Implementation of AHP e-job plans into an adult Community MSK Service - A service evaluation.

Abstract

To implement AHP e-job plans for all clinical staff within a Community Musculoskeletal service. Job planning (JP) is recognised as an important means of linking the best use of resources with quality outcomes for patients and a useful element in service redesign. However, there is a huge variation in how provider Trusts deploy their AHPs, making it challenging to match AHP resources to Trusts' overall activity plans. By documenting professional activity in job plans, NHS providers can better understand their workforce capacity and match it to patients' needs. The Community Musculoskeletal Assessment & Physiotherapy Service (CMAPS) was keen to implement e-job plans as a means to efficiently use their workforce resource and felt it could also assist with the morale of current staff. Objectives 1. To support staff in developing their own unique job plan. 2. Ensure each job plan captures the reality of each staff members working day/week and includes Direct Clinical Care (DCC); Direct Clinical Care Indirect (DDC-I); supporting professional activities (SPA) and flexitime as a minimum. 3. Gain an understanding of the challenges staff face with their current caseload and capacity and implement improvements into job plans where necessary. 4. Evaluate the impact of JPs on staff's job satisfaction Methods: Each clinician had a 1.5-hour JP meeting with CMAPS Clinical Lead or FCP lead to discuss all the activities undertaken in their working day/week and to ensure the job plan captured the reality and enabled them to work at their best. DCC, DCC-I, and SPA were timetabled into the JP and captured on Allocate, E-job plan. A pre-determined percentage of clinical versus non-clinical time for each band of staff facilitated the conversation around timetabled protected SPA time to be used for completing service, personal, organisational objectives Results: 27 clinicians developed their personalised job plans. 100% of staff increased timetabled DCC-I and SPA. New patient appointment times were increased for 3 staff members based on the complexity of their caseload. There was no loss of New Patient capacity for the service. Timetabled SPA time was utilised weekly (n=25) or accrued and used biweekly (n=1) or monthly (n=1). Unused SPA time was banked in flexitime. Conclusion(s): 27 individualised job plans have been implemented by an MSK Community service. Despite DCC-I and SPA time increasing for all staff, new patient capacity did not reduce. Early feedback from staff has been very positive "Job planning has been a valuable process. As a full-time clinician, it has enabled me to recognise and prioritise my time throughout the week. Prior to job planning my week consisted of 96% direct clinical care and since the implementation of job planning it is 87% with additional flexible SPA time. The increase in SPA time has helped me to fulfill role responsibilities outside of direct clinical care including service development and research. It is a process I would recommend to clinicians as it has increased my job satisfaction". Impact: Having a greater understanding of how individuals prefer to work has improved capacity utilisation for the service and improved staff satisfaction Keywords: Job planning, job plans, AHP job plans Funding acknowledgements: Not funded.Copyright � 2024