Consultant Job Planning: Speaker News & Updates
Today’s one day conference is a practical guide to successful consultant job planning. Through a series of presentations this one day conference provided delegates with the opportunity to develop skills in job planning and linking with pay progression, improving team performance and the role of the job plan in achieving personal development goals, individual and service objectives. Making the link between job planning, revalidation and appraisal, and also changing job plans and the consultant contract in light of the national drive towards NHS services 7 days a week will also be covered during the day.
Speakers and Presentations from the day Include:
Professor Steve Powis Medical Director Royal Free Hampstead NHS Trust
Job Planning driving improvement: Ensuring success for consultants, the service and for improved patient
• the role of job planning in ensuring service delivery and improving efficiency
• delivering successful job planning in practice
• implications of 7 day NHS services on the consultant job plan
• successful job planning for consultants, the service and patient care: tensions and solutions
Steven Powis' Biography:
Stephen Powis is Professor of Renal Medicine at University College London. He has been Medical Director of the Royal Free London NHS Foundation Trust since 2006.
Professor Powis entered pre-clinical Medicine at Glasgow University in 1977, where he also obtained a First Class Honours BSc in Immunology. He completed his clinical training at St. John's College, Oxford, graduating in 1985. He became a Medical Research Council Clinician Scientist Fellow in 1990, and subsequently obtained his PhD whilst working in the Human Immunogenetics Laboratory of the Imperial Cancer Research Fund. He was appointed Senior Lecturer and Consultant in Renal Medicine at Guy's Hospital in 1995, before moving to the Royal Free in 1997. He was awarded an MBA with merit from the University of Warwick in 2014.
Professor Powis’s main clinical interest is renal transplantation. Research interests have included the genetics and biology of the human major histocompatibility complex (MHC or HLA region), experimental pancreatic islet cell transplantation, inflammation and dyslipidaemia in renal disease, and studies on the genetic basis of polygenic renal disorders.
Professor Powis is currently a member of the governing body of Merton Clinical Commissioning Group and a Director of Healthcare Services Laboratories LLP. He has recently been appointed the inaugural Editor-in-Chief of the journal BMJ Leader. He is the immediate past Chairman of the Association of UK Universities (AUKUH) Medical Directors Group and has been a member of numerous national committees and working groups, including the Department of Health Strategic Education Funding Expert Group. He is a past non-executive director of the North Middlesex University Hospital NHS Trust, including a period of eight months as acting chairman. He is a past chairman of the Joint Royal Colleges of Physicians Training Board (JRCPTB) Specialty Advisory Committee (SAC) for Renal Medicine and a former board member of Medical Education England. He was Director of Postgraduate Medical and Dental Education for UCLPartners from 2010-13. He is a past treasurer and trustee of the British Transplantation Society and a former member of the UK Transplant Kidney Pancreas Advisory Group. He has also served as a member of the Renal Association Executive Committee. He was Editor of the journal Nephron Clinical Practice from 2003 to 2008. He is a trustee of four charities, including the Royal Free Charity and the Healthcare Management Trust.
Professor Simon Mackenzie Chief Executive Officer St George’s Healthcare NHS will give an extended session on 'Developing your skills in leading job plan reviews' covering:
• job plan reviews: starting with objectives not sessions
• practical advice for leading job plan reviews
• job planning from year to year: developing annualisation
• developing and implementing job plan reviews
• agreeing the support needed to fulfil job plans
Professor Simon Mackenzie comments:
“one of the dangers of job planning is it can demotivate the people who are already working hard”
“you can drive it by the current practice of the consultant but you really need to drive it by the service, the key thing really is the service requirements”
Pre conference abstract:
Although the correct approach to annual job plan reviews is well set out in the guidance, it is frequently not delivered. Doing so is in the interests of both consultants and employers: this session will show how that can be achieved in a way that is not simply transactional but builds engagement. There are many shared goals and each party has an interest in the success and advancement of the other. The external environment, regulatory and financial is challenging and changing- what worked this year may not be optimal next. Whilst some consultants continue to work the same pattern every week, changing patterns of service delivery including ‘consultant of the week models’ and consultant preferences increasingly lead to the need for variable patterns from week to week or fully annualised job plans. These can be mutually beneficial but present a degree of complexity.
Annual job planning is part of a cycle in which consultants participate in both job planning and appraisal. Although ultimately pay progression and eligibility for Clinical Excellence Awards depend on demonstrating compliance, the focus is on creating a positive atmosphere not a coercive one.
Whilst job planning and appraisal should inform each other, the two processes are kept distinct. The scheme described in the session has an annual cycle in which all job planning takes place between January and March: this recognises that whilst each consultant has an individual job plan there is also a team aspect and need to ensure that job plans align with activity plans for the following year. Undertaking appraisals at other times in the cycle spreads the load for consultants and managers.
There is a significant administrative burden associated with both planning and undertaking job planning. Success depends on having systems in place and information available. Those undertaking job planning need both training and adequate information. This should include what the Trust is committed to in terms of clinical, educational, research and improvement activity for the coming year and a record of what has been achieved in the previous year. This information should be shared with consultants in advance.
Unfortunately job planning tends to focus on sessions, but ultimately clinical and non-clinical sessions are simply some of the tools that are required to deliver objectives. Starting with objectives is the key to align consultants and employers and make it easier to review and adjust job plans. The practicalities of annualised job plans will also be covered.
Simon Mackenzie's Biography:
Simon Mackenzie has been Acting Chief Executive at St George’s University Hospitals NHS Foundation Trust since May 2016. He is the Medical Director of the Trust and Honorary Professor of Care Quality and Patient Safety at St George’s University of London. Simon was appointed a consultant in critical care in 1992 and he is a former President of the Scottish Intensive Care Society. He was Medical Director of University Hospitals NHS Lothian 2007-2012, Health Foundation Quality Improvement Fellow as IHI 2012-13, and then combined the posts of Medical Director for Quality Improvement at NHS Lothian and Clinical Lead for Business Intelligence at Healthcare Improvement Scotland.
Future conferences of interest:
UK Physician Health Summit 2017
Managing Doctors in Difficulty and Difficult Doctors
Caldicott Guardians: National Annual Conference
Developing the Role of the Physician Associate
10 March 2017