8: Job Plans

The service has undertaken Individual and Team job planning and these include capacity, Choice and Core Partnership activity targets. Each clinician will have an individual plan which contains their Choice activity, Core Partnership targets for each quarter, their defined Specific Partnership work and non-clinical activities.

Individual and team job plans define the work- load for staff. This both sets an expectation for activity as well as limits what would be too much. Their aim is to ensure everyone has a manage- able workload and that the service can define and demonstrate what it does, and how much. A key gain is that all staff feel they are contributing to the service equally and in a fair way. And that this is transparent.

Job plans mean that work can be monitored and reviewed. They can be adapted if circumstances change. If someone goes on maternity leave, you can see exactly what capacity is lost, making planning easier.

Types of Work

CAPA job plans include quantifiable amounts of all types of work – from direct contact (such as new case pick up rate in Choice and Partnership), Big Admin time (see Implementation section), meetings, supervision, other tasks such as consultation or Tier 2 work, Specific Partnership work, management and CPD etc. The amount of each is for the service to decide, taking into account any national guidance (such as the NHS medical consultant contract).

Activity Targets

You can work out how many Choice appointments are needed based on your accepted referrals and decide who should do them. A little bit of simple calculation (see the Implementation section later) lets you work out what each clinician’s new Core Partnership activity needs to be. Managers and clinical leads can then see if the service is in balance i.e. can the team meet the Choice and Partnership demand coming from the referrals? If not, what can you do about it? A job plan also allows focus on the types of work and activities that will be carried out and allows monitoring to be something other than the fairly useless and demotivating ‘number of contacts a week’.

Job planning can take some time and the transparency can be unfamiliar and anxiety provoking for some staff, so some sensitivity is needed.

What happens if you don’t have individual and team job plans?

In traditional service models most people work to a job description but rarely do they know how much of what they need to do. Individual job descriptions do not necessarily match with the team service specification (if there is one!).

Target activity may be mandated but this is rarely tailored to an individual’s work plan. There may be a number of direct appointments per week specified for everyone, but this is the same no matter how much management or consultation you may also be asked to do. Nor does it account for the balance of an individual’s Core and Specific work. Individuals may end up too busy or too quiet.

You are likely to lose a massive slice of capacity.