Staff Handbook. Produced by the Human Resources Department April 2008 NAME

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1 Staff Handbook Produced by the Human Resources Department April 2008 NAME

2 Purpose This handbook has been produced to provide you with useful and important information about your employment with Lincolnshire Partnership NHS Foundation Trust. You should have already received a contract of employment, and this handbook supplements that document by providing additional information on your employment with the Trust. The Trust has a significant number of employment policies, practices, procedures and guidelines, which are not reproduced in this Staff Handbook. These can be found on the Trust s Intranet site under the heading, Lincolnshire Partnership NHS Foundation Trust, Downloads, Policies and Procedures or the website address An up-to-date copy of the Staff Handbook is available on the Trust s intranet. Alternatively you may wish to download your own personal copy. However, please ensure that you regularly cross reference the intranet copy to ensure your own handbook is up-to-date. If you are a recent appointment to the Trust, may I welcome you and wish you well with your career. Finally, if you have any suggestions on how this handbook could be improved please let me know. Mike Proud Associate Director of Human Resources Unit 9 The Point Lyons Ways Sleaford NG34 8GG

3 Lincolnshire Partnership NHS Foundation Trust Staff Handbook Contents Page Purpose About Lincolnshire Partnership NHS Foundation Trust... 5 Our Purpose... 6 Our Principle Objectives... 6 Being a Foundation Trust Health and Safety at Work Risk Management Strategy Stress Fire Precautions Display Screen Equipment Smoking at Work ID Cards and Badges Conduct at Work Equality and Diversity Disciplinary Procedure (PER/ 17) Whistle Blowing (PER/19) Individual and Collective Grievance Procedure (PER/18) Personal Relationships Policy (PER/33) Professional Registration Policy (PER/34) Computer Use Policy (COR/09) Telephone Use Drug and Alcohol Misuse Policy (PER 04) Accepting Gifts Outside Employment and Private Practice Confidentiality Pay and Expenses The Payroll Department Allowances and Expenses Travel Allowances Deadlines Essential Information Working Hours Hours of Work Flexible Working Leave Annual Leave Special Leave (PER/12) Leave for Civil and Public Duties

4 Family Leave (PER/29)(this has now been amalgamated with the Maternity Policy PER16) Paternity Leave Adoption Leave Parental leave Employment Break Scheme Maternity Leave (PER/16) (now amalgamated with Family Leave Policy PER29) Ill health Managing Attendance (PER/22) Entitlement to sick pay Short Term Sickness Absence Long Term Sickness Absence Retirement Age Retirement Flexible retirement NHS pension scheme Improving Working Lives Staff benefits Childcare & Carer Support Charitable Funds Healthy Working Staff Counselling Service Trade Unions JCNC & LNC Keeping you informed Communications principles

5 1. About Lincolnshire Partnership NHS Foundation Trust Lincolnshire Partnership NHS Foundation Trust (The Trust) has been Lincolnshire s leading provider of specialist mental health services since 2001 and became the first mental health Trust to achieve Foundation Trust status in the East Midlands in October We have around 2,000 members of staff who work in a variety of bases around the county, providing a range of community services and in-patient care. We are constantly striving to ensure our services are patient-centred, and to help us continue to improve, we are following a number of values that will help us continue to improve the quality and responsiveness of our care, develop more services based around prevention and challenge the stigma and discrimination associated with mental health problems. The NHS and Social Care Services are currently going through unprecedented levels of service and system reform. As a consequence, the environment within which the Trust operates has and will continue to change and evolve. The Trust needs to be in the best possible position to respond to these changes. If we are to be an organisation that: is fit for purpose now and in the future, is one of the 10 top performing specialist mental health and learning disability trusts in the UK, listens to the views of staff and puts the service user at the forefront of everything we do, then this has to be our shared ambition. It is important that the whole organisation contributes to ensuring that we make substantial progress in turning our vision into reality. For the purposes of clarity it is worth while stating at the outset the Trust s purpose, vision and values these need to be understood for consistency and constancy to ensure that we all align our efforts for the same common goal. 5

