A Summary Guide to the Knowledge and Skills Framework summary Guide to KSF 200505.pdf · An...

A Summary Guide to the Knowledgeand Skills Framework

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 12

7. The Foundation Gateway Review 13

8. The Personal Development Planning (PDP) Process

under Agenda for Change and KSF 14

9. Supported Training, Available Modules 15

10. Frequently Asked Questions 16

11. Example and purpose of a Broad (Summary) KSF Outline 21

12. Example of a completed Full KSF Outline 23

13. KSF Sub Group – Contact Details 31

1

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 careerprogression under Agenda for Change.They are designed to be applied across the whole of theNHS for all staff groups who come under the Agenda for Change Agreement.That is they applyto everyone except doctors, dentists, some board level managers and other senior managerswhose 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 forlearning 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

4

Developing a Full KSF Post Outline

A full KSF Post outline describes the Knowledge and Skills that need tobe 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 KSFFramework and Development Review Process October 2004which can be obtained from the web address below www.dh.gov.uk/assetroot/04/09/08/61/04090861.pdf

The following steps highlight the things that need to be considered anddecided before developing the KSF Outline.

A KSF Outline needs to contain:

a) 6 Core Dimensionsb) 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 taskedwith creating a KSF outline, managing a Gateway Review or developinga PDP in discussion with employees

• KSF Facilitators – individuals from within the service area trained tobe 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

Before you BeginThe start point in the KSF process is to ensure that you have an up to date Job Description for the post in questionwhere 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.

AN OVERVIEW OF THE REQUIREMENTS FOR THE IMPLEMENTATION OFTHE KNOWLEDGE AND SKILLS FRAMEWORK – WHAT YOU HAVE TO DOThe Process

See supported training modules

5

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 ReviewThere 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 secondGateway. Gateway Reviews will be undertaken in partnership by the linemanager and individual member of staff to whom the Gateway applies

For New Staff – Developing the Foundation KSF OutlineA Subset KSF outline is used at the Foundation Gateway This applieswhen 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 basicknowledge and skills required from the outset in a post. It is also used tofocus on the agreed development and support needed to achieve a soundfoundation of performance within a 12 month period.The Foundation KSFOutline is likely to retain the range of skills and knowledge required by apost 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

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

AN OVERVIEW OF THE REQUIREMENTS FOR IMPLEMENTATION OF THE KNOWLEDGE AND SKILLS FRAMEWORK – WHAT YOU HAVE TO DO

The Process

5Who does what?

6Create individual

development plans for staff

7Ongoing review of individuals

progress against agreed development outcomes

Personaldevelopmentplanning

Linkedprocessesinformation

see detailedGatewayprocess

see detailedFoundationGatewayprocess

8Undertake the 2nd

Gateway review

10Undertake the 2nd

Gateway review

9Develop the subsetKSF Post OutlineFOR NEW STAFF

6

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 theLocal (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 bandand 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.

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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 andsustainable 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

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When Activities Prerequisites/Support

Implementation of the Knowledge and Skills Framework

At any time Begin development of KSF outline

KSF Outlines created and approved

1st discussion + creation ofPersonal Development Plans based on agreed KSF outlines

Ongoing review of progressagainst PDP

Prioritise KSF Outline and PDPcreation in readiness

Support new or promoted staffthrough Foundation Gateway

By October 05 or 3 months after assimilation is concluded

No later than 31stOctober 2006

From 31st October06 – minimum of 2meetings per annum

For employees withGateways due from 1st October 05

Within one year ofdate of entering new role

• A robust Job Description signed off by all staff covered by this.

• Agree and train facilitators and staff in outline development.

• 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

• 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

• See Foundation Gateway Process Flow – Page 13

• 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

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 ensurethat GGNHS meet the deadlines detailed in the Agenda for Change agreement in relation to the implementation of KSF no later that October 2006. Additional sources ofinformation or detail are flagged q , points of particular note are flagged s

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 payprogression 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 2006.

Guidance on the implementation of the gateway review process and deferment of progressionwill be issued following further discussion at a national (UK) and local (Scotland) level.

