Using Outcome Indicators
for Job Planning
Dr D. R. Prichard
Dr B. Ferguson
Medical Director
Medical Director
North West Wales NHS Trust
Bro Morgannwg NHS Trust
Job Planning

Consultants’ Contract and Job Plans – Health circular
HC(90)16

NHS Wales Consultant Job Planning Guide

Amendment to the National Consultant Contract in Wales
(2004)
(Dec 2003)
What are the objectives of job planning

‘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

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

Set out agreed expected personal outcomes
and their relationship with the employing
organisation’s wider service objectives.

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
Outcome Indicators

Outcomes may vary according to specialty but the
headings under which they could be listed include:

Activity and safe practice

Clinical Outcomes

Clinical Standards

Local service requirements

Management of resources, including efficient use of NHS
resources

Quality of care
Amendment to the National Consultant Contract in Wales 2004
Outcome Indicators

Expected personal outcomes

The needs of NHS patients and the employer subject to compliance
with GMC’s “Good Medical Practice” and GDC’s “Maintaining
Standards”

The development needs of the consultant

The stage of the consultant’s career

Continuing medical education and training objectives; and

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

Are outcomes seen as a management tool to straight
jacket consultants.
OR

Give greater clarity to the consultants role.

Does it give consultants the opportunity to be involved in
service change, development and modernisation.

Development of new ways of working.

Introduction of new technologies.
De Facto – Improved patient care.
Using Outcome Indicators for Job Planning

SHARED VISION

SHARED OBJECTIVES
Using Outcome Indicators for Job Planning

Specific

Measurable (quantified or descriptive)

Achievable

Relevant

Timed and tracked
Using Outcome Indicators for Job Planning
Dynamic process
Indicator selection should be:

Regularly reviewed to remain relevant
which could lead to the indicator being:

Refined

Revised

Replaced

Removed

Relocated
Using Outcome Indicators for job planning

Appraisal linked but separate from
job planning.

Two processes interdependent.
Information requirements
Appraisal and Job Planning

Require a body of information to feed
both processes.

Some information is singular to each.
The Job Planning Review Process
Annual interview to review the job plan.



Preparation
•
Data Collection
•
Documentation

Participation
•
Consultant /Consultant Team
•
Clinical Director
•
DGM
Arrangements
•
Agreed arranged time
•
Suitable place
•
Free of interruptions
•
Sufficient time

Discussion
•
Duties & Responsibilities
•
Clinical Outcomes
•
Direct Clinical Care
•
SPAs
•
Other
Conclusion
•
Mutually agree job plan
•
Plan for resolving disagreement
Information requirements

Do Clinical Information systems exist to
provide information rather than clinical
information being an uneasy by-product
of patient administration / information
systems.