6 Our Purpose The Trust currently provides specialist health services for people in Lincolnshire with a learning disability, mental health or substance misuse problem. For adults of working age with a mental health or substance misuse problem, the specialist services include social care. Our Principle Objectives The Trust has nine principle objectives (these were derived from the Healthcare Commission s Standards for Better Health and the principles advocated by Commission for Social Care Inspectorate). 1. Safety: Providing safe services for service users and staff 2. Clinical and cost effectiveness: Achieving quality outcomes that use the best available evidence 3. Governance: Taking responsibility for the way we deliver our services 4. Patient and carer focus: Involving and listening to everyone when shaping our services 5. Accessible, responsive and socially inclusive care: Endeavouring to deliver personalised services that match the best performance in health and social care 6. Care environments and amenities: Nurturing people s health within the best possible care environment 7. Public Health: Treating and improving people s health and well-being in order that they may make a valued contribution to their community 8. Optimise workforce capacity and capability: Staff have the knowledge, skills and competences that will empower them to provide high quality, responsive, patient centred care 9. Promote independence: Supporting service users to live as independently as possible Being a Foundation Trust What is a Foundation Trust? Foundation Trusts are still part of the NHS, but unlike ordinary NHS trusts, they have thousands of Members and a Board of Governors who represent the Members and 6

7 advise the Board of Directors. Foundation Trusts are a new type of organisation run as independent public benefit corporations similar to mutual organisations such as the Co-op or building societies. The key difference is that NHS Foundation Trusts are run locally. By being a NHS Foundation Trust it means control is transferred away from the government to the local community. Staff, patients, service users, carers, partner organisations and the public all have the opportunity to become members, and thereby the owners, of the Trust. This brings lots of benefits: Local Ownership the public, by becoming Members, do have a much greater say in how services are run. Local Involvement Members and Governors have a much greater say in shaping the direction and management of the Trust and ensure that people have the same access to the same high quality services whatever their background or circumstances. Local Employment NHS Foundation Trust status helps the Trust to attract, train and retain high quality staff in Lincolnshire. Local Partnerships the Foundation Trust Board includes nominated Governors from stakeholder organisations, which will help create stronger, more responsive partnership working. Local Financial Controls NHS Foundation Trusts are subject to less financial controls from the Government. A Foundation Trust can carry forward any surpluses at the end of each year, putting the extra money back into local services and investing in future service development. Being a Foundation Trust helps us to promote mental health and reduce stigma. Becoming a Member Lincolnshire Partnership NHS Trust became a NHS Foundation Trust on 1st October 2007 and invites you to become a member. Mental ill health can affect anyone at anytime, which is why the Trust wishes everyone to have the chance to be involved in how local mental health services are run. As a Foundation Trust, the Trust has adopted a new style of working. Foundation Trust Members, recruited from the local community, joining in deciding how the Trust 7

8 will improve services. The Trust plans and delivers services with local people, rather than giving them what is thought to be best for them. The Trust hopes that you, along with thousands of other people, will want to become involved with the Trust s work by becoming a Member or perhaps by joining the Board of Governors, which advises the Trust s Board of Directors. The Trust needs as many people as possible to become members so that a wide variety of different views are captured. It is important that everyone is represented in the Foundation Trust no matter what their background, age race or gender. How much time is taken up by being a member depends on you. You may want to receive information from time to time and vote once every three years to represent you on the Board of Governors. However, you may wish to become actively involved in members events and be consulted on matters of interest. There are no subscriptions or charges to becoming a member. Board of Governors Every NHS Foundation Trust has a Board of Governors who are there to represent the views and opinions of members. The Board of Governors is accountable to the local community and the NHS Foundation Trust members. The Independent Regulator (Monitor) oversees the functioning of the organisation and they are ultimately accountable to Parliament. Governors stand for a maximum term of three years and are either elected by members or appointed from our partner organisations (including the University of Lincoln, Lincolnshire County Council and Lincolnshire Police). Governors work in partnership with the Board of Directors (which is responsible for the day-to-day running of the Trust and its strategic development) and agree what needs to be done to meet the needs of the community. The Board of Governors link the Board of Directors to the membership and 8

