People Strategy

Transcription

1 People Strategy

2 Message from Chief Executive Since the publication of the last strategy in 2015, we have had to provide our services during a time when there has been significant financial constraint and increasing demand; and we accept that this has been difficult for staff. Whilst at times in order to meet this challenge we haven t always got our approach to change right, we have learned and intend to ensure this continuous improvement is a thread for the future. It was pleasing to see an indication of this with our workforce believing we are improving through the responses of 2016 staff survey. There is no doubt that in the next four years the money will continue to be tight, balanced with additional change and a need for better quality outcomes. We therefore recognise that this can only be achieved by communicating, engaging and involving our staff and patients to look at better ways of delivering our services within the Trust; and as part of the whole system of health and social care within Lincolnshire through the Sustainability and Transformation Plan (STP). The People Strategy therefore outlines the key aims for our workforce over the next four years so that by 2021 regardless of our organisational form, we want our patients, friends, family and staff to recommend our services within Lincolnshire as a place for care and work. Best wishes John Brewin, Chief Executive

3 Introduction Lincolnshire Partnership NHS Foundation Trust s purpose and vision is to help people live well in their communities by making difference to the lives of people with mental health problems and learning disabilities. a Ultimately this purpose and vision can only be achieved through a strategy that supports a positive culture that will enable its staff to work to lived values on a day to day basis. This means that we must: support staff to feel empowered as individuals, and as teams, to improve care through collective leadership have staff that own, understand and embody the Trust s vision and values ensure everyone has clear objectives and information on their service and Trust performance support an open and compassionate approach to people management and how all staff interact day to day have a high level of staff engagement have learning and quality improvement that is embedded enable good team working across the Trust support cross-organisational working through systems leadership. This strategy underpins the Trust s Clinical Strategy and Integrated Business Plan, as well as the Lincolnshire Sustainability and Transformation Plan (STP) Workforce and Organisational Development strategies, the Five Year Forward View (FYFV), Mental Health FYFV to ensure there is internal and external alignment.

4 About our services Nursing 27% Professional groups Prof Scientific and Technic 10% 20% Gender 80% Medical 5% Estates and ancillary 5% AHP 3% Admin Additional clinical services 25% Black Asian Minority Ethnic (BAME) 5.7% Unstated 3.3% Age Ethnicity White other 3.6% <20 years White British 87.4%

5 Achievements Established the Bank Staffing Unit to support the management of agency and bank staff. Met all East Midlands Streamlining Group targets for recruitment, medical HR, occupational health and learning and development. Implemented a Band 5 nurse development programme. Reviewed post-registration and non-mandatory training, reducing the impact on services. Reduced the Trust s vacancy factor from 12% to 6% through targeted recruitment and investment in resources. Worked in partnership to appoint 50 newly qualified nurses. Implemented nursing secondment programme for non-registered staff, through improved talent management programme. Achieved 110th in the 2017 Stonewall ranking of 437 organisations. Established the first staff Mental and Physical Lived Experience conference and network. Staged our second LGBT conference with over 200 participants. Reduced sickness absence to 4.5% as an annual rolling average (Feb17).

6 Achievements Launched quarterly staff forums, monthly team brief, new cultural barometer and staff engagement sessions. Increased local staff recognition and hosted our 7th annual staff excellence awards. Launched new values based recruitment, with dedicated training for service users to be involved in selection. Launched the new cultural development and quality improvement ethos. Created a new transformation team which includes staff wellbeing, HR and leadership working with services for future organisational change to support pre-engagement briefings with staff. Third most improved mental health and learning disability trust nationally in the 2016 staff survey. Identified in the 2016 staff survey as one of the highest performing Trusts in the country for commitment to health and wellbeing.

7 Areas of focus The Trust s People Strategy will focus on the following areas and is supported by a work plan for each area: Culture and leadership Equality and diversity Reward and recognition Recruitment and retention Learning and development Engagement and communication Workforce planning and transformation Talent management Health and wellbeing Organisational change Sustainability and Transformation Plan People management

8 By 2021 we will have achieved: Culture and Leadership We will ensure that staff will have lived values and feel empowered to be ambassadors of excellent healthcare with respectful behaviours and supportive people management. Sustainability and Transformation Plan (STP) To ensure patients are at the centre of every decision, there will be a Lincolnshire wide focus on talent, attraction, supply and demand, culture and leadership; and transformation. This will ensure our workforce is equipped and supported in new roles to work across organisational boundaries. There will be one system of health and social care, with care closer to home and delivered at the right time. Recruitment and retention We will ensure that we attract people to work in Lincolnshire, recruiting staff with the right values and behaviours. There will be a streamlined approach to recruitment across the NHS in Lincolnshire and the East Midlands. Staff will be retained through supportive working practices, appropriate learning and development and a positive culture. Reward and recognition We will ensure that staff receive recognition for good performance and will be rewarded through national terms and conditions, within the same local flexibilities as the rest of the Lincolnshire NHS. Learning and development We will target valued learning and development at the right people, ensuring there is an annual organisational training needs analysis to meet the Trust s needs. There will be streamlined approach to mandatory training. Engagement and communication We will ensure that staff are involved in the Trust s developments, are listened to and receive regular communication on the Trust s performance.

9 By 2021 we will have achieved: Workforce planning and transformation We will ensure that workforce planning meets the needs of the Trust with models that support different ways of working and that skill staff to provide support to patients at the right level. Talent management We will work through the Lincolnshire Talent Academy to ensure that the Trust attracts people from schools, colleges and the local community and supports the apprenticeship framework. There will be a framework that identifies internal talent to support succession planning into key roles. Equality and diversity We will ensure we have a comprehensive understanding of the needs and expectations of the people who use our services, so we are able to ensure people from protected and disadvantaged groups can access, and benefit from services the same eas all of our community. This will include ensuring better health outcomes, improved patient access and experience, a representative and supportive workforce and inclusive leadership. People management We will take a supportive approach to performance management, learning lessons and avoiding blame. However we will take strong action against wilful mediocre practices that harm patients and staff. Health and wellbeing We will aim for excellent attendance at work, providing supportive and preventive health interventions, but be there to provide a helping hand to staff should they become unwell. Organisational change Staff will be fully engaged, involved and supported when changes takes place.

10 Our 2021 workforce vision The vision for the workforce is that by 2021 staff will: have the right skills, development and career pathways to continue to provide specialist mental health services to the people of Lincolnshire, regardless of organisational form through effective systems leadership, be part of wider community teams in various guises across mental health and physical care, acting in the best interests of patients and providing care closer to home have access to their own health and wellbeing services that will support regular attendance at work have a voice, be engaged in the development of their services and rewarded appropriately for good performance be supported to be inclusive and comfortable with who they are, reflecting the diversity of the population. How we will achieve our vision The Trust will produce an annual work plan which will be agreed with the services. The work plan will also compliment any Sustainability and Transformation Plan (STP) actions and drivers. The work plan for the current year is in Appendix 1.

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12 Trust Headquarters St George s Long Leys Road Lincoln LN1 1FS Single Point of Access Tel: facebook.com/lpftnhs Twitter.com/LPFTNHS