Introducing KSF in a Medical Physics Department

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Introducing KSF in a Medical Physics
Department

• Hugh Wilkins
• Medical Physics Department
• Royal Devon Exeter Hospital

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

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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

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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)

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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)

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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

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Structure of the NHS KSF

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

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

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C2 Personal People Development, Level 2
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Outline for Post
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Outlines for Post and Individual
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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)

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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

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Pay Structure
PAY BANDS
Incremental Pay Points within each Band
GATEWAY
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Pay Structure
PAY BANDS
Incremental Pay Points within each Band
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8
7
6
5
4
GATEWAY
3
Progression up through Band determined by annual
Development Review
2
1
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KSF Outline Example 1
Band TBA
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KSF Outline Example 2
Band TBA
2
2
3
2
3
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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)

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Which KSF Outline?

• Stage 1 Outline Matrix
• Stage 2 Outline Stage 1 Examples of Application
• Stage 3 Outline Stages 12 FG subset Matrix
• Stage 4 Outline Stages 1,23 FG subset
  Examples of Application

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KSF Drivers

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

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Exeter HCS/CS KSF Involvement

• KSFDG -gt RDE 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

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Exeter HCS/CS KSF Developments

• Departmental Workshop (-gt stage 1 outlines)
• Follow-up Workshop Feb 2005
• TH (KSFDG) working closely with small group of
  CSs at registration stage line managers
• (-gt stage 2 example outline)
• Stage 2 KSF Outline
• Draft 1
• Draft 2
• Draft 3
• -gt KSF national library

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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)

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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

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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

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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

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Appraisal

• Appraisal is the process of joint review of an
  individuals performance development at work,
  and agreement of a plan for future knowledge
  skills development

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The Appraisal Cycle
Organisational Objectives
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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

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Performance Development Review

• Performance Review
• Focuses on the individuals 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 individuals development of skills
  knowledge
• KSF Outline forms template for ongoing development

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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

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Document Preparation

• Refer to relevant documents
• Previous years appraisal records PDP
• Job description
• KSF Outline for the job
• Draft a proposed set of objectives
• for discussion during the review

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Appraisal Meeting Format

• Introductory remarks, including emphasis on
  confidentiality
• Review performance against work objectives
• Review development against the KSF Outline
• Evidence of achievement in appraisees portfolio
• Identify skills knowledge to be developed in
  next period
• Plan future objectives
• Identify training development needs
• Agree future action

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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

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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

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Medical Physics Organisational Chart
23.09.05
Director of Medical Physics
Head of Radiotherapy Physics
Head of Diagnostic Radiology Physics
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
Clinical Scientist(QA)
Chief Clin. Technologist (RT Mld Rm)
Chief RT Clin. Tech. (Equip. Man)
Senior X-Ray Engineer
Senior Technologist
Clinical Technologist
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 Nuc. Med. 0.8wte
Radiographer, BMD 0.42wte
RadiographerNuc. Med.
Radiographer Nuc. Med.
Radiographer Nuc. Med. 0.8wte
Part ICS Trainee
Part ICS Trainee
Trainee Clin. Technologist
Part IICS Trainee
Trainee Clin. Technologist
Nuc. Med. Nurse 0.52wte
Nuc. Med. Nurse 0.35wte
X-Ray Engineer
Medical Physics Secretary
Osteo. Services Secretary/ Receptionist 0.59wte
Nuclear Medicine Secretary
Secretarial Assistant 0.61wte
Secretarial Assistant 0.54wte
Bank Secretary to DRP
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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

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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

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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

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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)

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Implementation Timetable
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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

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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
• RDE 43 by end of August
• (Stage 1 outlines)

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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

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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 -gt AfC / KSF)

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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

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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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Pay Modernisation - Why?

• Better services for patients
• Better staff development
• Fairer rewards for staff

• Government
• commits
• sustained
• investment
• in NHS

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Finally?