What Does This Mean? s

To ensure that the implementation can be achieved all employees covered by Agenda forChange 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 2006

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10

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 2005and 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, normalgateway 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. s

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. s

q See "KSF – What you have to do" flowchart. – Page 5Creating a KSF Outline – Training Module available via Divisional KSF GroupsTraining to develop service based KSF Facilitators available via Divisional KSF Groups

2. Personal Development PlanEach 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). s

q See "KSF – What you have to do" flowchart. – Page 5The Personal Development Planing Process flowchart – Page 14Creating KSF related PDPs/Managing the Development Review Process– Training module available via Divisional KSF Groups

3. Gateway Reviews Staff are subject to gateway review at two points, one, the Foundation Gateway,

no later that 12 months after appointment/promotion to a post

s The second, the (Second Gateway), is dependent upon an employee’s individual pay band. (see figure below)

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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 beapproaching the Second Gateway dependent on where assimilation has aligned their post to a point on a pay band.

s 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 onthe pay band on the normal incremental date.

Under the terms of the Agenda for Change agreement, incremental dates will be calculated as follows:• s For staff on the maximum point of their current (ie Whitley) payscale, incremental date

under Agenda for Change will become 1st October.

• s 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

q See "KSF – What you have to do" flowchart – Page 4

"Managing a Gateway Review" – Training available via Divisional KSF Groups

"The Gateway Review" flowchart –

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 foundationsubset in the first 12 months in post, as they will reach their foundation gateway review no later than 12months 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, ifapplicable, incremental date.The systemised tool (eKSF) which has been procured to support KSF processes willbe able to provide an automated flag to managers.In order to plan the implementation of PDP effectively, we would recommend that managersreview 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.

Pay Band 1 Before final point

Pay Bands 2-4 Before first of last two points

Pay Bands 5-7 Before first of last three points

Pay Band 8 Ranges A-D Before final point

Pay Band 9 Before final point

Pay Band Position of Second Gateway

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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 deferralof 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.

Further guidance and clarification on the implementation of the GatewayReview 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 / defer-ment will be issued

Training in managing the gateway review process will be available.

As all individuals will have annual PDP and review meetings with their manager, the 2ndGateway review should be a formality, as staff will have been working towards achieving thisgateway for a number of years. There should be ‘NO SURPRISES’

PROCESS FLOW2ND GATEWAY REVIEW

Set up PDP to ensure individualmeets the requirements of the

KSF for the post.

Mid year meeting review

Formal Gateway review

Undertake the 2ndGateway review

Gateway notachieved developmentplan put in place.

2nd Gateway achieved individualprogresseson pay band.

The Process

2nd Gateway Review Process

13

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 theindividual’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.

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 FOUNDATION GATEWAY REVIEW

Gateway notachieved action plan created to address issues

Foundation Gateway achieved individualprogresseson pay band.

Does a foundation outline exist?

1st meeting set PDPfor year ahead

Review Meeting

Gateway Review Meeting

The Process

14

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 familiarisethemselves 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.

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.

Managers and staff should bear in mind that development towards andthrough 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 andagreed in partnership and re-issued to take account of the KSF

Training in PDP and new revised policies and procedures will be made available.

THE PDP PROCESS UNDER AGENDA FOR CHANGE AND KSF

Personal DevelopmentPlan Annual Formal review

to take place

Annual developmentreview Personal

Development Plan Agreed

Review of on going development activity

and outcomes

PDP is an annual event and forms part of a continuous cycle of development to enablestaff to obtain, demonstrate and apply the knowledge and skills required to carry out their post.

The Process

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Training for KSF Trainers

Prepare trainers to deliver

• training for KSF Facilitators• awareness sessions

In Divisions and potentiallyPan Glasgow.

Prepare facilitators to work with groups of staff and managers to facilitate andsupport the development of KSF outlines.

Provide an overview of KSFand the process and practiceof developing KSF outlines.

Staff, managers and staff side partners, who with their LineManagers agreement, can complete a 2 day training eventand thereafter act as a local orprofessional expert to facilitatethe development of role /profession specific KSF outlines.

Participants will ideally have abackground or interest in train-ing, education, development or knowledge and skills.

Carried out by staff who havecompleted the Train the KSFTrainers Course and deliveredmainly at Divisional level,although some professionalgroups may choose to developoutlines on a pan Glasgow basis.

