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The KSF
- justified, ancient or mu mu?
(apologies to Bill Drummond)
Paul S. Ganney
Membership Rep, HPA Executive
1/31
Roadmap
• Brief overview
• Principles
• Pay Progression
• Development Review Process
• The dimensions
• Selecting the appropriate dimensions
• A broad outline KSF
• A detailed KSF
• Timescales
• Benefits of the KSF
• Documents
3 October, 2012 paul.ganney@hey.nhs.uk 2/33
Brief Overview
• Defines and describes the knowledge and skills
which NHS staff need to apply in their work in
order to deliver quality services.
• KSF and associated development review process
lie at the heart of the career and pay
progression strand of Agenda for Change
• “Makes sense of the Job Evaluation process”
• Applies across all staff groups (except doctors,
dentists and senior management)
3 October, 2012 paul.ganney@hey.nhs.uk 3/33
Brief Overview: Purpose
• Facilitate the development of services to better meet the
needs of the users and the public through investing in
the development of all members of staff
• Support the effective learning and development of
individuals and teams – all being supported to learn
throughout their careers, develop and given the
resources to do so
• Managers and staff clear about what is required within a
post and managers enabling staff to develop within their
post
• Promote equality and diversity for all staff – all use the
same framework and having the same structured
approach to learning, development and review
3 October, 2012 paul.ganney@hey.nhs.uk 4/33
Principles 1/3
• NHS-Wide
• Partnership
• By developing staff the services improve
• Equitable – all staff have a role to play in the NHS
• Simple and feasible to implement
• Capable of linking with current and emerging
frameworks (NOS etc)
• Is about application of K&S, not the K&S themselves
• Does not describe personal attributes (sense of humour,
etc) – relates to what staff do rather than to how they
behave
3 October, 2012 paul.ganney@hey.nhs.uk 5/33
Principles 2/3
• Outlines reflect the requirements of the post –
not the abilities or preferences of the person
who is employed in that post
• Does not describe the exact knowledge and
skills required
• Each and every job role will have a KSF outline
• Each and every person will have a personal
development plan
• No Surpises (in reviews)
3 October, 2012 paul.ganney@hey.nhs.uk 6/33
Principles 3/3
• Links with NOS:
– Not yet! Listed as “TBA” on web site (although I’ve
not checked all 581!)
– However, Health Informatics NOS is mapped, which
may give us some indicators:
• Procurement (HI 21-24) -> G3
• Processing data and information (HI 51-57) -> Core 4, IK1,
IK2, IK3
• Software Development (HI 91-97) ->EF1, G5, G6
• Maintaining security of systems and services (HI 114-117) ->
Core 3
• Providing technical ICT advice (HI 118-119) -> G7
3 October, 2012 paul.ganney@hey.nhs.uk 7/33
Partnership 1/2
• KSF was and is developed through trade
union/management/professional bodies
partnership – this is necessary
• The combination of Dimensions and Levels that
form the KSF outline for a post is determined by
the manager in partnership with the employee
and agreed with the employee representatives
• Outlines are developed in partnership by people
who understand the requirements of the post
concerned.
3 October, 2012 paul.ganney@hey.nhs.uk 8/33
Partnership 2/2
• Examples of partnership to develop KSF post
outlines:
– Representative groups of postholders and managers
to work in groups. May be linked to service
improvement.
– Individual members of staff and their managers
– Individual (e.g. KSF lead in organisation/department)
interviewing postholders and managers to produce
draft which is then checked
3 October, 2012 paul.ganney@hey.nhs.uk 9/33
Pay Progression 1/3
• The KSF outline does not determine pay banding
• Progression within a pay band is linked to the KSF
outline – it is used to inform individuals’ development
within the paybands
• KSF outline represents K&S applied at full competence
• 2 gateways:
– Foundation Gateway normally between first and second points
(actually no later than 12 months after appointment to a pay
band, regardless of pay point appointed to): a subset of the KSF
outline is used to determine progression (reduced levels,
reduced indicators, reduced areas of application – NOT removed
dimensions)
– Gateway 2 is before final point (bands 1, 8 & 9) before first of
last 2 points (bands 2-4) & before first of last 3 points (bands 5-
7): the full KSF outline is used to determine progression
3 October, 2012 paul.ganney@hey.nhs.uk 10/33
Pay Progression 2/3
• There is an expectation that individuals will progress
through the paypoints on a payband by applying the
necessary knowledge and skills to the demands of the
post. It is only at gateways, or if concerns have been
raised about significant weaknesses in undertaking the
current role, that the outcome of a review might lead to
deferment of pay progression
– ‘Significant weaknesses’ have been defined in the negotiations
as “significant weaknesses in performance in the current post
that have been identified and discussed with the staff member
concerned and have not been resolved despite opportunities for
appropriate training/development and support”.
