Using Outcome Indicators for Job Planning for Job Planning Dr B. Ferguson Medical Director Bro Morgannwg NHS Trust Dr D. R. Prichard Medical Director Medical Director North West Wales NHS Trust

Job Planning l Consultants’ Contract and Job Plans – Health circular HC(90)16 l NHS Wales Consultant Job Planning Guide (Dec 2003) l Amendment to the National Consultant Contract in Wales (2004)

What are the objectives of job planning l ‘a consultant job plan should be a prospective agreement that sets out a consultant’s duties, responsibilities and expected outcomes for the coming year. In most cases, it will build upon the consultant’s existing NHS commitments’ NHS Wales Consultant Job Planning Guide 2003 NHS Wales Consultant Job Planning Guide 2003

l Agree how a consultant or consultant team can most effectively support the wider objectives of the service and meet the needs of patients NHS Wales Consultant Job Planning Guide 2003 NHS Wales Consultant Job Planning Guide 2003

l Set out agreed expected personal outcomes and their relationship with the employing organisation’s wider service objectives. l Set out how the employer will support consultants in delivering agreed commitments, e.g. through providing facilities, training, development and other forms of support. NHS Wales Consultant Job Planning Guide 2003 NHS Wales Consultant Job Planning Guide 2003

Outcome Indicators l Outcomes may vary according to specialty but the headings under which they could be listed include: 4 Activity and safe practice 4 Clinical Outcomes 4 Clinical Standards 4 Local service requirements 4 Management of resources, including efficient use of NHS resources 4 Quality of care Amendment to the National Consultant Contract in Wales 2004

Outcome Indicators l Expected personal outcomes 4 The needs of NHS patients and the employer subject to compliance with GMC’s “Good Medical Practice” and GDC’s “Maintaining Standards” 4 The development needs of the consultant 4 The stage of the consultant’s career 4 Continuing medical education and training objectives; and 4 Any change in way of working agreed between the consultant and employer NHS Wales Consultant Job Planning Guide 2003

Using Outcome Indicators for Job Planning l Are outcomes seen as a management tool to straight jacket consultants. OR l Give greater clarity to the consultants role. l Does it give consultants the opportunity to be involved in service change, development and modernisation. l Development of new ways of working. l Introduction of new technologies. De Facto – Improved patient care.

Using Outcome Indicators for Job Planning l SHARED VISION l SHARED OBJECTIVES

Using Outcome Indicators for Job Planning l Specific l Measurable (quantified or descriptive) l Achievable l Relevant l Timed and tracked

Using Outcome Indicators for Job Planning Dynamic process Indicator selection should be: l Regularly reviewed to remain relevant which could lead to the indicator being: which could lead to the indicator being: l Refined l Revised l Replaced l Removed l Relocated

Using Outcome Indicators for job planning l l Appraisal linked but separate from job planning. l l Two processes interdependent.

Information requirements l Require a body of information to feed both processes. l Some information is singular to each. Appraisal and Job Planning

The Job Planning Review Process l Preparation Data Collection Data Collection Documentation Documentation l Participation Consultant /Consultant Team Consultant /Consultant Team Clinical Director Clinical Director DGM DGM l Arrangements Agreed arranged time Agreed arranged time Suitable place Suitable place Free of interruptions Free of interruptions Sufficient time Sufficient time Annual interview to review the job plan. l Discussion Duties & ResponsibilitiesDuties & Responsibilities Clinical OutcomesClinical Outcomes Direct Clinical CareDirect Clinical Care SPAsSPAs OtherOther l Conclusion Mutually agree job planMutually agree job plan Plan for resolving disagreementPlan for resolving disagreement

Information requirements l Do Clinical Information systems exist to provide information rather than clinical information being an uneasy by-product of patient administration / information systems.