If you are interested please contact your Divisional KSF Leads

If you are interested please contact your Divisional KSF Leads

Training forKSF Facilitators

KSF Awareness and developing aKSF Outline.

Integrating a KSFOutline with thePDP Process.

To prepare staff who will carryout PDP and Gateway Review,to undertake a PDP Meetingwith the associated KSF Outlineincluding Gateway Review.

Managers, staff or staff side partners, who subject to agreement of their line manager,can complete a 2 day trainingevent and thereafter commit todelivering approx. 2 days trainingper month.Participants will ideally have abackground or interest in training, education, developmentor knowledge and skills.

If you are interested please contact your Divisional KSF Leads.

Trainers –Trainers will be delivered according to need

Managers, staff and staff partners.

Staff who will carry out PDPReviews and Gateway Reviewsand staff side partners.

Materials to be developed panGlasgow and delivered by Divisions

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

16

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 awarenessmodules 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 thenumber 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 althoughmany 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 fora post is a dynamic document and will evolve over time to reflect changes in posts andservices, 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 thee-ksf tool, which can be used as a template for groups to further develop their outlineslocally.The NHSGG & National Steering Groups will have a monitoring role which has still tobe 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 withstaff, although by mutual agreement it may be the first in line supervisor who conducts thereview. Input by professional leads may also form part of the discussion. Clearer guidanceon PDP and Gateway review processes will be issued across Scotland. Reviewers and staff willbe 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 payprogression is taking place at a National (UK) and Local (Scottish) Level, and guidancewill be issued.

AGENDA FOR CHANGEKNOWLEDGE AND SKILLS FRAMEWORK

FREQUENTLY ASKED QUESTIONS

17

10 What can stop you progressing through Gateways?It is assumed that the majority of staff will progress through the gateways unless an individualis 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 monitoringall 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 identifiedin 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 theservice and identify ways to achieve these. Succession planning should be encouraged andPDPs 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 accessinformation 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, inaccordance 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 registrationauthorities define standards for continuing professional development.

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Dimensions Level Descriptors

Core 1 2 3 4

1. Communication

2. Personal andPeople Development

3. Health, safety andsecurity

4. ServiceImprovement

5. Quality

6. Equality anddiversity

Act in ways that support equality andvalue diversity

Support equality andvalue diversity

Promote equality andvalue diversity

Develop a culture thatpromotes equalityand values diversity

Communicate with alimited range of people on day-to-daymatters.

HWB1

Promotion of healthand wellbeing andprevention of adverseeffects on health andwellbeing

HWB2

Assessment and careplanning to meethealth and wellbeingneeds

HWB3

Protection of healthand wellbeing

Recognise and reportsituations wherethere might be a needfor protection

Contribute to protecting people at risk

Implement aspects of aprotection plan andreview its effectiveness

Assist in the assessment of people’s health and wellbeing needs

Contribute to promoting health andwellbeing and preventing adverseeffects on health and wellbeing

Plan, develop andimplement approachesto promote health andwellbeing and preventadverse effects onhealth and wellbeing

Contribute to assessing health andwellbeing needs andplanning how to meetthose needs

Plan, develop, andimplement programmes to promote health andwellbeing and preventadverse effects onhealth and wellbeing

Assess health andwellbeing needs anddevelop, monitor andreview care plans tomeet specific needs

Assess complexhealth and wellbeingneeds and develop,monitor and reviewcare plans to meetthose needs

Develop and lead onthe implementationof an overall protection plan

Promote health andwellbeing and preventadverse effects onhealth and wellbeingthrough contributingto the development,implementation andevaluation of relatedpolicies

Contribute to ownpersonal development

Assist in maintainingown and others health,safety and security

Make changes in ownpractice and offer suggestions for improving services

Contribute to theimprovement of services

Appraise, interpret andapply suggestions,recommendations anddirectives to improveservices

Work in partnershipwith others to develop, take forward and evaluate direction, policies and strategies

Maintain the quality ofown work

Maintain quality inown work andencourage othersto do so

Contribute to improving quality

Develop a culturethat improves quality

Develop own skills andknowledge and provideinformation to othersto help their development

Develop oneself andcontribute to thedevelopment of others

Monitor and maintainhealth, safety andsecurity of self andothers

Promote Monitor andmaintain best practicehealth, safety andsecurity

Develop oneself andothers in areas ofpractice

Communicate with arange of people on arange of matters.

