A Summary Guide to the Knowledge and Skills Framework

Transcription

1 A Summary Guide to the Knowledge and Skills Framework

2 CONTENTS OF THE PACK 1. An Introduction to the Knowledge and Skills Framework 2 2. Where the Knowledge and Skills Framework sits in the Agenda for Change Process 3 3. An Overview of the requirements of the Knowledge and Skills Framework What you have to do? 4 4. A process and timelines for Implementation of KSF 5 5. KSF Implementation KSF Outlines and PDPs Implementation Guidance for Managers 9 6. The 2nd Gateway Review The Foundation Gateway Review The Personal Development Planning (PDP) Process under Agenda for Change and KSF Supported Training, Available Modules Frequently Asked Questions Example and purpose of a Broad (Summary) KSF Outline Example of a completed Full KSF Outline KSF Sub Group Contact Details 31 1

3 What is the NHS Knowledge and Skills Framework (KSF) The NHS Knowledge and Skills Framework describes the knowledge and skills NHS staff need to apply in their work in order to deliver quality services. It provides a single, consistent, explicit and comprehensive framework on which to base review and development of all staff. The NHS KSF and its associated development review process lie at the heart of pay and career progression under Agenda for Change.They are designed to be applied across the whole of the NHS for all staff groups who come under the Agenda for Change Agreement.That is they apply to everyone except doctors, dentists, some board level managers and other senior managers whose arrangements are covered elsewhere. What is the purpose of the NHS Knowledge and Skills Framework? The purpose of the NHS Knowledge and Skills Framework (the NHS KSF) is to: Facilitate the development of services to better meet the needs of users and the public by investing in the development of all members of staff.the NHS KSF is based on the principles of good people management how people wish to be treated at work and how organisations can enable them to work effectively. Support the effective learning and development of individuals and teams with all members of staff having access to learning throughout their careers and being able to develop in a variety of ways. Value workforce diversity whilst promoting equality of access to development for all staff with every member of staff using the same framework, having the same opportunities for learning and development open to them and having the same structured approach to learning, development and review. This information pack has been developed to: Provide a modular approach to different stages of the KSF process, allowing managers and staff the opportunity to view specific areas at a glance Summarise the requirements of the KSF using simple language Provide an understanding of requirements and how best to undertake these Contact details of Divisional and Glasgow wide leads have been provided for clarification these are shown on the last page of this document. 2

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5 AN OVERVIEW OF THE REQUIREMENTS FOR THE IMPLEMENTATION OF THE KNOWLEDGE AND SKILLS FRAMEWORK WHAT YOU HAVE TO DO The Process Before you Begin The start point in the KSF process is to ensure that you have an up to date Job Description for the post in question where possible ensuring this meets all of the criteria required for the Job Matching process A robust Job Description is essential to the creation of a meaningful KSF Outline. The Job Description may already have been forwarded to the Job Matching group who will flag this to the KSF working group. Remember the KSF outline is not evaluated nor is it part of the job evaluation process, One KSF oulline may cover a number of staff in the same post. Developing a Full KSF Post Outline A full KSF Post outline describes the Knowledge and Skills that need to be applied by an individual to carry out a job to its most effective level. The full NHS range of Knowledge and Skills are contained in the KSF Framework and Development Review Process October 2004 which can be obtained from the web address below The following steps highlight the things that need to be considered and decided before developing the KSF Outline. A KSF Outline needs to contain: a) 6 Core Dimensions b) Specific Dimensions identified as crucial to the effective delivery of the specific technical/professional requirements of the post c) The Level at which each dimension should be applied in the post in question d) Indicators which set out evidence/criteria for the level identified e) Suggested examples of application based on activity or outputs specific to the post and function of the post (consider here any competency based documents you may already have in place) (a-d) Should be used as provided in the Knowledge and Skills Framework with e) tailored to reflect local applications and environments. Support will be available in the following ways: Training a range of training modules is available to everyone tasked with creating a KSF outline, managing a Gateway Review or developing a PDP in discussion with employees KSF Facilitators individuals from within the service area trained to be fully conversant in the use of the KSF and Outline Creation, and who may also have a sound working knowledge of the posts in question The On-line KSF tool that provides access to KSF outlines developed nationally and which may help to tailor your own KSF Outline. It is anticipated that use of the tool will be mandated by SPRIG and will automatically provide info for a) to e) and is available to all staff.the online tool will be available mid 2005 Existing competency frameworks which are useful in articulating measures of success and potential evidence See supported training modules 4