• If individuals have problems passing through their
foundation gateway this may say as much, if not more,
about the recruitment and selection process as it does
about that individual.
3 October, 2012 paul.ganney@hey.nhs.uk 11/33
Pay Progression 3/3 - assimilation
• Existing staff with at least 12 months experience who
are assimilating to the new pay system under Agenda for
Change will be assumed to have already passed through
the foundation gateway. If they are assimilated on to a
payband below the second gateway point then they will
need to go through the second gateway.
• Existing staff who are assimilated above the second
gateway will not have to go through the gateway as
such. However, their development review will need to
confirm that they are applying the full range of
knowledge and skills consistently as described in the
NHS KSF post outline. Their personal development plans
will need to prioritise areas of development for the
current post over any career progression.
3 October, 2012 paul.ganney@hey.nhs.uk 12/33
Development Review Process 1/2
• Performance against KSF outline undertaken through
Development Review Process: annual review + quarterly
updates
• Each KSF dimension has a number of examples of
application: during the review the individual provides
examples from their work in relation to the requirements
of the level
• Examples could be provided verbally, but some evidence
is recommended: PORTFOLIO!!! (Shouldn’t be a paper
chase, though, - the evidence should be available
naturally as the DR is about what an individual actually
does at work)
• The DR is completed by agreeing a personal
development plan (PDP) based on the gaps between the
KSF outline and performance
3 October, 2012 paul.ganney@hey.nhs.uk 13/33
The reviewer should NOT be the line manager
3 October, 2012 paul.ganney@hey.nhs.uk 14/33
The Dimensions
• 30: 6 core and 24 specific
• Each dimension has 4 levels, a description (including
how progression should be characterised), examples of
application and links to other KSF dimensions
• Each level has indicators and suggested examples of
application
• Aim to include as few specific dimensions as possible,
limiting selection to those which capture key
development requirements. It is not possible to cover
every activity, only the major ones.
• Generally between 2 and 7 specific dimensions are
appropriate: the more senior the post the more likely it
is that there will be more specific dimensions
• Senior posts may contain the same dimensions and
levels as junior – it is the examples of application that
will differ
3 October, 2012 paul.ganney@hey.nhs.uk 15/33
Core Dimensions
• Communication
• Personal and people development
• Health, safety and security
• Service improvement
• Quality
• Equality and diversity
3 October, 2012 paul.ganney@hey.nhs.uk 16/33
Specific dimensions 1/3
• Health and Wellbeing
– Promotion of health and wellbeing and prevention of
adverse effects to health and wellbeing
– Assessment and care planning to meet health and
wellbeing needs
– Protection of health and wellbeing
– Enablement to address health and wellbeing needs
– Provision of care to meet health and wellbeing needs
– Assessment and treatment planning
– Interventions and treatments
– Biomedical investigation and intervention
– Equipment and devices to meet health and wellbeing
needs
– Products to meet health and wellbeing needs
3 October, 2012 paul.ganney@hey.nhs.uk 17/33
Specific dimensions 2/3
• Estates and facilities
– Systems, vehicles and equipment
• (“systems” that an IT engineer deals with will be different to
those a heating and ventilation engineer deals with)
– Environments and buildings
– Transport and logistics
• Information and knowledge
– Information processing
– Information collection and analysis
– Knowledge and information resources
3 October, 2012 paul.ganney@hey.nhs.uk 18/33
Specific dimensions 3/3
• General
– Learning and development
– Development and innovation
– Procurement and commissioning
– Financial management
– Services and project management
– People management
– Capacity and capability
– Public relations and marketing
3 October, 2012 paul.ganney@hey.nhs.uk 19/33
G2 Development and innovation 1/3
• Level descriptors:
– 1. Appraise concepts, models, methods, practices,
products and equipment developed by others
– 2. Contribute to developing, testing and reviewing
new concepts, models, methods, practices, products
and equipment
– 3. Test and review new concepts, models, methods,
practices, products and equipment
– 4. Develop new and innovative concepts, models,
methods, practices, products and equipment
3 October, 2012 paul.ganney@hey.nhs.uk 20/33
G2 2/3
• Description includes:
– This dimension is about the development, testing, review and
appraisal of new concepts, models, methods, practices, products
and equipment, including, where appropriate innovation.
