People Strategy
2017-2021
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
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.
About our services
P
an rof S
d T cie
ech ntif
nic ic
10
%
gro
80%
u ps
Additional clinical
services 25%
5%
nd
s a 5%
e
t
ta ry
Es cilla
an
20%
al
Nursing
27%
sio
n
Gender
Profes
ical
3%
Med
P
AH
Age
hit
109
eo
the
Ethni
r3
206
cit
y
<20 years 21
21-25
26-30
31-35
36-40
41-45
46-50
51-55
56-60
61-65
66 + 22
0
W
%
3.3
ted
ity
sta
or %
Un
in .7
M )5
n
ia ME
As A
k (B
ac ic
Bl thn
E
Admin
.6%
188
174
220
285
300
228
t
Whi
80
50
100
150
200
itish
e Br
250
300
%
87.4
Achievements 2015-17
•
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).
Achievements 2015-17
•
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.
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
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.
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.
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.
Trust Headquarters
St George’s
Long Leys Road
Lincoln
LN1 1FS
Single Point of Access
Tel: 0303 123 4000
www.lpft.nhs.uk
facebook.com/LPFTNHS
Twitter.com/LPFTNHS