6 AN OVERVIEW OF THE REQUIREMENTS FOR IMPLEMENTATION OF THE KNOWLEDGE AND SKILLS FRAMEWORK WHAT YOU HAVE TO DO The Process Who should be involved in creating the KSF Outline Options to consider: KSF outline developed by the manager and then discussed and agreed with the staff it covers, involving staff partner as appropriate KSF outline developed by a representative number of the staff covered by the outline and staff partner if appropriate and then agreed with managers Appropriate outline developed via a facilitated session of staff and manager with a KSF facilitator Early Implementer evidence suggests this approach has been the most effective Once the KSF Outline has been developed and agreed a manager needs to: Undertake individual 1-1 with every member of staff covered by the KSF Discuss and agree their individual level of applied knowledge and skills against the requirements of the KSF Outline Discuss and agree areas where development activities are required to support an individual to meet full requirements of the KSF outline Discuss and agree how this development will be achieved, timelines to achieve and how development will be measured and evidenced Document this on the Development Plan using the agreed template Agree how progress will be reviewed throughout the year and indicate when annual review will take place this is essential to avoid issues at formal Gateway review stage of the process What happens at the Gateway Review There are 2 Gateways.The Foundation Gateway (within a year of an individual taking up a post) and the Second Gateway (at a fixed point, variable with payband).the full KSF Post Outline is used at the second Gateway. Gateway Reviews will be undertaken in partnership by the line manager and individual member of staff to whom the Gateway applies For New Staff Developing the Foundation KSF Outline A Subset KSF outline is used at the Foundation Gateway This applies when individuals are new to a role (either new to the organisation or promoted) and is essential to check that they are able to apply the basic knowledge and skills required from the outset in a post. It is also used to focus on the agreed development and support needed to achieve a sound foundation of performance within a 12 month period.the Foundation KSF Outline is likely to retain the range of skills and knowledge required by a post but will potentially: Reduce the levels of dimensions Reduce the indicators required to be demonstrated in the first year Reduce the areas of application A combination of all of the above 5 Who does what? 6 Create individual development plans for staff 7 Ongoing review of individuals progress against agreed development outcomes 8 Undertake the 2nd Gateway review 9 Develop the subset KSF Post Outline FOR NEW STAFF 10 Undertake the 2nd Gateway review Linked processes information Personal development planning see detailed Gateway process see detailed Foundation Gateway process 5

7 KNOWLEDGE AND SKILLS FRAMEWORK TIMELINES AND GUIDELINES 1. Background and Scope This section deals with implementation and recognises: the need for a consistent structured approach to implementation of the Knowledge and Skills Framework the requirements of National (UK) Guidance the need for flexibility to allow individual services, functions and professions to adopt a process which works most effectively for their specific circumstances final interpretation on timescale and requirements for gateway systems from the Local (Scottish) and National KSF Team. 2. Key requirements and considerations a robust Job Description is a prerequisite to the creation of a KSF Outline a KSF Outline is required for every matched and agreed Job Description a KSF Outline must be agreed and signed by every member of staff covered by that outline and their manager guidance on the Knowledge and Skills Framework mandates the need for individual members of staff to undertake 1-1 discussions with their manager to define and agree development needs Personal Development Plans are a requirement for every member of staff. ** Bank staff are covered by the Agenda for Change Agreement and further guidance in respect of the application of KSF is expected at a later date. Formal development reviews take place at two checkpoints (Gateways) on every pay band and will require formal processes and paperwork a national framework will be developed for monitoring of: equity and use of KSF provision of support for training and development progression of staff through gateways Local procedures will be agreed in partnership to deal with issues on use of the KSF and Development reviews Whilst Job Matching and assimilation processes are event based and will conclude, KSF is the ongoing organisational process for the development and career progression of all staff (and therefore requires robust policies and procedures) Implementing KSF is currently a Divisional accountability but may be undertaken on a pan-glasgow basis by agreement of the professional group involved. 6

8 3. Recommendations for Implementation Please see Appendix one, Implementation Process Work on creating KSF outlines may be started at any time provided: A robust and agreed Job Description exists A decision is made on who will create or facilitate creation of KSF outlines and how these individuals will be trained Training is completed by assigned individuals Outlines are created and agreed by October 2005 or within three months of assimilation being completed Gateway Review Process The implementation of the gateway review process and deferment is currently subject to discussion at a national (UK) level and local (Scottish) level, and further guidance is awaited. However, we recommend that assimilated staff who may be due to have a Gateway review between October 2005 and October 2006 should be prioritised to ensure: A PDP is in place by October 2005 to allow the employee to have 12 months to develop and implement the PDP against the KSF outline Thereafter annual reviews should be scheduled to coincide with incremental dates Individual employee discussions on PDP should be planned to take place 6-8 weeks in advance of an employee s annual incremental date. This will ensure formal gateway discussions are a part of the normal PDP cycle of review. 4. Support for Implementation Greater Glasgow and Divisional KSF working groups will: Meet with professional groups in advance of timelines to support phased implementation as agreed by SPRIG Where professional group wish to adopt a Pan Glasgow approach, work with senior managers to develop an implementation plan to identify individuals to support KSF implementation and arrange their associated training provision. Where professional group wish to maintain a Divisional approach, work with Divisional staff to develop their KSF implementation plan and support associated training needs Issue a summary information pack providing a simple overview of the key components of the KSF process underpinned by more detailed process flow charts, information and guidance Design and support delivery of a range of KSF related training modules for managers and where appropriate employees 5. Ongoing KSF Development Activities Completion of the following areas of activity is recognised and required to enable an efficient and sustainable KSF process: Review and amendment of related policies and procedures (Study Leave, PDP etc) Clarification and guidance nationally on implementation of the gateway review process and deferment processes Review and if appropriate amendment of GG NHS Appeal s process to reflect requirements of KSF, in particular gateway review issues Guidance on roles and accountabilities in particular for gateway review process Process and timeline for Payroll to handle gateway review and any related deferment 7