• Progression characterised by:
– the move from identifying and reviewing innovative approaches
developed by others, through testing out innovations to the
actual development of innovative approaches
– increasing knowledge of relevant trends and developments and
their potential implications
– increasing technical knowledge and skills in design and
development, including knowledge of the factors which may
influence or constrain potential innovations.
3 October, 2012 paul.ganney@hey.nhs.uk 21/33
G2 3/3
• This dimension is supported by:
– IK1 Information processing
– IK2 Information collection and analysis
– G3 Procurement and commissioning which focuses on
purchasing systems, equipment, services etc
– G5 Services and project management which focuses on the
planning, implementation and evaluation of services and projects
(including those to test new solutions and approaches)
– G7 Capacity and capability which focuses on the development of
collective capability including the workforce, organisations and
communities.
• This dimension contrasts with:
– Core 4 Service improvement which focuses on implementation of
improvements within services once they have been agreed.
• Whether reference is required depends on extent of
activity within the role
3 October, 2012 paul.ganney@hey.nhs.uk 22/33
G2/Level 3: Test and review new
concepts, models, methods, practices,
products and equipment
Indicators Examples of application
• The worker: • Developments
• scans the environment to identify new and – See overview
emerging developments of potential relevance to • Legislation, policies and
their work procedures
• appraises developments and identifies the benefits – See overview
they could bring and any potential risks • Testing and reviewing might
• determines with others those developments that include:
are worthy of testing and how this can best be – building prototypes/trial
achieved models
• tests and reviews developments in a way which: – designing in response to
specification
– is ethically and methodologically sound
– investigations/experiments
– enables a rigorous evaluation of their feasibility,
benefits and risks – trialling innovations in the
workplace
– involves all relevant parties in the process
– writing
– complies with legislation, policies and procedures guidelines/procedures
• evaluates the outcomes of testing and reports
them in the correct format to the people who need
them
• makes recommendations to appropriate people
regarding the implementation of developments
3 October, 2012 paul.ganney@hey.nhs.uk 23/33
Selecting the appropriate
dimensions 1/2
NHS KSF DIMENSIONS 4 5 6 7 8
CORE DIMENSIONS 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4
1 Communication A A A A A
2 Personal and people development A (A) A A A (A) A
3 Health, safety and security A (A) (A) A (A) (A) A A (A) A
4 Service improvement A (A) A A (A) A A (A)
5 Quality A (A) A A A (A) A
6 Equality and diversity A A A A (A) A (A)
A = All. () = spread of levels at that career stage
3 October, 2012 paul.ganney@hey.nhs.uk 24/33
Selecting the appropriate
dimensions 2/2
NHS KSF DIMENSIONS 4 5 6 7 8
1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4
EF2
Environments and buildings
EF3 [A] [A] [A]
Transport and logistics
IK1 A A A (A) A (A) A
Information processing
IIK2 A A (A) A (A) A (A) A
Information collection and analysis
IK3 A [A] [A] ([A]) [A] [A]
Knowledge and information resources
HWB3 [L] [L] ([L]) [L] [L]
Protection of health and wellbeing [PS] [PS] ([PS]) [PS] [PS]
E = engineering; PS = physical sciences; L=Life sciences
[] = likely to apply only to a limited number of roles in that group
3 October, 2012 paul.ganney@hey.nhs.uk 25/33
A Broad Outline KSF
• Senior Diagnostic Imaging Physicist
– To support the development and
management of scientific aspects of the work
of the Diagnostic Radiology Physics Division in
the fields of Nuclear Medicine, Diagnostic
Radiology, Radiation Protection and non-
ionising Radiation.
