Psychiatric Bulletin (2005) 29: 387. doi: 10.1192/pb.29.10.387
© 2005 The Royal College of Psychiatrists
Psychiatric Bulletin (2005) 29: 387
© 2005 The Royal College of Psychiatrists
College activities: Commentary on... How to make job planning work
David Roy, Chair, Special Committee Clinical Governance
Royal College of Psychiatrists, 17 Belgrave Square, London SW1X 8PG,
e-mail:
David.Roy{at}slam.nhs.uk
See pp. 385-386,
this issue. 
Dr Jan Wise is right to raise the question of College activities as a key
issue for job planning, and to test the commitment of members and employers in
this regard. College members employed within the National Health Service in
England should look at the comprehensive Job Planning Handbook
(http://www.wise.nhs.uk/cjpt/job.htm)
as a very useful and up-to-date guide to the process.
It is important for members to recognise, however, that the consultant
contract and the impact on job planning is different in Scotland, Wales and
Northern Ireland. The differences in job planning between England, Scotland,
Wales are outlined in a 2003 British
Medical Association guide.
The College relies on its membership to take on a range of honorary roles.
These roles are wide ranging but variable in time commitment. As Dr Wise
correctly points out, many of the activities are suitable for annualisation
and well contained within the 2.5 supporting activities outlined within the
individual job plan. However, I would suggest that most employers do
see the benefit for consultant personal development of contributing to
professional roles within the College, and should be happy to see this
activity annualised within the job plan. These activities often bring added
value to the employing organisation. Problems might arise when the consultant
is spending time on College activities over and above the 2.5 (or 3 in Wales)
programmed activities (PAs) of supporting activity, having an impact on
patient care and other important areas of personal development, teaching,
training, audit and governance. This will be compounded where individual
consultants claim added PAs for remuneration from their trust because of time
spent on bona fide College activity. Employers may look favourably on
consultants taking on roles to enhance their personal development, but perhaps
less favourably when added costs are incurred locally or when, in a post hoc
way, direct care PAs are reduced by default. It will surely be necessary
therefore for individual consultants to formally negotiate any potential
changes to their job plans before undertaking significant College activities,
especially those activities that take consultants out of the workplace for any
extended periods. This process will be facilitated by the College clearly
laying out anticipated time commitments and for the individual College member
to discuss any proposed changes that may be required to their job plan.
Members should be encouraged to discuss potential appointments with their
employers before applying, helped by an explicit outline of anticipated
commitment, so that there are no unexpected longer-term negative effects on
patient care. Where the consultant believes the employer is unreasonably
blocking their taking on such activity, however, then the mediation and
appeals process, as outlined within the paper, will of course come into
play.
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References
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BRITISH MEDICAL ASSOCIATION (2003) A Comparison between the
Current National Contract and the Proposed New Contractual Agreements to be
offered in England, Wales and Scotland
(http://www.bma.org.uk/ap.nsf/content/ccsccontractcomparison).
Related articles in PB:
- How to make job planning work
- M. E. Jan Wise
PB 2005 29: 385-386.
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