Develop and maintain communication withpeople about difficultmatters and/or in difficult situations.

Develop and maintain communicationwith people oncomplex matters, issues andideas and/or incomplex situations.

Maintain and developan environment andculture that improveshealth, safety andsecurity

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: www.dh.gov.uk/assetroot/04/09/08/61/04090861.pdf or The Knowledge and Skills Framework and Development Review Process October 2004.

Health & Wellbeing

19

Estates & Facilities 1 2 3 4

Plan, deliver and evaluate interventionsand/or treatmentswhen there are complex issues and/orserious illness

HWB6

Assessment andtreatment planning

HWB 7

Interventions and treatments

HWB9

Equipment anddevices to meethealth and wellbeingneeds

HWB10

Products to meethealth and wellbeingneeds

EF1

Systems, vehiclesand equipment

Carry out routinemaintenance of simpleequipment, vehicleand system components

Contribute to themonitoring and maintenance of systems, vehicles and equipment

Monitor, maintain andcontribute to thedevelopment of systems, vehicles and equipment

Review, develop andimprove systems,vehicles and equipment

Undertake tasks related to the assessment of physiological and/orpsychological functioning

EF2

Environments and buildings

EF3

Transport andLogistics

Transport peopleand/or items

Assist with the maintenance and monitoring of environments,buildings and/or items

Monitor and maintainenvironments, buildingsand/or items

Monitor and maintainthe flow of peopleand/or items

Monitor, maintain and improve environments, buildingand/or items

Plan, monitor andcontrol the flow ofpeople and/or items

Plan, develop andevaluate the flow ofpeople and/or items

Plan, design and develop environments,buildings and/or items

Assist in providinginterventions and/ortreatments

Assist in the production and oradaption of equipmentand devices

Prepare simple productsand ingredients

Prepare and supplyroutine products

Prepare and supply specialised products

Support, monitor andcontrol the supply ofproducts

Contribute to planning, delivering andmonitoring interventions and/ortreatments

Plan, deliver and evaluate interventionsand/or treatments

Plan, undertake,evaluate and reportcomplex/unusual biomedical investigation and/orinterventions

HWB 8

BiomedicalInvestigation and intervention

Undertake tasks tosupport Biomedicalinvestigations and/orinterventions

Undertake and reporton routine Biomedicalinvestigations are/orinterventions

Plan, undertake evaluate and reporton routine biomedicalinvestigation and/ orinterventions

Produce and/or adaptequipment anddevices to setrequirements

Design, produce andadapt equipment and devices

Contribute to theassessment of physiological and/orpsychological functioning

Assess physiologicaland/or psychologicalfunctioning and develop, monitor and review relatedtreatment plans

Assess physiologicaland/or psychologicalfunctioning when thereare complex and/orundifferentiated abnormalities, diseasesand disorders and devel-op, monitor and reviewrelated treatment plans

Design, produce andadapt complex/unusual equipmentand devices

HWB5

Provision of care tomeet health and wellbeing needs

Undertake care activities to meetindividuals’ health andwellbeing needs

Undertake care activities to meet thehealth and wellbeingneeds of individualswith a greater degreeof dependency

Plan, deliver and evaluate care to meetpeople’s health andwellbeing needs

Plan, deliver andevaluate care toaddress people’scomplex health andwellbeing needs

HWB4

Enablement toaddress health andwellbeing needs

Help people meetdaily health and wellbeing needs

Enable people tomeet ongoing healthand wellbeing needs

Enable people toaddress specific needsin relation to healthand wellbeing

Empower people torealise and maintaintheir potential in relation to health and wellbeing

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General 1 2 3 4

IK3

Knowledge and information resources

Access, appraise andapply knowledge andinformation

Maintain knowledgeand informationresources and helpothers to access anduse them

Organise knowledgeand informationresources and provideinformation to meet needs

Develop the acquisition,organisation, provisionand use of knowledge & information