9 community. What do Governors do? Governors have a very important role and undertake a range of functions through committees, task groups and workshops. They: represent the interests and views of local people and raise member s concerns attend meetings (currently a minimum of 3 per year) and other meetings if necessary are ambassadors for the Trust and sometimes go on community visits agree the future of the trust by providing views to the Board of Directors what sort of organisation the Trust will be and what sort of services it will provide appoint or remove the chair and other non-executive directors of the Trust and approve the appointment of the chief executive scrutinise the Trust s performance to ensure that agreed plans are carried out properly receive annual reports and accounts There will be 36 governors, made up of: 8 Public Governors covering: North Kesteven, South Kesteven, East Lindsey, West Lindsey, Boston Borough, South Holland, Lincoln City, Outside of Lincolnshire (elected) 6 Staff representatives (elected) 13 Service User and Carer Governors (elected): 3 Adult Mental Health and Social Care 2 Child and Family Services 2 Older Adults Mental Health Services 2 Primary Care Mental Health Services 4 Carers 1 Primary Care Trust representative (appointed) 1 Practice Based Commissioners representative (appointed 2 Lincolnshire County Council representatives (appointed) 1 District Councils representative (appointed) 9

10 1 University of Lincoln representative (appointed) 1 United Lincolnshire Hospitals NHS Trust representative (appointed) 1 Lincolnshire Police representative (appointed) 1 National Offender Management service representative (appointed) The Chairman of the Board of Governors is also the Chairman of the Board of Directors. Members of the Board of Governors are not paid to undertake their role it is carried out on a voluntary basis, although members will be eligible to expenses for travel related to being a member of the Board of Governors. For more information about Foundation Trusts, becoming a member or a Governor, please visit the Trust website: 10

11 2. Health and Safety at Work The Trust recognises its duties and responsibilities as an employer under the Health and Safety at Work Act 1974, the Management of Health and Safety at Work Regulations 1992 and the Workplace (Health, Safety and Welfare) Regulations Although the overall responsibility for health and safety rests with the Trust, it recognises that managers, supervisors and staff at all levels are required to accept their responsibility for implementation of the policy as far as it affects their working environment. It is ultimately the responsibility of the individual to ensure that they attend all mandatory training courses. Risk Management Strategy The Trust s risk management policy aims to create a co-ordinated, systematic and focussed framework for the management of risk within the Trust. Details can be obtained via the Trust website under policy number RM02. You have a basic duty to take care of your own health and safety and that of others. In particular you must: Co-operate with the Trust and your colleagues in the observance of safe working practices Carry out assigned tasks and duties in a safe manner in accordance with instructions, approved safe working practices and any relevant safety procedures or directives Consult your line manager if you become aware of unsafe conditions or practices, or you are in doubt about the safety of any situation Set a good example at all times 11

12 If any accidents and incidents do occur you must report them to your line manager so that they are recorded and so that the appropriate action can be taken and support offered. Report to your line manager: Any accident resulting in personal injury Any near miss incident that could have implications for safety Any hazard or fault that comes to your attention during the course of your work Any recommendations you may have for improving existing working practices Stress Mental health problems account for the loss of over 91 million working days per year. Stress related sickness absence costs an estimated 4 billion annually. Mental health problems have many causes, including factors at work, as well as in the outside world. The Stress in the Workplace Policy (PER 40) aims to provide a framework for identifying and handling stressors in the workplace and is intended to apply equally to all staff. Mental health problems and stress can affect anyone regardless of their position in the organisation. The Mental Health in the Workforce Policy (PER/26) is intended to apply equally to all employees of Lincolnshire Partnership NHS Foundation Trust and should be read in conjunction with the Trust s Equality and Diversity Procedures on the Trust s Intranet. If you feel that your situation is work related you should discuss it with your line manager if at all possible. If you do not feel that you can discuss the matter with your line manager you can contact the Occupational Health Advisor or contact one of our counselling services. It is the responsibility of The Trust, as an employer, to prevent, as far as possible, those risks to mental health that arise from the workplace and to provide a 12