3 October, 2012 paul.ganney@hey.nhs.uk 26/33
Core 1 Level 3 Develop and maintain
Communication communication with people about
difficult matters and/or in difficult
situations
Core 2 Level 3 Develop oneself and contribute to
Personal and people the development of others
development
Core 3 Level 3 Promote, monitor and maintain
Health, safety and best practice in health, safety and
security security
Core 4 Level 3 Appraise, interpret and apply
Service improvement suggestions, recommendations
and directives to improve services
Core 5 Level 3 Contributing to improving quality
Quality
Core 6 Level 1 Act in ways that support equality
Equality and diversity and value diversity
3 October, 2012 paul.ganney@hey.nhs.uk 27/33
HWB3 Level 3 Implement aspects of a protection
Protection of health plan and review its effectiveness
and wellbeing
EF1 Level 3 Monitor, maintain and contribute
Systems, vehicles and to the development of systems,
equipment vehicles and equipment
IK2 Level 3 Gather, analyse, interpret and
Information present extensive and complex
collection and data and information
analysis
G2 Level 3 Test and review new concepts,
Development and models, methods, practices,
innovation products and equipment
G5 Level 2 Organise specific aspects of
Services and project services and/or projects
management
3 October, 2012 paul.ganney@hey.nhs.uk 28/33
A detailed KSF – G2 Level 3 1/2
• Indicators:
– scans the environment to identify new and emerging developments
of potential relevance to their work
– appraises developments and identifies the benefits they could bring
and any potential risks
– determines with others those developments that are worthy of
testing and how this can best be achieved
– tests and reviews developments in a way which:
• is ethically and methodologically sound
• enables a rigorous evaluation of their feasibility, benefits and risks
• involves all relevant parties in the process
• complies with legislation, policies and procedures
– evaluates the outcomes of testing and reports them in the correct
format to the people who need them
– makes recommendations to appropriate people regarding the
implementation of developments
3 October, 2012 paul.ganney@hey.nhs.uk 29/33
A detailed KSF – G2 Level 3 2/2
• Examples of application
– Development may be in the areas of
• assessment and diagnosis
• health safety and security
• service effectiveness
• systems and equipment
– Testing and reviewing might include
• trialling innovations in the workplace
• new methods of data display and calculation
• design & specification of new equipment
• review of relevant scientific and medical literature
• continuous review & development of local procedures and guidance
• processing algorithms
3 October, 2012 paul.ganney@hey.nhs.uk 30/33
Timescales
• As required for pay progression, and form part of review
process, outlines are clearly required within one year of
assimilation
• However, “No Surprises” means they are required prior
to that.
• More However, you can’t start until staff are assimilated
and agreed
• The pragmatic view is “start as soon as staff are
assimilated and complete within six months”
• NB: DoH kludge!!! (no individual will be disadvantaged)
3 October, 2012 paul.ganney@hey.nhs.uk 31/33
Benefits of the KSF and the DRP
• Enables individuals to be clear about the knowledge and
skills they need to apply in their posts
• Enables them to access appropriate learning and
development
• Shows how their work relates to the work of others in
their immediate team and beyond
• Identifies the knowledge and skills they need to learn
and develop throughout their careers
• Provides a structure and process for the NHS to invest in
individuals’ learning and development throughout their
working life in the NHS.
3 October, 2012 paul.ganney@hey.nhs.uk 32/33
Documents
• The NHS Knowledge and Skills Framework (NHS KSF)
and the Development Review Process (October 2004,
274 pages): www.nhs.gov.uk
• Health Informatics KSF Guidance document (August
2005)
• Healthcare Scientists Career Framework Supporting
Agenda for Change Documentation (Draft, May 2005, 77
pages)
• National Occupational Standards for Healthcare
(581=87+581 pages):
www.skillsforhealth.org.uk/view_framework.php?id=73
• www.e-ksf.org
• www.amicus-hpa.org.uk
3 October, 2012 paul.ganney@hey.nhs.uk 33/33