9 Implementation of the Knowledge and Skills Framework When Activities Prerequisites/Support At any time By October 05 or 3 months after assimilation is concluded No later than 31st October 2006 From 31st October 06 minimum of 2 meetings per annum Begin development of KSF outline KSF Outlines created and approved 1st discussion + creation of Personal Development Plans based on agreed KSF outlines Ongoing review of progress against PDP A robust Job Description signed off by all staff covered by this. Agree and train facilitators and staff in outline development. Contact Divisional KSF team to discuss how KSF will be taken forward for your service area. The KSF and Development Review Process October 2004 as a handbook of dimensions and application Agree staff to be prioritised in line with incremental dates. Agree who undertakes PDP and annual KSF review Refer to PIN Guidelines on PDP practice Related Training Modules. NHSGG Policies, guidance and Training and Development processes. KSF support people identified and trained Agreement on evidence to support applied competence to meet KSF Outline Agreement on sources of evidence Agreement on who will undertake Gateway review if different to PDP Minimum of 12 months to develop against PDP For employees with Gateways due from 1st October 05 Prioritise KSF Outline and PDP creation in readiness Further clarification and guidance on gateway implementation and deferment processes See Second Gateway Review Process Flow Page 12 NHSGG Appeals process Agreed payroll and review documentation Related Training Modules Action plans to address any issues agreed Within one year of date of entering new role Support new or promoted staff through Foundation Gateway See Foundation Gateway Process Flow Page 13 8

10 KSF IMPLEMENTATION KSF OUTLINES AND PERSONAL DEVELOPMENT PLANS Implementation Guidance for Managers The purpose of this document is to give guidance and direction to managers to ensure that GGNHS meet the deadlines detailed in the Agenda for Change agreement in relation to the implementation of KSF no later that October Additional sources of information or detail are flagged, points of particular note are flagged Background The AfC handbook clearly states that: "A new NHS Knowledge and Skills Framework will be applied to all jobs covered by Agenda for Change, no later than October 2006" In addition, all staff covered by the agreement will have, for the first time a link between pay progression and the application of the knowledge and skills required to undertake their post. This process is known as Gateway Review. "The gateway review system will only become fully operational when an employer has put in place reasonable arrangements to ensure that staff have access to development reviews, personal development plans, and appropriate support for training and development to meet the applied knowledge and skills required at the gateway concerned. This must be done for all posts covered by this agreement no later than October Guidance on the implementation of the gateway review process and deferment of progression will be issued following further discussion at a national (UK) and local (Scotland) level. What Does This Mean? To ensure that the implementation can be achieved all employees covered by Agenda for Change must have: A KSF outline agreed by October 2005 or three months after assimilation is completed (whichever is later) Received an initial review against this outline and developed their first KSF based Personal Development Plan by October

11 For staff who have a Gateway Review between October 2005 and October 2006 We recommend that assimilated staff who are due to have a gateway review between October 2005 and October 2006 should be prioritised to ensure: A PDP is in place by October 2005 to allow the employee to have 12 months to develop and implement the PDP against the KSF outline Thereafter annual reviews should be scheduled to coincide with incremental dates In the exceptional case of an employee not meeting the requirement of the full KSF outline, normal gateway procedures would apply subject to further clarification and guidance A Foundation Outline must be in place for any posts which become vacant in advance of recruitment processes beginning. (NB this applies only for Job Families which have been assimilated). In order to achieve the above requirements there are a number of steps which managers can take. 1. KSF Outlines The first step in this process is the development and agreement, in partnership, of KSF outlines for all posts. This process must be completed no later that October 2005 or 3 months after assimilation has been completed. Creation of a KSF Outline is not dependent upon job matching and may commence as soon as managers and staff have agreed a robust job description. We recommend that the process of writing outlines begins as soon as the job description is agreed. See "KSF What you have to do" flowchart. Page 5 Creating a KSF Outline Training Module available via Divisional KSF Groups Training to develop service based KSF Facilitators available via Divisional KSF Groups 2. Personal Development Plan Each member of staff will require to be reviewed against the full KSF outline for their post. A Personal Development Plan will be drawn up to ensure that individuals begin to work towards achieving the requirements of the full KSF outline for their post well in advance of a formal gateway review. Discussions and PDP development should be in place no later than 31st October 2006 for all employees (see above for employees with gateway reviews between October 2005 and October 2006). See "KSF What you have to do" flowchart. Page 5 The Personal Development Planing Process flowchart Page 14 Creating KSF related PDPs/Managing the Development Review Process Training module available via Divisional KSF Groups 10