13 supportive working environment to those experiencing or recovering from mental ill health. Fire Precautions Staff should familiarise themselves with the Trusts Fire Precautions Policy (HS/02) and with your departmental procedures. In all Trust premises there will be an established procedure to be followed by all staff in the event of fire and fire alarms. Fire procedures will be particular to the nature and requirements of the individual sites but the principle objective is to achieve a rapid and effective response to all fire alarm emergencies. It is too late to learn the procedure when the fire breaks out so look and learn NOW! Although the procedure may vary between sites the general procedure for action in the event of a fire is: Stay Calm: The first few minutes after a fire has been discovered are critical. Think clearly and remember the procedure. Sound the Alarm: Follow the instructions for your department. Evacuate: Persons in the immediate fire area must be moved to a safer location Close Doors: Close doors and windows in the fire area to help stop the spread of smoke and fire Fight the Fire: Small fires quickly become large fires, so providing it is safe to do so fight the fire with equipment provided. If in doubt leave it for the fire brigade. All staff have duties and responsibilities in respect of fire safety. You are required to attend annual fire safety training. Display Screen Equipment The policy relating to the use of display screen equipment forms a part of the Trust s overall policy to health and safety in the workplace and should be read in conjunction with other relevant policies and procedures. The policy has been introduced to enable the Trust to comply with its statutory obligation following the introduction of the Health and Safety (Display Screen Equipment) Regulations To secure the health and safety of workers insofar as is reasonably practicable, the Trust will, in consultation with staff and their representatives: 13

14 Carry out an assessment of each workstation taking into account the display screen equipment, the furniture, the working environment, and the staff member Take all necessary measures to remedy any risks found as a result of the assessment Take steps to incorporate changes of task within the working day, to prevent intensive periods of on-screen activity Arrange for free provision of eye tests to staff designated VDU users at their request Advise existing members of staff, and all persons applying for work with display screen equipment, of the risks to health and how these are to be avoided Smoking at Work The Trust, in exercising its statutory role in promoting and maintaining the health of the community, has a duty to extend its health philosophy to the work environment that it manages. The smoking policy (HS/21) is issued in order to promote, protect and improve the health of staff, patients/service users, visitors, contractors and any members of the public who access The Trust s services, through avoiding unnecessary illness caused by smoking. The Trust actively supports a smoke free policy. The policy applies to all staff without exception and prohibits smoking in buildings or grounds owned by the Trust, or in leased/pool/privately owned cars whilst being used for Trust business. Any employee or patient/service user of The Trust who wishes to stop smoking permanently is encouraged to contact the Phoenix Stop Smoking Service for assistance: Phoenix Stop Smoking Service, Health Communities, Witham Park, Waterside South, Lincoln. LN5 7JH 14

15 Tel: ID Cards and Badges ID badges are issued post appointment by the Lincolnshire NHS Registration Authority, Information Governance department at Orchard House who can be contacted on When you are issued with an identity card or badge you must either wear it or carry it with you at all times while at work. 15