G1

Learning and development

G2

Development and innovation

G3

Procurement andcommissioning

G4

Financial Management

Monitor expenditure

Monitor, order andcheck supplies ofgoods and/or services

Assist in commissioning,procuring and monitoring goodsand/or services

Co-ordinate andmonitor the use offinancial resources

Commission and procure products,equipment, services,systems and facilities

Appraise concepts,models, methods,practices, productsand equipment developed by others

Assist with learning and development facilities

Enable people to learnand develop

Contribute to developing,testing and reviewing newconcepts, models,methods, practices,products and equipment

Plan, deliver andreview interventionsto enable people tolearn and develop

Test and review newconcepts, models,methods, practices,products and equipment

Develop review andinnovate concepts,models, methods,practices & equipment

Develop review andimprove commissioningand procurement systems

Design, plan and implement and evaluatelearning and developmentprogrammes

Co-ordinate, monitorand review the use offinancial resources

Plan, implement,monitor and review theacquisition, allocation and managements of financialresources

G7

Capacity and capability

G8

Public relations andmarketing

Assist with publicrelations and marketing activities

Undertake publicrelations and marketing activities

Market and promote a service/organisation

Sustain capacity andcapability

Facilitate the development of capacity and capability

Contribute to developing and sustaining capacityand capability

Work in partnershipwith others to developand sustain capacityand capability

Plan, develop, monitorand review publicrelations and marketing for a service/organisation

G5

Services and project management

G6

People management

Supervise people’swork

Plan, allocate andsupervise the work of a team

Co-ordinate and delegate work andreview people’s performance

Assist with theorganisation of services and/or projects

Organise specific aspects of services and/or projects

Prioritise and managethe ongoing work ofservices and/or projects

Plan, co-ordinate andmonitor the deliveryof services and/orprojects

Plan, develop,monitor and reviewthe recruitment,deployment and management of people

IK2

Information collection& analyses

Collect, collate andreport routine andsimple data and information

Gather, analyse andreport a limited range of data andinformation

Gather, analyse,interpret and presetextensive and/or complex data and information

plan, develop andevaluate methodsand processes forgathering, analysing,interpreting andpresenting data and information

Information & Knowledge 1 2 3 4

IK1

Information processing

Input store and provide data andinformation

Modify structure andpresent data andinformation

Monitor the processingof data and information

Develop and modifydata and informationmanagement modelsand processes

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 procedureLone 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

HWB1Promotion of health and wellbeing and prevention of adverse effects to health andwellbeing

HWB2Assessment and care planning to meet people’s health wellbeing needs

HWB3Protection of health and wellbeing

HWB4Enablement to address health and wellbeing needs

HWB5Provision 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 specificallyInterventions and treatments psychosocial, use of equipment and

materials, environmental adaptationsHWB8Biomedical investigation and intervention

HWB9Equipment and devices to meet health and wellbeing needs

HWB10Products to meet health and wellbeing needs

SUMMARY OUTLINE FOR A POSTPost: Basic Grade Occupational Therapist

21

1 2 3 4 Notes

NHS KSF DIMENSIONS Needed Level for post

for post?

22

ESTATES AND FACILITIES

EF1Systems, vehicles and equipment

EF2Environments and buildings

EF3Transport and Logistics

INFORMATION AND KNOWLEDGE

1K1Information processing

IK2Information collection and analysis

IK3Knowledge and information resources

GENERAL

G1Learning and development

G2 Development and innovation

G3Procurement and commissioning

G4 Financial management

G5 Services and project management

G6 People management

G7 Capacity and capability

G8Public relations and marketing

1 2 3 4 Notes

NHS KSF DIMENSIONS Needed Level for post

for post?

23

EXAMPLE OF FULL NHS KSF OUTLINE FOR A POSTPost: 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 mattersin 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 completerecords 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/deafness, speech difficulties, cognitive impairment)

24


Offering information to others will include:- during induction- during ongoing work- to students on placement- when changes are being made to

work practices.

