Idea Transcript
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Report to: Date of Meeting: Section: Report title: Report written by: Job title: Lead officer: Board Action Required: For Assurance (Yes or No):
Board of Directors 31 March 2016 Patient Experience & Quality OD & People Strategy Actions 2015/2016 Tony Kavanagh Associate Director of HR & Leadership Anne-Maria Olphert, Director of Nursing & Operations For information Yes Purpose of the Report
The paper provides the Board of Directors with the actions of the OD and People Strategy during 2015/2016. Key Issues, Options and Risks
1. Introduction Following a review of the Trust’s Organisational Development (OD) Strategy in early 2015, the new OD and People Strategy was launched in April 2015 with 11 distinct ‘people’ activities: Organisational Form Innovation Workforce Planning Leadership
Equality and Diversity Training Talent Management Managing Performance
Recognition Engagement and Communication Staff Health and Wellbeing
2. Progression The feedback from the 2015 Staff Survey could indicate that parts of the work plan have ‘failed’ given the Trust’s disappointing results. However whilst it is acknowledged that some activities have not progressed as we would have liked, this paper demonstrates that during the last 12 months a significant amount of positive work has taken place. Appendix 1 provides the full detail of the actions that have been achieved however below are a list of highlights: Leadership Training Innovation
Workforce E&D Recognition Staff Health
Implementation of 9 masterclasses for Bands 1 to 7 seeing 287 staff Implementation of the e-virtual college, bi-annual mandatory training and care certificate for non-registered clinical staff. All bank staff are recruited, inducted, trained and managed through creation of central ‘BART’ and now Bank Staffing Unit (BSU) for safer ‘bank’ service Recruitment of first cohort of clinical apprentices Improvement in the Stonewall Index and inaugural BME and LGBT conferences Launch of new e-staff recognition scheme with over 50 individual staff, as well as teams, rewarded for good work. Acute physiotherapy assessment and treatment, wellness programmes 1
Managing Performance
and physical exercise and healthcare programmes Pro-active management of employee relations cases with expedited resolutions, low legal spend and no Employment Tribunal hearings.
There was regrettably no development with Talent Management due to resourcing issues. 3. Way Forward The Staff Survey clearly indicated that there is a long way to go particularly around staff engagement, involvement; quality of patient care and trust. However improvement cannot be simply focused on ‘task’ completion but critically more on changing ‘hearts and minds’ through culture change and all staff are acting on true values and behaviours. There will therefore be the development and implementation of Culture and Values programme during early 2016-17 to: • • •
Create and embed shared values & behaviours Improve the ‘health’ of our organisation Enable us to achieve our aspirational culture
The programme will be led by the Assistant Director of Transformation and build on some of the existing OD/leadership work but further focus on: 1. 2. 3. 4. 5. 6. 7. 8.
A Senior Leadership Programme Staff perceptions & engagement Team Development Coaching & Mentoring First & Second Line Managers Building Capacity Leadership Strategy Talent Management. Executive Analysis
The Organisational Development and People Strategy is clear that that the Trust is committed to be an Effective, Capable and Caring and High Performing Organisation. The 2015-16 action plan has demonstrated good progress in some areas however the 2015 Staff Survey clearly demonstrates a need to drive improvement in a number of key areas. Recommendation (action required, by whom, by when) To receive.
CQC Standards Impacted: Financial Implications: Equality Analysis: Compliance Impact:
Well-Led None Not Applicable CQC
The content of this report is the property of Lincolnshire Partnership NHS Foundation Trust Document Control – Version 2 – April 2015
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OD and People Strategy 2015-16 Activities 1. Organisational Form (Integrated Care) 2. Innovation
3. Leadership
Actions Implementation of 4 Clinical Business Units in October 2015
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All bank staff are recruited, inducted, trained and managed through the Bank Staffing Unit (BSU)
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Since December 2015 all bank and agency inpatient shifts are managed through the BSU on a 6 month pilot Trust is an active member of the East Midland Streamlining Groups for recruitment, medical human resources and mandatory training.
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Implementation of 9 Masterclass programmes
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Inspirational Leadership Programme (ILP)
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4. Training
Revised appraisal process
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New 360 Degree Healthcare Leadership Academy Model
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Launch of e-learning (Virtual College) Nursing Assistant Care Certificate
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Implementation of bi-annual mandatory training HCA development programme
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Evidence Newly formed business teams and leaders Improved coordination and management of bank staff mandatory training (equivalent to substantive staff) Bank management taken off ward managers and increase % of shifts filled Introduction of NHS factual references to quicken recruitment Introduction of mandatory training ‘passport’ for NHS staff 6 month evaluation demonstrates that 287 participants (out of a score of 0-5) on average rated themselves as 2.71 (pre-courses) compared to 4.44 (post-courses) 70% of staff rated ILP as 3 or 4 out of scales of 1-5 as having a positive impact. 90% of respondents gave positive examples of benefits and support it gave them as leaders. 2015-16 cultural Barometer has rated appraisal completion as high, along with 2015 Staff Survey Facilitators trained and pilot team 360 launched in Q4 90% mandatory training compliance All NAs complete within 12 weeks ; Trust presented at conferences on its implementation More time for staff in clinical areas 18 staff accessing health and social care NVQ; 5 older adults doing Open University Foundation Degree; Lincoln College
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5. Workforce Planning
6. Equality and Diversity
7. Recognition
Recruitment of first cohort of clinical apprentices Build on relationships with educational establishments to recruit newly qualified nurses Non-Medical Recruitment and Retention
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Medical Recruitment and Retention
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Stonewall Index Lincolnshire E&D Conferences
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Lincoln Pride
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EDS 2 and Workforce Race Equality Standard Staff Recognition Scheme
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8. Managing Performance
Proactively manage poor performance cost effective and lean methods of resolution
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Revision of Disciplinary process to continue to reduce investigations and processes Management of employee relations administration
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Values based recruitment
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developing course of Assistant Practitioners in CMHTs. 6 commenced in December 2015 Recruitment of 6 NQNs in 2015; Recruitment of 30 NQNs planned in 2016. Paper to ET (January 2016) and agreement for Task and Finish group (March 2016) Implementation of ‘soft’ incentives for new Consultants and SAS Doctors, for example, travel payments, travel time etc. Improved Stonewall Index score in 2016 BME Conference October 2015 and LGBT Conference February 2016. Sponsorship in 2015 and supporting research on LGBT community accessing mental health services Implemented Launch of new e-scheme with better system of recognition. Over 50 individual staff nominated and 4 teams nominated in Q2 and Q3. Launch of ‘thank you’ postcards and certificates Zero Employment Tribunal claims going to hearings. Only £16K employment legal spend in 2015-16 Up to Q3, 33 investigations taking approximately 45 calendar days to resolve Service funding for a successful pilot with thereafter a substantive appointment taking away pressure from front line administration Launch of new guidance for service users to encourage attendance in Q4
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9. Communication
10. Health and Well-being
I have an idea Team brief Cultural barometer (CB) Quarterly staff forums Acute physiotherapy assessment and treatment
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Wellness programmes
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Physical healthcare
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New e-process to be launched in March 2016 Reintroduction of team brief April 2016 Revised ‘CB’ to be launched Q1 2016/17 To be implemented each quarter Introduction of internal service utilising LPFT staff launched in July 2015 (in addition to early access service) Countywide Yoga, Small Steps…Big Changes Groups, Sleep groups in place during 2015 Spring into Action Steps Challenge (March 2016); Global Corporate Challenge (May 2015) and MOT/Health clinics for staff during 2015. Above average response for Staff Survey 2015
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