior the post the more likely it is that there will be more specific dimensions • Senior posts may contain the same dimensions and levels as junior – it is the examples of application that will differ paul.ganney@hey.nhs.uk

16. Core Dimensions • Communication • Personal and people development • Health, safety and security • Service improvement • Quality • Equality and diversity paul.ganney@hey.nhs.uk

17. Specific dimensions 1/3 • Health and Wellbeing • Promotion of health and wellbeing and prevention of adverse effects to health and wellbeing • Assessment and care planning to meet health and wellbeing needs • Protection of health and wellbeing • Enablement to address health and wellbeing needs • Provision of care to meet health and wellbeing needs • Assessment and treatment planning • Interventions and treatments • Biomedical investigation and intervention • Equipment and devices to meet health and wellbeing needs • Products to meet health and wellbeing needs paul.ganney@hey.nhs.uk

18. Specific dimensions 2/3 • Estates and facilities • Systems, vehicles and equipment • (“systems” that an IT engineer deals with will be different to those a heating and ventilation engineer deals with) • Environments and buildings • Transport and logistics • Information and knowledge • Information processing • Information collection and analysis • Knowledge and information resources paul.ganney@hey.nhs.uk

19. Specific dimensions 3/3 • General • Learning and development • Development and innovation • Procurement and commissioning • Financial management • Services and project management • People management • Capacity and capability • Public relations and marketing paul.ganney@hey.nhs.uk

20. G2 Development and innovation 1/3 • Level descriptors: • 1. Appraise concepts, models, methods, practices, products and equipment developed by others • 2. Contribute to developing, testing and reviewing new concepts, models, methods, practices, products and equipment • 3. Test and review new concepts, models, methods, practices, products and equipment • 4. Develop new and innovative concepts, models, methods, practices, products and equipment paul.ganney@hey.nhs.uk

21. G2 2/3 • Description includes: • This dimension is about the development, testing, review and appraisal of new concepts, models, methods, practices, products and equipment, including, where appropriate innovation. • Progression characterised by: • the move from identifying and reviewing innovative approaches developed by others, through testing out innovations to the actual development of innovative approaches • increasing knowledge of relevant trends and developments and their potential implications • increasing technical knowledge and skills in design and development, including knowledge of the factors which may influence or constrain potential innovations. paul.ganney@hey.nhs.uk

22. G2 3/3 • This dimension is supported by: • IK1 Information processing • IK2 Information collection and analysis • G3 Procurement and commissioning which focuses on purchasing systems, equipment, services etc • G5 Services and project management which focuses on the planning, implementation and evaluation of services and projects (including those to test new solutions and approaches) • G7 Capacity and capability which focuses on the development of collective capability including the workforce, organisations and communities. • This dimension contrasts with: • Core 4 Service improvement which focuses on implementation of improvements within services once they have been agreed. • Whether reference is required depends on extent of activity within the role paul.ganney@hey.nhs.uk

23. Indicators The worker: scans the environment to identify new and emerging developments of potential relevance to their work appraises developments and identifies the benefits they could bring and any potential risks determines with others those developments that are worthy of testing and how this can best be achieved tests and reviews developments in a way which: is ethically and methodologically sound enables a rigorous evaluation of their feasibility, benefits and risks involves all relevant parties in the process complies with legislation, policies and procedures evaluates the outcomes of testing and reports them in the correct format to the people who need them makes recommendations to appropriate people regarding the implementation of developments Examples of application Developments See overview Legislation, policies and procedures See overview Testing and reviewing might include: building prototypes/trial models designing in response to specification investigations/experiments trialling innovations in the workplace writing guidelines/procedures G2/Level 3: Test and review new concepts, models, methods, practices, products and equipment paul.ganney@hey.nhs.uk

24. Selecting the appropriate dimensions 1/2 A = All. () = spread of levels at that career stage paul.ganney@hey.nhs.uk

25. Selecting the appropriate dimensions 2/2 E = engineering; PS = physical sciences; L=Life sciences [] = likely to apply only to a limited number of roles in that group paul.ganney@hey.nhs.uk

26. A Broad Outline KSF • Senior Diagnostic Imaging Physicist • To support the development and management of scientific aspects of the work of the Diagnostic Radiology Physics Division in the fields of Nuclear Medicine, Diagnostic Radiology, Radiation Protection and non-ionising Radiation. paul.ganney@hey.nhs.uk

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29. A detailed KSF – G2 Level 3 1/2 • Indicators: • scans the environment to identify new and emerging developments of potential relevance to their work • appraises developments and identifies the benefits they could bring and any potential risks • determines with others those developments that are worthy of testing and how this can best be achieved • tests and reviews developments in a way which: • is ethically and methodologically sound • enables a rigorous evaluation of their feasibility, benefits and risks • involves all relevant parties in the process • complies with legislation, policies and procedures • evaluates the outcomes of testing and reports them in the correct format to the people who need them • makes recommendations to appropriate people regarding the implementation of developments paul.ganney@hey.nhs.uk

30. A detailed KSF – G2 Level 3 2/2 • Examples of application • Development may be in the areas of • assessment and diagnosis • health safety and security • service effectiveness • systems and equipment • Testing and reviewing might include • trialling innovations in the workplace • new methods of data display and calculation • design & specification of new equipment • review of relevant scientific and medical literature • continuous review & development of local procedures and guidance • processing algorithms paul.ganney@hey.nhs.uk

31. Timescales • As required for pay progression, and form part of review process, outlines are clearly required within one year of assimilation • However, “No Surprises” means they are required prior to that. • More However, you can’t start until staff are assimilated and agreed • The pragmatic view is “start as soon as staff are assimilated and complete within six months” • NB: DoH kludge!!! (no individual will be disadvantaged) paul.ganney@hey.nhs.uk

32. Benefits of the KSF and the DRP • Enables individuals to be clear about the knowledge and skills they need to apply in their posts • Enables them to access appropriate learning and development • Shows how their work relates to the work of others in their immediate team and beyond • Identifies the knowledge and skills they need to learn and develop throughout their careers • Provides a structure and process for the NHS to invest in individuals’ learning and development throughout their working life in the NHS. paul.ganney@hey.nhs.uk

33. Documents • The NHS Knowledge and Skills Framework (NHS KSF) and the Development Review Process (October 2004, 274 pages): www.nhs.gov.uk • Health Informatics KSF Guidance document (August 2005) • Healthcare Scientists Career Framework Supporting Agenda for Change Documentation (Draft, May 2005, 77 pages) • National Occupational Standards for Healthcare (581=87+581 pages): www.skillsforhealth.org.uk/view_framework.php?id=73 • www.e-ksf.org • www.amicus-hpa.org.uk paul.ganney@hey.nhs.uk