APPLYING FOR OPTIONAL OR DISCRETIONARY POINTS Dr Elizabeth Bailey Associate Specialist Renal Medicine BMA SASC

2 Applying for Optional or Discretionary Points Background Eligibility Criteria The Decision Making Group (DMG) Scoring systems Completing the application form What to do if you are unsuccessful

3 Discretionary and Optional points- what are they? discretionary points for associate specialists optional points for staff doctors additional superannuable salary paid at the discretion of the employer reward and recognition for the quality of your work administered separately – no competition between associate specialists and staff doctors

4 Discretionary and Optional points- what aren’t they? automatic yours by right seniority payments

5 Discretionary and Optional points for associate specialists introduced in 1996 (AL(MD)7/95) for staff doctors introduced with the new contract in 1997 (AL(MD)4/97) guidelines on the process of awarding points, criteria etc. issued by DoH arrangements for deciding payment and the number of points to be awarded left up to the employing Trust

6 What are they worth? each optional point worth £ £2444 each discretionary point worth £ £2234 big contribution to final pension maximum of 6 salary increased by about £12,000 - £14,000 if attain maximum points only 10% of staff doctors and 9% of associate specialists attain the maximum

7 Number Of Points Awarded original intention not to limit the number available each year – no competition some Trusts not awarding any (40% in NW England) setting a limit ensures Trusts award points each year but then competition between applicants SASC recommends a minimum of 0.35 points per eligible doctor individuals may be awarded more than one point at a time once awarded, a point cannot be taken away

8 Eligibility eligible when you have reached the top of the automatic incremental pay scale staff doctors must be on the new (1997) contract you must apply remain eligible until reached top of optional/discretionary points scale

9 Criteria similar for Associate Specialists and Staff doctors recognise that SAS doctors spend significant time in the service of patients focus primarily on clinical expertise and quality of patient care account should be taken of overall workload, workload intensity, staff and facilities available

10 Categories clinical expertise (SG) quality of patient care (SG) professional excellence (patient care, service development, leadership) (ASG) undertaking significant heavy workload or responsibilities contribution to multidisciplinary team working

11 Categories research, innovation and improvement in the service clinical audit administrative or NHS management contributions teaching and training wider contribution to the work of the NHS nationally

12 The Decision Making Group equal number of management and staff representatives minimum constitution : Medical Director, Human Resources Director, SAS doctor not eligible for points, a consultant not responsible for any of the doctors applying

13 Scoring Systems introduced by many Trusts to make judging applications more objective typical scoring systems weight the categories DMG tries to judge level of performance in each category

14 Scoring Systems: level of performance Level 0 no activity/submission in this category Level 1 is performing at the level of a staff doctor or associate specialist Level 2 acknowledged within the directorate as performing beyond expectation in the particular category Level 3 lead individual in the directorate and wider recognition outside the directorate

15 Completing the application form what to do sell yourself think carefully about your work, your role within your directorate, your contribution to the service remember the DMG has to judge your application solely on the information you provide

16 Completing the application form what to do take your time use a computer give detail (but be concise!) think where an entry will score the most be honest not modest ask for advice

17 Completing the application form what not to do assume it’s easy assume the DMG members know how good you are rush handwrite the form think you won’t succeed not bother

18 Clinical Expertise number of years experience in your speciality any higher qualifications you have and the date you got them what you are particularly good at and take a lead role in

19 Clinical Expertise mention procedures you do which your colleagues do not - this makes you the local expert mention common procedures which you do a lot of (numbers may be useful) - this indicates that you are recognised within your directorate as being an expert in this field

20 Clinical Expertise any procedures you perform which would otherwise have to be done by a consultant how much of the service is led by you without consultant input involvement in CPD activities

21 Quality Of Patient Care Think about aspects of your work which have improved patient care even if indirectly. Examples might include: extra clinics you’ve held outlying clinics you do - this takes the service to the patients

22 Quality Of Patient Care your positive response to audit findings introducing new treatments changes to ward/clinic/ theatre practices you’ve introduced to benefit patients writing treatment protocols

23 Quality Of Patient Care regular meetings you’ve set up with other team members to plan patient management your role in innovations which have improved patient care unsolicited correspondence from patients demonstrating the quality of care you provided

24 Undertaking Significant Heavy Workload Or Responsibilities how many fixed sessions you work whether you have any on call commitments whether your department is understaffed flexibility with covering for absent colleagues

25 Undertaking Significant Heavy Workload Or Responsibilities if you cover for absent consultants if you travel long distances to do outlying clinics if you are the only provider of a certain aspect of service your role in helping the trust to meet its objectives

26 Contribution To Professional & Multidisciplinary Team Working You need to demonstrate that you are a key player and not just an ordinary member. It is worth including: details of team meetings which you have introduced meetings you have chaired

27 Contribution To Professional & Multidisciplinary Team working presentations you’ve made professions you work closely with how you keep other team members informed e.g. newsletters, written reports

28 Research, Innovation And Improvement In The Service research projects - mention if your research has been presented at conferences or if it has been published if you have been or are a lead investigator in a clinical trial

29 Research, Innovation And Improvement In The Service your involvement in changes to practices and procedures which have improved efficiency, reduced waste, saved money etc. implementation of improvements to the service from literature

30 Clinical Audit your role in conducting audit projects data collection data analysis feedback of results to the team - your role

31 Clinical Audit your response to audit findings if you have a wider role in audit within the region e.g. Regional Audit Steering Groups any changes in clinical practice implemented

32 A bad example Clinical audit

33 Administrative Or NHS Management Contributions Consider including: if you are responsible for preparing on call rotas if you are involved in preparation for meetings e.g. planning agendas, inviting speakers if you sit on any committees whether related to your speciality or to the Trust or a union e.g. BMA

34 Teaching And Training Include here: informal teaching of staff formal teaching sessions and who you teach if you train junior medical staff in certain procedures

35 Teaching And Training if you give educational talks to other groups e.g. patient associations your role in organising special educational study days for your department your activity within your department’s CPD sessions e.g. case presentations

36 Wider Contribution To The Work Of The NHS Nationally you could include: activities you undertake for medical royal colleges, specialist societies and other professional bodies participation in conferences BMA committee work participation in any other relevant advisory groups (e.g.. patient support groups)

37 Further help examples of what to put for each category in the handout guidance issued by BMA SASC available

38 What To Do If You Are Unsuccessful do not be disheartened ask for feedback from the DMG think about your work and what you can do to enhance your chance of success in future applications you can appeal against the decision if you think you have been treated unfairly Trusts are obliged to operate a non-discriminatory policy

39 What to do if your Trust is not awarding points write to your Director of Human Resources copy your letter to the Chief Executive, Medical Director, Chairman of LNC, SAS Rep and BMA IRO ask for a copy of the procedure for awarding points and an explanation for why points have not been awarded, why you have not been invited to apply etc ask for a response within 21 days if response is not positive, write to Chairman of LNC and ask for this issue to be raised at the next LNC meeting (copy your letter to BMA IRO on LNC) your Regional SASC will try to help you

40 Take Home Messages spend time on your application sell yourself be honest not modest! remember you are worth it (but you’ve got to prove it on your application)!