16 3. Conduct at Work As staff represent the Trust to service users, carers and the public, the highest standards of performance and conduct are expected at all times. Every member of staff has a role to play in achieving and sustaining high standards. The Trust sets standards for your behaviour at work through a number of different policies and procedures. Equality and Diversity Working with diversity is recognising and valuing the uniqueness of oneself and others on the basis of race, gender, culture, age, sexual orientation, religion, language, socio economic status, education, style, personality, family status and physical and mental health. The Trust is committed to equality and diversity and will promote equal opportunities regardless of race, gender, disability, age, faith or sexual orientation, in the delivery of its services and employment of staff. The aim of the Equality and Diversity schemes is to ensure that no job applicant or employee receives less favourable treatment on the grounds of sex, sexual orientation, marital status, colour, race, nationality, ethnic or national origins, creed, religion, disability, age or trade union membership, or is disadvantaged by conditions or requirements which are not justified by the job to be done. The Trust has a duty to identify and eliminate discriminatory practice and promote equality of opportunity in employment and service provision. The Trust currently has in place equality schemes and action plans and is working to embed the ethos of equality and diversity into the culture of the organisation. The Trust has recently established an Equality and Diversity task and finish group, made up of staff, managers, service users and other key stakeholders who have been tasked with taking the Equality and Diversity initiative forward for the Trust. The group meets bi-monthly and is guided by legislation and best practice, the team will be ensuring that the Trust has robust and proactive Equality and Diversity plans in place. This group is tasked with organising and promoting diversity events across the 16

17 Trust and implementing new schemes and policies to help take this forward. The Trust plans to introduce mentoring schemes, staff networks which will feed back to the Trusts their idea and experiences of working in the Trust, DDA reasonable adjustments support, training and development opportunities, events and activities; as well as establishing links with local groups in the communities to promote the Trust and enable it to consult with its diverse local population on the services it provides. Throughout the year the Trust will be welcoming your input to all the above activities to meet the Equality and Diversity agenda. If you would like to get involved and champion Equality and Diversity please contact the Diversity Team on Further details of events and Equality and Diversity initiative and polices can be found on the Trusts intranet under the Equality and Diversity section. The diversity work also involves supporting staff who feel that they have been bullied, harassed or discriminated against in the work place. Please contact the diversity team for more information. Disciplinary Procedure (PER/ 17) The Trust is committed to encouraging all staff to achieve and maintain high standards of conduct at work. The Disciplinary procedure sets the standards of conduct at work and provides a framework within which management action may be taken to ensure these standards are met and maintained. If ever performance and/or conduct appear to be inconsistent with these standards, this procedure will be applied consistently and equitably to all employees of the Trust. Whistle Blowing (PER/19) This policy takes into account the provisions of the Public Interest Disclosure Act This policy is designed to enable all Trust employees to raise concerns internally and to disclose information that the individual believes shows malpractice. Its main objective is to create an environment and an easy to understand procedure whereby staff can raise any concerns, safe in the knowledge that you will not be at 17

18 risk of losing your job or suffering any form of retribution providing you have acted in good faith. The Trust would rather you raised the matter when it is just a concern rather than waiting for proof. The Trust is committed to taking all possible steps to prevent and eliminate fraud, corruption or any other malpractice, and it is essential that all Trust employees recognise their contribution to this goal and report any concerns. Individual and Collective Grievance Procedure (PER/18) The Trust recognises that in the course of their employment individual staff or groups of staff collectively may at times feel aggrieved. The Trust expects that normal dayto-day management should deal with the majority of such issues without the need to enter into formal grievance procedures. The Trust encourages staff to discuss any problems associated with their employment with their line manager in the first instance or contact the Human Resources department or use the Trust s Mediation service (please contact the Equality and Diversity Lead). However, it recognises that this may not always be appropriate or may not resolve the problem and therefore there may well be instances where the formal procedure needs to be utilised in the interests of maintaining good employee relations. Personal Relationships Policy (PER/33) The Trust policy regarding personal relationships is designed to encompass and protect both individual staff members and service users whilst taking into account inclusively and equality issues. The policy is based upon guidance produced by a number of professional regulatory bodies and covers both personal relationships with service users and colleagues. The Trust acknowledges that under certain circumstances social relationships of a therapeutic nature as part of an agreed therapeutic plan of care are encouraged. However, personal relationships with service users are generally considered unprofessional. The Policy outlines the procedure that must be followed concerning personal relationships with service users including notifying your line manager so that supervision can be used to regularly discuss and explore any potential boundary conflicts. 18