12 3. Gateway Review Staff are subject to gateway review at two points, one, the Foundation Gateway, no later that 12 months after appointment/promotion to a post The second, the (Second Gateway), is dependent upon an employee s individual pay band. (see figure below) Pay Band Pay Band 1 Pay Bands 2-4 Pay Bands 5-7 Pay Band 8 Ranges A-D Pay Band 9 Position of Second Gateway Before final point Before first of last two points Before first of last three points Before final point Before final point Existing staff with at least 12 months experience in post will be assumed to have met the criteria for passing through the Foundation Gateway. Some employees however may be approaching the Second Gateway dependent on where assimilation has aligned their post to a point on a pay band. The gateway review is linked to an employee s incremental date and should take place in sufficient time to ensure the process is concluded to allow progression to the next point on the pay band on the normal incremental date. Under the terms of the Agenda for Change agreement, incremental dates will be calculated as follows: For staff on the maximum point of their current (ie Whitley) payscale, incremental date under Agenda for Change will become 1st October. For staff currently on spot salaries, incremental dates will also become 1st October For newly appointed or promoted staff, incremental dates will be the dates on which they take up their post All other staff will retain their existing incremental date See "KSF What you have to do" flowchart Page 4 "Managing a Gateway Review" Training available via Divisional KSF Groups "The Gateway Review" flowchart Page 12 When considering how to tackle the implementation of KSF based PDP and gateway reviews, managers should therefore consider the following: a. Do I have any staff who are newly appointed or promoted since 1st October 2004? Staff who are newly appointed or promoted to a post will require to have two reviews against the foundation subset in the first 12 months in post, as they will reach their foundation gateway review no later than 12 months after date of appointment/promotion to post. b. What are the incremental dates of my current staff? Managers may find it helpful in planning their PDP schedule to be aware of their staffs existing and new, if applicable, incremental date. The systemised tool (eksf) which has been procured to support KSF processes will be able to provide an automated flag to managers. In order to plan the implementation of PDP effectively, we would recommend that managers review staff according to the following priorities: Staff who have been appointed/newly promoted to post since 1st October 2004 Post Agenda for Change incremental date, ie those staff who are approaching an incremental date are reviewed first. 11

13 PROCESS FLOW 2ND GATEWAY REVIEW As all individuals will have annual PDP and review meetings with their manager, the 2nd Gateway review should be a formality, as staff will have been working towards achieving this gateway for a number of years. There should be NO SURPRISES The Process Annual PDP Review meeting 1 year prior to Gateway Map the individual s current knowledge and skills against the full KSF outline for the post and agree actions to be taken to progress through gateway. Agree a PDP to address any gaps Agree the types of evidence which will demonstrate application of the knowledge and skills Agree a date for the second review meeting in (normally) 6 months time Mid year Review meeting managers and staff must: Monitor progress made to achieving PDP Identify any issues which may prevent the individual moving through the gateway and set plans to address these Set a date for Gateway Review meeting.this should be at least 8 weeks prior to the individuals incremental date 2nd Gateway Review Meeting managers and staff must Review the PDP to ensure that it has been achieved Confirm that the individual has demonstrated and evidenced application of the knowledge and skills as per the full outline for the post. The manager will carry out the appropriate process to ensure that the individual s pay is progressed. If the individual has not demonstrated the application of the knowledge and skills as set out in the full KSF outline pay progression may be deferred. Further guidance on gateway review and deferral of progression is subject to discussion at UK level and will follow in due course. Where a member of staff cannot demonstrate the application of knowledge and skills and thus progress through a gateway a development action plan to support them, with review dates should be put in place. 2nd Gateway Review Process Set up PDP to ensure individual meets the requirements of the KSF for the post. Mid year meeting review Formal Gateway review Undertake the 2nd Gateway review Further guidance and clarification on the implementation of the Gateway Review Process and deferment of pay progression from National (UK) and Local (Scottish) perspective is awaited. Following this guidance formal process and procedures including appeals, appropriate paperwork and notification of gateway progression / deferment will be issued Training in managing the gateway review process will be available. Gateway not achieved development plan put in place. 2nd Gateway achieved individual progresses on pay band. 12