Feedback from others will mean- participating in regular professional

and/or operational supervision

Taking responsibility for own personal development will mean:- participating in the basic grade

development programme- participating in the KSF

development review

a) assesses and identifies:- feedback from others on

own work- how s/he is applying

knowledge and skills in relation to the KSF outline for the post

- own development needs and interests in the current post

- what has been helpful in his/her learning and development to date

b) takes an active part in the development review of own work against the KSF outline for the post with reviewer and suggests areasfor learning and development in the coming year

c) evaluates the effectiveness of learning opportunities and alerts others to benefits and problems

d) keeps up-to-date records ofown development review process

e) offers information to otherswhen it will help their development and/or

f) takes responsibility for ownpersonal development and takes an active part in own learning opportunities

Level 2Develop ownknowledge andskills and provideinformation to others to helptheir development

2. Personal and People development

25


Work activities include:- clinical interventions – group

and individual- knowledge of policies e.g.

lone working- non-patient moving and handling- storage of materials and equipment

Management of risk will include:- complying with trust risk

assessment procedure- attending all Trust mandatory

training and directorate essential training.

Action in emergency includes:- following local procedure- completing appropriate paperwork

a) identifies and assesses the potential risks involved in work activities and processes for self and others

b) identifies how best to manage the risks

c) undertakes work activities consistent with:

- legislation, policies and procedure

- the assessment and management of risk

d) takes the appropriate actionto manage an emergencysummoning assistance immediately when this is necessary

e) reports actual or potential problems that may put health, safety and security at risk and suggest how they might be addressed

f) supports others in maintaining health,safety and security

Level 2Monitor and maintain health,safety and securityof self and others

3. Health Safetyand Security

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Evaluating own and others work willinclude:- taking part in audit- clinical effectiveness findings- client satisfaction surveys- appraising relevant literature

Discussing and agreeing with thework team on the implications ofdirection, policies and strategies willinclude:- contributing to team objectives- contributing to directorate

OT objectives

Constructive suggestions may include:- how to respond effectively to

evaluation findings- how to apply changes in legislation,

policies and procedure

a) discusses and agree with work team

- the implications of direction, policies and strategies on their current practice

- the changes that they can make as a team

- the changes s/he can make as an individual

- how to take the changes forward

b) constructively makes agreedchanges to own work in theagreed timescale seeking support as and when necessary

c) supports others in understanding the need for and making agreed changes

d) evaluates own and other’s work when required to do so completing relevant documentation

e) makes constructive suggestions as to how services can be improved for users and the public

f) constructively identifies issues with direction,policies and strategies in theinterests of the users and the public

Level 2Contribute to theimplementation ofservices

4. ServiceImprovement

27


Acting consistently with legislation,policy and procedures will include:- adhering to local and national

guidelines relating to health and social care

- meeting all registration/re-registration requirements of the HPC

Resources will include:- all OT equipment

Quality issues may relate to- workload undermining quality- mistakes e.g. communication

breakdown- lack of, or unsuitable, resources- issues in the team and between

team members- concerns about patient safety- lack of knowledge or evidence on

which to base the work

a) acts consistently with legislation, policy and procedures and other qualityapproaches and encouragesothers to do so

b) works within the limits ofown competence and levels of responsibility and accountability in the workteam and organisation

c) works as an effective andresponsible team member

d) prioritises own workloadand organises own work tomeet these priorities andreduce risks to quality

e) uses and maintainsresources efficiently and effectively and encouragesothers to do so

f) monitors the quality ofwork in own area and alertsothers to quality issues

Level 2Maintain quality inown work andencourage othersto do so

5. Quality

28


Acting in accordance with legislation,policies and procedures will include:- knowing where to obtain

information about the legislation policies and procedures relating to equality and diversity

- providing a service that is sensitive to race, culture and diversity

People’s expressed beliefs,preferences and choices might relate to:- how service users / carers like to

be addressed and spoken to- food and drink and methods

of preparation- not wishing to remove clothing

when an OT assessment is being carried out

- wishing to be treated by a male/ female OT

- activities of daily living- the support they would like e.g.

in personal hygiene

Identifying and taking actionwould include:- explaining to individuals why their

behaviour is discriminatory- reporting issues which make it

difficult for some users to access services

a) recognises the importanceof peoples rights and in accordance with legislation,policies and procedures

b) acts in a way that:- acknowledge and recognise

people’s expressed beliefs,preferences and choices

- respect diversity- value people as individuals

c) takes account of ownbehaviour and its effect onothers

d) identifies and takes actionwhen own or other’s behaviour undermines equality and diversity