19 Professional Registration Policy (PER/34) It is the responsibility of individual registrants to ensure that they maintain their professional registration. Registrants will be advised by their managers that their registration is due, as well as being advised by their own professional body. Registrants must renew their registration before registration lapses, and must evidence this renewal to their manager. As part of the nationally negotiated 2007 NHS Pay Award, it was agreed that an allowance of 38 will be made to support the payment of clinical registration fees for those clinical staff where registration with one of the regulatory bodies is mandatory in order to practice. This payment will be made to appropriate staff in Bands 5 to 8A inclusive. Payment will be made from November 2007 each year to November 2010, when it will be reviewed. The following staff groups are required by law to register: Qualified Pharmacists Royal Pharmaceutical Society Qualified Psychiatrists General Medical Council Qualified Nurses Nursing & Midwifery Council Qualified Occupational Therapist Health Professionals Council Qualified Social Workers General Social Care Council Qualified Physiotherapists Health Professionals Council Qualified Art Therapists Health Professionals Council In the event that a member of staff s registration should lapse, they must immediately advise their manager of that situation, and must not work as a registered practitioner and pay will be adjusted accordingly, until such time as their registration is properly renewed. Computer Use Policy (COR/09) The Trust recognises that the correct use of computers can support the provision of high quality patient care, promote the safe and effective use of resources and protect the Trust s data and assets. 19

20 All computer users have a responsibility to: Ensure that computers are secure Protect information on computers from loss Use in accordance with this policy Use the Internet and NHSNet in accordance with this policy, and Ensure that the use of personal information complies with the data protection and confidentiality principles Use of Trust and Internet The provision of and Internet is provided to support the work of staff members and the Trust encourages staff to use the Internet as often as possible. The use of and Internet for personal purposes is not forbidden, but is subject to local management control and must be kept to a reasonable level to avoid loss of productivity. The use of Trust computers should also not be used for private, non- Trust business. The use of the Internet to access material that may cause offence (e.g. viewing/downloading of offensive material) or bring the Trust into disrepute is forbidden, and may result in disciplinary action against the perpetrator. Any employee involved in the downloading and transmitting of obscene material will be committing a criminal offence. Telephone Use You may use your work telephone to receive and make personal calls if they cannot be avoided. However, calls should be kept to an absolute minimum. Drug and Alcohol Misuse Policy (PER 04) The consumption of even a small amount of alcohol or limited substance misuse can, by virtue of the employee s occupation, pose a risk to the individual, work colleagues, service users and carers. It is the responsibility of all employees to take reasonable care to ensure the health and safety of themselves and others who may be affected by their acts or omissions. 20

21 The Trust, like any other employer, is likely to be faced from time to time with employees who are suffering from alcohol or substance misuse. The Drug and Alcohol Misuse Policy gives guidance to enable the problem to be handled in a fair, consistent and appropriate manner. Accepting Gifts In responding to offers of gifts or hospitality from contractors and others, Trust staff should act as follows, for those articles of low value, e.g. diaries and calendars, need not be refused, and modest hospitality such as lunches in the course of working visits, may be accepted, provided it is reasonable in the circumstances. In case of doubt, an individual should either politely decline or consult their line manager. Where it is agreed that an offer is in the wider interests of the Trust, the approval of the director or head of service must be obtained. Details are to be conveyed to the Director of Performance and Corporate Affairs, who will record them in a central register as required by the NHS Code of Practice on Business Conduct. Outside Employment and Private Practice What you do in your own time is your concern. However, it must not interfere with your work and you must not put yourself in a position where your work and your private interests conflict. Before engaging in any outside employment employees are required to obtain the written consent of the Associate Director of Human Resources, which will not unreasonably be withheld. No private work should be carried out during NHS working hours. This includes: clinical work, writing private reports, writing books, training, consultancy, administration, telephone calls or any other activity for which the employee is paid by someone other than Lincolnshire Partnership NHS Foundation Trust. No use should be made of Trust facilities for employees additional paid work including computers, telephones, fax machines, rooms, stationary, system or anything else belonging to the Trust. Employees should not use letterheads or business cards employing Trust addresses, 21