14 THE FOUNDATION GATEWAY REVIEW Does a foundation outline exist? This should have been created as part of the recruitment process if it does not exist it must be created. The Process 1st Meeting with new member of staff, manager and staff must Discuss the foundation outline and be clear and agree on the knowledge and skills required in the first year in post Map the individual s current knowledge and skills against the outline Agree a PDP to address any gaps Agree the types of evidence which will demonstrate application of the knowledge and skills Agree a date for the second review meeting in (normally) 6 months time Review meeting managers and staff must: Monitor progress made in achieving PDP Identify any issues which may prevent the individual moving through the foundation gateway and set plans to address these Set a date for foundation gateway review meeting.this should be at least 8 weeks prior to the individuals incremental date Some groups of staff in band 5 (still to be clarified) will receive an increment at this point if they are making satisfactory progress towards the foundation gateway, this is not their foundation gateway review. Gateway Review Meeting, managers and staff must Review the PDP to ensure that it has been achieved Confirm that the individual has demonstrated and evidenced application of the knowledge and skills as per the foundation outline The manager will carry out the appropriate process to ensure that the individual s pay is progressed. Agree a PDP for the year ahead Further guidance on gateway review and deferral of progression is subject to discussion at UK level and will follow in due course. Where a member of staff cannot demonstrate application of knowledge of skills and progress through a gateway, a development plan to support them, with review dates should be put in place. Gateway not achieved action plan created to address issues Does a foundation outline exist? 1st meeting set PDP for year ahead Review Meeting Gateway Review Meeting Foundation Gateway achieved individual progresses on pay band. 13

15 THE PDP PROCESS UNDER AGENDA FOR CHANGE AND KSF PDP is an annual event and forms part of a continuous cycle of development to enable staff to obtain, demonstrate and apply the knowledge and skills required to carry out their post. The Process To prepare for the PDP review meeting the manager and individual should Agree a mutual time for the review allowing sufficient time Managers should book a suitable location free from distractions Familiarise themselves with and have a copy of the full KSF outline for the post Staff and managers should review the current PDP to familiarise themselves with the development and objectives to be achieved The individual should gather evidence to demonstrate progress in achieving the PDP and working towards achievement of the KSF outline. Personal Development Plan Annual Formal review to take place In the PDP review meeting the manager and individual should Participate fully in the PDP process Jointly review the information available on the individuals work and come to a decision about how it meets the KSF outline for the post, and the development areas that have been identified. Agree a PDP for the year ahead to address the development areas identified Consider all methods and opportunities for development i.e. on and off the job learning, reflective practice, shadowing, mentoring, formal courses, etc.. Agree a date, time and location for an informal review Informal review of PDP Should take place approximately midway through the annual cycle Is an opportunity to review progress against PDP and to highlight any difficulties apparent at this time in achieving the PDP Clarify those areas achieved and the evidence to demonstrate this Agree date, time and location of formal annual review. Annual development review Personal Development Plan Agreed Review of on going development activity and outcomes Managers and staff should bear in mind that development towards and through the second gateway should take place over a number of years in incremental stages, and not all development can or should be undertaken in one year. Processes and procedures for PDP, Study Leave etc will be reviewed and agreed in partnership and re-issued to take account of the KSF Training in PDP and new revised policies and procedures will be made available. 14

16 KNOWLEDGE AND SKILLS FRAMEWORK Supported Training Modules Additional modules may be developed as further training and awareness needs are identified. Title Aim Target Audience Dates Training for KSF Trainers Prepare trainers to deliver training for KSF Facilitators awareness sessions In Divisions and potentially Pan Glasgow. Managers, staff or staff side partners, who subject to agreement of their line manager, can complete a 2 day training event and thereafter commit to delivering approx. 2 days training per month. Participants will ideally have a background or interest in training, education, development or knowledge and skills. If you are interested please contact your Divisional KSF Leads. Trainers Trainers will be delivered according to need Training for KSF Facilitators Prepare facilitators to work with groups of staff and managers to facilitate and support the development of KSF outlines. Staff, managers and staff side partners, who with their Line Managers agreement, can complete a 2 day training event and thereafter act as a local or professional expert to facilitate the development of role / profession specific KSF outlines. Participants will ideally have a background or interest in training, education, development or knowledge and skills. Carried out by staff who have completed the Train the KSF Trainers Course and delivered mainly at Divisional level, although some professional groups may choose to develop outlines on a pan Glasgow basis. If you are interested please contact your Divisional KSF Leads KSF Awareness and developing a KSF Outline. Provide an overview of KSF and the process and practice of developing KSF outlines. Managers, staff and staff partners. If you are interested please contact your Divisional KSF Leads Integrating a KSF Outline with the PDP Process. To prepare staff who will carry out PDP and Gateway Review, to undertake a PDP Meeting with the associated KSF Outline including Gateway Review. Staff who will carry out PDP Reviews and Gateway Reviews and staff side partners. Materials to be developed pan Glasgow and delivered by Divisions 15

