Anne-Maria Olphert, Director of Nursing & Quality Board Action Required: For Information For Assurance (Yes or No): Yes. Purpose of the Report

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1 5.3 Report to: Board of Directors Date of Meeting: 27 October 2016 Section: Operational Performance Report title: Cultural Development Programme Update Report written by: Jane McLean Job title: Head of OD & Leadership Lead officer: Anne-Maria Olphert, Director of Nursing & Quality Board Action Required: For Information For Assurance (Yes or No): Yes Purpose of the Report This report is to provide the Board with an update on the progress of the implementation of the Cultural Development Programme. 1. Background Key Issues, Options and Risks In June 2016 the Board signed off investment in a Cultural Development Programme (CDP). The CDP is intended to continue the Leadership investment that has already been made; as well as address some of the issues raised in the Staff Survey 2015; the CQC 2016 report and feedback from service line Cultural Barometers. 2. Engagement A critical factor to the success of the CDP is the buy-in of stakeholders and therefore during September and October 2016 there were two sessions, with the Chief Executive Chair and Director of Nursing; and a further event with the wider exec team, non-executive director representation, general managers, quality leads and clinical directors. At both sessions there was a general consensus that the content was broadly on track but that more work needs to be done around staff engagement, consultation and psychological contracting. The reasoning behind this is to ensure that the programme is not seen as another initiative by staff and is fit for purpose. There was an overwhelming view from both sessions that this should not be labelled as a programme ; as it was felt this implies a start and end point; and rather should be viewed in the spirit of continuous improvement. There were also strong feelings in the second session that it should not be referred to as cultural development. Leaders also felt that development needs should not be specifically banded at senior leader s levels, but more inclusive of lower banding leaders with joint training between these cohorts. Therefore in order to ensure that the CDP is value for money and ensure we maximise our return on investment, further work needs to be undertaken with staff and our leaders at an organisational and team level. This needs to specifically identify what is working well and what needs improvement. With the benefit of these conversations, we can ensure that 1

2 CDP is owned and seen as a positive catalyst for a change in culture.. 3. Way Forward The next steps are: Date Action Shortlist OD consultant to support and develop internal capabilities Interview B6 OD/Leadership Trainer Confirm vision from Board with Frontline, following development session Interview OD consultant B6 starts OD Committee: which will hold the programme to account Staff Engagement Events: To develop Values, Behaviours and Leadership Charter for the Trust Mid Dec (TBC) ILP event to engage B7 + Leaders; to shape content and deliver agreed identified outcomes. Jan 2017 Procure training for senior and middle level Leaders The Gantt chart in Appendix 1 summarises current and future activities in relation to the CDP and Leadership Programmes. Ongoing Leadership Activity 1. B5 Development programme (2 cohorts) following recommendations from the Risk Summit November x Leadership Master Classes for B s 1-8. In 3 separate cohorts, to upskill leaders at every level. 3. Modular Management Skills programme for transactional knowledge. 4. Team Development (currently supporting 11 teams) to identify priorities and facilitate action plan delivery. 5. Input into the Quality Improvement Plan for Older Adults. 6. Developing and supporting an internal coaching network; and working with our strategic partners to deliver a Pan-Lincs coaching model. 7. Support to the STP OD and Workforce Plan. See Appendix 2 for Leadership Activity from Q1 & Q2. Executive Analysis In Summary, work is underway in considering how best to invest in our workforce, to ensure that staff would recommend LPFT as a place of work; and patients would recommend it as a place of treatment. We have started to build some intelligence around what this might look like, by considering best evidence and practice and visiting other high performing areas, within and outside of the Trust. We now need to secure buy in from our senior leaders, so that they will psychologically invest in this development and guide us to what would work best in each of their areas. In the mean-time we will have a B6 Leadership Trainer in place by Mid. November to support us with our organisational wide staff engagement on developing LPFT Values, Behaviours 2

3 and Leadership Charters. We have tendered for an OD consultant to support in the successful delivery of this investment and envisage this post being filled by end Nov Along-side the planning for this investment, we continue to influence and support shifts in performance through our comprehensive Leadership and Management Programmes; which consist of masterclasses, 360 appraisals, psychometrics, team development and mentoring and coaching. For information. Recommendation (action required, by whom, by when) 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

4 Appendix 1 B1-5 Development Programme - Cohort 1 Cultural Development Programme Gantt Chart 01/09/201621/10/201610/12/201629/01/201720/03/201709/05/201728/06/201717/08/201706/10/2017 B1-5 Development Programme - Cohort 2 Master Classes B1-8 Modular Management Programme EMLA Programmes Developing Internal Coaching Structure Developing a Pan-Linc's Coaching Programme Board Development ET Shape CDP Content Stakeholders Shape CDP Content Appoint B6 Backfill Procure OD Consultant Develop Value Session Enage Staff in values/beliefs/leadership charter Train internal staff on Project management- Staff training Develop Programme Board Engage Senior Leadership in Development Programme Procure Provider for Senior Leadeship Development Start Delivering to Senior Leadership Teams start date Duration 4

5 Appendix 2 Leadership Development delivered in Q.1 (2016) Strengths Deployment Inventory (SDI) Sessions Staff Attended teams: Pharmacy X 3 days Stamford & Spalding CMHT X 4 days Manthorpe X 2 days Louth CMHT X 2 days Leadership Master Classes Held 7 master classes: Bands 6+ X 1 master class Bands 5 X 2 master classes Bands 2-4 X 4 master classes Staff Attended Total:75 Staff that Attended the Leadership Master Classes Total: 125 Leadership Development delivered in Q.2 (2016) SDI Sessions Staff attended teams: Boston Mental Health Liaison Service X 4 days Spalding CMHT X 1 days Grantham Crisis X 1 day Pharmacy X 3 days Leadership Master Classes Held 9 master classes: Band master classes Bands 5 2 X master classes Bands X master classes Staff that Attended Total: 61 Staff that Attended the Leadership Master Classes Total : 125 staff 5