Level 2Support equalityand value diversity

6. Equality and Diversity

129


Assessment approaches, methods,techniques may include:- assessments used by the

multidisciplinary team- assessment of occupational

behaviour relevant to client group- specialised OT assessments

relevant to client group

Assessment could include:- past history- strengths / needs- evidence of clinical reasoning- observations (eg behaviour, mental

and physical health)- recognising patterns (eg of illness,

injury, social deprivation,vocational needs)

- initial and follow up interviews

Treatment plans include:- multidisciplinary plans- to meet specific identified needs- related to specific interventions

(eg for individual or groups)- for complex or inter-dependent

needs- those relating to discharge planning- relapse prevention

a) evaluates relevant information toplan the range and sequence of assessment required and determines- the specific activities to

be undertaken- the risks to be managed- the urgency with which

assessments are needed

b) selects appropriate assessmentapproaches, methods, techniques and equipment, in line with- individual needs and characteristics- evidence of effectiveness- the resources available

c) respects peoples dignity, wishesand beliefs; involves them in sharedecision making and obtains their consent

d) prepares for, carries out and monitors assessments in line withevidence based practice, and legislation, policies and proceduresand /or established protocols,theories and models

e) monitors individuals during assessments and takes the appropriate action in relation to anysignificant changes or possible risk

f) evaluates assessment findings/results and takes appropriateaction when there are issues

g) considers and interprets all of theinformation available and reaches ajustifiable conclusion and explains theoutcomes to those concerned

h) determines and records diagnosisand treatment plans according toagreed protocols / pathways / modelsthat are:- consistent with the outcomes of

the assessment- consistent with the individuals

wishes and views- include communication with other

professions and agencies- involve other practitioners and

agencies when this is necessary tomeet people’s health and well being needs and risks

- are consistent with the resources available

- note people’s wishes and needs that it was not possible to meet

i) monitors and reviews the imple-mentation of treatment plans andmakes changes within agreed proto-cols / pathways / models for clinicaleffectiveness and to meet peoplesneeds and views

j) identifies individuals whose needsfall outside protocols / pathways /models and makes referrals to theappropriate practitioners with thenecessary degree of urgency

Level 3Assess physiologicaland/or psychologicalfunctioning anddevelop, monitorand review relatedtreatment plans

HWB6Assessment andtreatment planning

30


Interventions and / or treatmentsrelating to physiological or psychological functioning will be:- psychological interventions- the use of equipment and materials

to support and maintain health andwell being and address needs

- environmental adaptations to facilitate daily living

- personal care eg activities of daily living

- social therapy- enabling people to access

community resources- verbal support

a) respects individual’s dignity, wishesand beliefs, involves them in shareddecision making and obtains their consent

b) identifies with the individuals con-cerned:- goals for the specific activities to

be undertaken within the context of the overall treatment pan and the individual’ psychological and/ or physiological functioning

- the nature of the different aspects of the intervention/treatment

- the involvement of otherpeople and/or agencies

- relevant evidence based practice and / or clinical guidelines

- any specific precautions or contradictions to the proposed interventions / treatments and takes the appropriate action

c) prepares appropriately for the intervention / treatment to be undertaken

d) undertakes the intervention /treatment in a manner that is consistent with:

- evidence based practice and /or clinical guidelines / establishedtheories and models

- multi-disciplinary team working- his / her own knowledge

and experience- legislation, policies and procedures

and/ or established protocols

e) monitors individuals reactions tointerventions / treatments and takesthe appropriate action to address anyissues or risks

f) reviews the effectiveness of theinterventions / treatments as theyproceed and makes any necessarymodifications

g) provides feedback to the personresponsible for the overall treatmentplan on its effectiveness and the healthand wellbeing and needs of people

h) makes accurate records of theinterventions / treatments undertaken and outcomes

i) responds to, records and reportsany adverse events or incidents relating to the intervention/treatmentwith an appropriate degree of urgency

Level 3Plan deliver andevaluate interventions and /or treatments

HWB7Assessment andtreatment planning

31

KSF Sub Group – Contact Details

[email protected] Lisa: 211 3771 Office: 211 3852

[email protected] Tel: 201 1255

[email protected] Office 211 3991 Mobile 07901 746606


[email protected]: 201 4474




[email protected] Office: 553 2867 Admin Office:553 2801 Mobile: 07876 397644







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