17 AGENDA FOR CHANGE KNOWLEDGE AND SKILLS FRAMEWORK FREQUENTLY ASKED QUESTIONS TRAINING TO SUPPORT IMPLEMENTATION OF KSF 1 Will there be training for Managers and Staff Side? Yes.The GGNHS KSF Group have developed a range of training and awareness modules on various aspects of KSF process and will continue to develop training in other areas of KSF. 2 What is the role of the Facilitator? Their role is primarily to work with groups to develop outlines for posts, however each Division or service area may take a slightly different approach to meet their needs. 3 How many KSF trainers and facilitators will be required? Divisions are currently beginning work to assess who needs to be trained. Outcomes will be dependent on the approach taken by each division or service area and will determine the number of trainers and facilitators required. 4 Should we follow JE/JM roll out and "pool" trainers covering all of Glasgow? KSF training and implementation will track the Job Matching and Evaluation roll out although many areas may wish to begin work on KSF outlines at an earlier stage. Pools of trainers may be considered as an option to support larger professional groups. DEVELOPING KSF OUTLINES 5 Who agrees the KSF outline? An individual(s) and their manager will agree the outline in partnership.the KSF outline for a post is a dynamic document and will evolve over time to reflect changes in posts and services, however all outlines must always be developed, agreed and signed off in partnership. 6 Will there be standard KSF documentation? Yes, version 7 of the KSF guidance for implementation guides this. NHSGG documentation reflecting this, and the reviewed PIN guideline on PDP, will be produced for KSF and PDP. 7 How do we ensure equity of outlines for similar posts? To facilitate outline development there will be a national library of outlines, available via the e-ksf tool, which can be used as a template for groups to further develop their outlines locally.the NHSGG & National Steering Groups will have a monitoring role which has still to be clearly defined. GATEWAY REVIEWS AND PAY PROGRESSION THROUGH PAY BAND 8 Who carries out the PDP/ Gateway Review? The Departmental or line manager would normally undertake a PDP / Gateway review with staff, although by mutual agreement it may be the first in line supervisor who conducts the review. Input by professional leads may also form part of the discussion. Clearer guidance on PDP and Gateway review processes will be issued across Scotland. Reviewers and staff will be provided with training, guidance and awareness in KSF based PDP and Gateway Review. 9 What would prevent me progressing within my payband? Progression within the Pay Band is assumed. Further discussion on the deferment of pay progression is taking place at a National (UK) and Local (Scottish) Level, and guidance will be issued. 16

18 10 What can stop you progressing through Gateways? It is assumed that the majority of staff will progress through the gateways unless an individual is unable to demonstrate satisfactory application of the knowledge and skills identified in their KSF Outline. Further guidance both Nationally (UK) and Locally (Scotland) on the operation of gateways and the review process is awaited. MONITORING AND EQUALITY 11 What measures will be in place to monitor the application of KSF? Guidance will be issued from the National (Scottish) Team on the process for monitoring all aspects of KSF. TRAINING AND DEVELOPMENT 12 How do we link PDP to the training agenda? PDPs should be used to determine training areas to inform local training plans and the e-ksf tool can assist in this function as it has the capability to collate training needs identified in PDP s. 13 How can we find out about available training and development opportunities? The e-ksf tool will be capable of holding information on available training opportunities. Staff and managers should make use of their local information and communications from Training & Development, Practice Development and the various libraries across NHSGG. SUCCESSION AND CAREER PLANNING 4 How will the KSF support succession planning? The KSF will enable managers and staff to identify the knowledge and skills required by the service and identify ways to achieve these. Succession planning should be encouraged and PDPs agreed which reflect this at the appropriate time. 15 What control will you have regarding the direction that you wish your career to go? Your career development continues to be your own responsibility. Being able to access information about the skills required for other posts (whether promotion, sideways moves or even career change) through the KSF Outlines will help you and your manager to plan your development and career progression. 16 How will the KSF enable you to progress to the next band? Individuals who are applying the full range of knowledge and skills required for their existing post may begin to focus their PDP towards development for promotion or other opportunities. However, appointment to another post will still involve a competitive recruitment process, in accordance with good practice and equal opportunities legislation. 17 Will it be clear exactly how much CPD will be required for each year (i.e. 5 hours or 50)? This is not defined in the KSF Framework.The various professional bodies and registration authorities define standards for continuing professional development. 17

