JRSM > Volume 99, Number 10 > Pp. 521-526

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Appraisal, assessment and career development for doctors in training: the Mersey Deanery personal development portfolio

J S Sprigge¹ J Higgins² B Rice³ L Tofield³   D Graham²

¹ Wirral Hospitals NHS Trust; Merseyside, UK
² Mersey Deanery; Merseyside, UK
³ Wirral Hospital Postgraduate Centre, Merseyside, UK

Correspondence to: Dr J S Sprigge, Consultant Anaesthetist and formerly Clinical Tutor, Wirral Hospital, Merseyside CH49 5PE, UK E-mail: jsprigge{at}yahoo.co.uk

Objectives To develop a robust valid and exportable appraisal and assessment process for doctors in training which is portfolio based and works at all hospitals within the deanery. It is called the personal development portfolio.

Design For every senior house officer, there was a recorded meeting with his or her supervisor, at the beginning, midterm and at the end of the post. An outside assessor witnessed the exit assessment meeting.

Setting The Wirral Hospital, a District General Hospital with 72 senior house officers in 10 different specialties was used as a pilot site to develop the process. Then the process was exported and implemented at the other 12 trusts of the deanery.

Main outcome measures Records were kept of the induction, midterm and exit assessment meetings. A record was kept of the number of senior house officers succeeding and failing at their exit assessments. Also, the number promoted to the specialist registrar grade was recorded.

Results The process was performed every 6 months on 11 occasions between 2000 and 2005. It involved 72 senior house officers in 10 different specialties. On each occasion, participation usually exceeded 70%: 623 were appraised and assessed and 609 of them (97.8%) had satisfactory exit assessments. For 14 doctors (2.2%), the process identified a cause for concern, which was usually accepted by the doctor and sometimes allowed remedial action to be taken. Twenty-six (4.2%) were promoted to the specialist registrar grade in this period. The process also identified the strengths and weaknesses of the senior house officer posts in the 10 different specialties that had such posts, and was used to encourage good medical teaching practice in them. Over 4 years, we exported the process to all the other 12 Trusts in the Mersey Deanery. Once established, the process was easy to use for both trainees and trainers, although it was time consuming.

Conclusions It was possible to develop and implement a portfolio based appraisal and assessment process, which was accepted by senior house officers and their trainers in all specialties at all hospitals within the deanery. Now that the senior house officer grade has been superceded by the Foundation and the training grade years, the principles of the personal development portfolio are being used to appraise and assess doctors in these grades too.

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