19 OVERVIEW OF THE KNOWLEDGE AND SKILLS FRAMEWORK Detail on each of the dimensions, descriptors, indicators and areas of application are available via the web on: or The Knowledge and Skills Framework and Development Review Process October Dimensions Level Descriptors Core Communication Communicate with a limited range of people on day-to-day matters. Communicate with a range of people on a range of matters. Develop and maintain communication with people about difficult matters and/or in difficult situations. Develop and maintain communication with people on complex matters, issues and ideas and/or in complex situations. 2. Personal and People Development Contribute to own personal development Develop own skills and knowledge and provide information to others to help their development Develop oneself and contribute to the development of others Develop oneself and others in areas of practice 3. Health, safety and security Assist in maintaining own and others health, safety and security Monitor and maintain health, safety and security of self and others Promote Monitor and maintain best practice health, safety and security Maintain and develop an environment and culture that improves health, safety and security 4. Service Improvement Make changes in own practice and offer suggestions for improving services Contribute to the improvement of services Appraise, interpret and apply suggestions, recommendations and directives to improve services Work in partnership with others to develop, take forward and evaluate direction, policies and strategies 5. Quality Maintain the quality of own work Maintain quality in own work and encourage others to do so Contribute to improving quality Develop a culture that improves quality 6. Equality and diversity Act in ways that support equality and value diversity Support equality and value diversity Promote equality and value diversity Develop a culture that promotes equality and values diversity Health & Wellbeing HWB1 Promotion of health and wellbeing and prevention of adverse effects on health and wellbeing Contribute to promoting health and wellbeing and preventing adverse effects on health and wellbeing Plan, develop and implement approaches to promote health and wellbeing and prevent adverse effects on health and wellbeing Plan, develop, and implement programmes to promote health and wellbeing and prevent adverse effects on health and wellbeing Promote health and wellbeing and prevent adverse effects on health and wellbeing through contributing to the development, implementation and evaluation of related policies HWB2 Assessment and care planning to meet health and wellbeing needs Assist in the assessment of people s health and wellbeing needs Contribute to assessing health and wellbeing needs and planning how to meet those needs Assess health and wellbeing needs and develop, monitor and review care plans to meet specific needs Assess complex health and wellbeing needs and develop, monitor and review care plans to meet those needs HWB3 Protection of health and wellbeing Recognise and report situations where there might be a need for protection Contribute to protecting people at risk Implement aspects of a protection plan and review its effectiveness Develop and lead on the implementation of an overall protection plan 18

20 HWB4 Enablement to address health and wellbeing needs Help people meet daily health and wellbeing needs Enable people to meet ongoing health and wellbeing needs Enable people to address specific needs in relation to health and wellbeing Empower people to realise and maintain their potential in relation to health and wellbeing HWB5 Provision of care to meet health and wellbeing needs Undertake care activities to meet individuals health and wellbeing needs Undertake care activities to meet the health and wellbeing needs of individuals with a greater degree of dependency Plan, deliver and evaluate care to meet people s health and wellbeing needs Plan, deliver and evaluate care to address people s complex health and wellbeing needs HWB6 Assessment and treatment planning Undertake tasks related to the assessment of physiological and/or psychological functioning Contribute to the assessment of physiological and/or psychological functioning Assess physiological and/or psychological functioning and develop, monitor and review related treatment plans Assess physiological and/or psychological functioning when there are complex and/or undifferentiated abnormalities, diseases and disorders and develop, monitor and review related treatment plans HWB 7 Interventions and treatments Assist in providing interventions and/or treatments Contribute to planning, delivering and monitoring interventions and/or treatments Plan, deliver and evaluate interventions and/or treatments Plan, deliver and evaluate interventions and/or treatments when there are complex issues and/or serious illness HWB 8 Biomedical Investigation and intervention Undertake tasks to support Biomedical investigations and/or interventions Undertake and report on routine Biomedical investigations are/or interventions Plan, undertake evaluate and report on routine biomedical investigation and/ or interventions Plan, undertake, evaluate and report complex/unusual biomedical investigation and/or interventions HWB9 Equipment and devices to meet health and wellbeing needs Assist in the production and or adaption of equipment and devices Produce and/or adapt equipment and devices to set requirements Design, produce and adapt equipment and devices Design, produce and adapt complex/ unusual equipment and devices HWB10 Products to meet health and wellbeing needs Prepare simple products and ingredients Prepare and supply routine products Prepare and supply specialised products Support, monitor and control the supply of products Estates & Facilities EF1 Systems, vehicles and equipment Carry out routine maintenance of simple equipment, vehicle and system components Contribute to the monitoring and maintenance of systems, vehicles and equipment Monitor, maintain and contribute to the development of systems, vehicles and equipment Review, develop and improve systems, vehicles and equipment EF2 Environments and buildings Assist with the maintenance and monitoring of environments, buildings and/or items Monitor and maintain environments, buildings and/or items Monitor, maintain and improve environments, building and/or items Plan, design and develop environments, buildings and/or items EF3 Transport and Logistics Transport people and/or items Monitor and maintain the flow of people and/or items Plan, monitor and control the flow of people and/or items Plan, develop and evaluate the flow of people and/or items 19

21 Information & Knowledge IK1 Information processing Input store and provide data and information Modify structure and present data and information Monitor the processing of data and information Develop and modify data and information management models and processes IK2 Information collection & analyses Collect, collate and report routine and simple data and information Gather, analyse and report a limited range of data and information Gather, analyse, interpret and preset extensive and/or complex data and information plan, develop and evaluate methods and processes for gathering, analysing, interpreting and presenting data and information IK3 Knowledge and information resources Access, appraise and apply knowledge and information Maintain knowledge and information resources and help others to access and use them Organise knowledge and information resources and provide information to meet needs General Develop the acquisition, organisation, provision and use of knowledge & information G1 Learning and development Assist with learning and development facilities Enable people to learn and develop Plan, deliver and review interventions to enable people to learn and develop Design, plan and implement and evaluate learning and development programmes G2 Development and innovation Appraise concepts, models, methods, practices, products and equipment developed by others Contribute to developing, testing and reviewing new concepts, models, methods, practices, products and equipment Test and review new concepts, models, methods, practices, products and equipment Develop review and innovate concepts, models, methods, practices & equipment G3 Procurement and commissioning Monitor, order and check supplies of goods and/or services Assist in commissioning, procuring and monitoring goods and/or services Commission and procure products, equipment, services, systems and facilities Develop review and improve commissioning and procurement systems G4 Financial Management Monitor expenditure Co-ordinate and monitor the use of financial resources Co-ordinate, monitor and review the use of financial resources Plan, implement, monitor and review the acquisition, allocation and managements of financial resources G5 Services and project management Assist with the organisation of services and/or projects Organise specific aspects of services and/or projects Prioritise and manage the ongoing work of services and/or projects Plan, co-ordinate and monitor the delivery of services and/or projects G6 People management Supervise people s work Plan, allocate and supervise the work of a team Co-ordinate and delegate work and review people s performance Plan, develop, monitor and review the recruitment, deployment and management of people G7 Capacity and capability Sustain capacity and capability Facilitate the development of capacity and capability Contribute to developing and sustaining capacity and capability Work in partnership with others to develop and sustain capacity and capability G8 Public relations and marketing Assist with public relations and marketing activities Undertake public relations and marketing activities Market and promote a service/organisation Plan, develop, monitor and review public relations and marketing for a service/organisation 20

22 SUMMARY OUTLINE FOR A POST Post: Basic Grade Occupational Therapist NHS KSF DIMENSIONS Needed Level for post for post? Notes 1 Communication Y X Needs to be able to use IT as well as written and oral with users, carers, team, care coordinator, other healthcare professionals 2 Personal and people Y X Includes participation in basic grade development devt programme & KSF devt review 3 Health, safety and security Y X Trust Risk assessment procedure Lone working policy 4 Service improvement Y X Audit, clinical effectiveness and user satisfaction surveys all part of post 5 Quality Y X 6 Equality and diversity Y X SPECIFIC DIMENSIONS HEALTH AND WELLBEING HWB1 Promotion of health and wellbeing and prevention of adverse effects to health and wellbeing HWB2 Assessment and care planning to meet people s health wellbeing needs HWB3 Protection of health and wellbeing HWB4 Enablement to address health and wellbeing needs HWB5 Provision of care to meet health and wellbeing needs HWB6 X Assessments multidisciplinary team Assessment and treatment based, of occupational behaviour, planning specialised OT HWB7 X Interventions varied and specifically Interventions and treatments psychosocial, use of equipment and materials, environmental adaptations HWB8 Biomedical investigation and intervention HWB9 Equipment and devices to meet health and wellbeing needs HWB10 Products to meet health and wellbeing needs 21

23 NHS KSF DIMENSIONS Needed Level for post for post? ESTATES AND FACILITIES EF1 Systems, vehicles and equipment EF2 Environments and buildings EF3 Transport and Logistics INFORMATION AND KNOWLEDGE 1K1 Information processing IK2 Information collection and analysis IK3 Knowledge and information resources GENERAL G1 Learning and development G2 Development and innovation G3 Procurement and commissioning G4 Financial management G5 Services and project management G6 People management G7 Capacity and capability G8 Public relations and marketing Notes 22

24 EXAMPLE OF FULL NHS KSF OUTLINE FOR A POST Post: Basic Grade Occupational Therapist Dimension Level Indicators Areas of application for this post 1. Communication Level 2 a) Communicates with a range of people on a range of matters in a form that is appropriate to them and the situation b) Improves the effectiveness of communication through the use of communication skills c) Constructively manages barriers to effective communication d) Keeps accurate and complete records consistent with legislation, policies and procedures e) Communicates in a manner that is consistent with relevant legislation, policies and procedures Communication skills will include: - verbal and non-verbal communication - Listening and questioning - Written an electronic communication Matters might relate to: - asking questions/providing answers - providing feedback to care coordinator - establishing and maintaining contact with service users/carers in what might be stressful/difficult situations - expressing opinions - sharing and discussing information (e.g. at team meetings) - making arrangements (e.g. for accommodation, transport) - explaining the role of the OT to users/carers colleagues, other health care professionals - maintaining up to date records of clinical activity - contributing to care planning Managing barriers will include: - using an interpreter/advocate to help service users/carers who have a different first / preferred language - modify the style and/or form of communication for service users/ carers who have communication differences (e.g. hearing loss/deaf ness, speech difficulties, cognitive impairment) 23