22 telephone, fax numbers or addresses, or advertise their services using these. External teaching and training activities should not be carried out without the agreement of the Line Manager. If these are carried out in NHS time, any payment made should be to the Trust. Confidentiality The Trust stresses that the nature of much health and social care work is confidential and that no such confidential information may be divulged to unauthorised persons or agencies without the consent of the Trust. Any unauthorised disclosure of confidential information relating to patients, staff or the Trust s business may lead to disciplinary action being taken against the employee concerned. The guidance contained in EL (93)51, published 8 June 1993, guidance for staff on relations with the public and the media will be followed together with the provisions of the Public Interest Disclosure Act In addition to the Confidentiality and Data protection policy all staff should adhere to the Records Management policy (RM/06) and the Freedom of Information policy (COR/22). 22

23 4. Performance & Career Development For the Trust to deliver its services it needs a workforce that has the required skills, knowledge and attitudes, and which can continuously adapt to improve service delivery and to meet the challenges and changes faced. The Trust sees training and development as an essential investment in its own future and recognises that carefully planned and well delivered training and development increases efficiency and effectiveness at individual, team/unit and service levels, and most importantly results in improved service delivery. Investors in People The Trust has been accredited with the Investors in People standard. Meeting the standard for Investors in People is about making sure the Trust is committed and is able to demonstrate its commitment to the continuing development of its staff. Our staff are our most valuable assets and key to service delivery, development and improvement. The value of working towards the standard ensures the Trust is actively trying to meet a standard of quality relating to aligning service objectives with staff development. The formal review of the Investors in People Standard takes place three yearly and in addition to this we undertake an internal Trust review annually. This ensures that we continue to meet the required quality standards. If you require any further information regarding this please contact Marie Wheatley, Assistant Director of Training and Development. Induction Your training and development begins at induction. You are required to attend the Trust s formal two-day induction and to receive a documented local induction. Your line manager will identify the initial training and development you need to attend to undertake your role. Training All employees have an equal right to training and development opportunities to enable them to fulfill their role requirements and meet their Knowledge and Skills Framework competencies Training and development needs will be identified with individual employees through the Trust s appraisal process and will be outlined in an individual Personal Development Plan in line with continuing professional development requirements. The online Training Prospectus lists all current available courses and can be accessed at 23

24 Mandatory training All staff employed by the Trust are required to attend all mandatory training specific to their post and it is their responsibility to ensure they attend. The manager has the responsibility to ensure staff are aware of the need to attend the appropriate training, to facilitate attendance on the training and have a system in place to check all staff that they have management responsibility for, have attended the required training. The core mandatory training required for each posts can be found in the Trust s online Training prospectus. You will also complete with you line manager during your local induction a mandatory training grid documenting your specific mandatory training requirements. Continuous Staff Appraisal and Development Staff appraisal is part of the Trust supervision system. The Trust ensures all staff have the opportunity to have an annual appraisal and a personal development plan (PDP). The aim of which is to ensure that all staff: Receive recognition for their contribution to service delivery Have clear individual objectives and are aware of the expectations of them Understand how they contribute to the Trust s objectives Are able to identify themselves with the organisation Have their individual needs for training and development agreed to comply with their Knowledge and Skills Framework competencies which are then fed into Service Training Plans Are given regular feedback, in a positive and supportive manner, on their performance Supervision (PER/23) All staff employed in the Trust receives regular management supervision and feedback. The purpose of supervision is to maintain the provision of quality services to service users. The Trust has a responsibility to ensure that services are high quality, effective and efficient. This responsibility includes: Quality accountability Managing risk Carrying out business objectives The Trust has a responsibility to ensure staff are trained and supported and have the correct skills to carry out their required role. There is also a need to ensure that practice is developed and maintained using available evidence and that staff are competent and effective in service provision. In order to support all of these requirements the Trust has a policy that facilitates the following provisions. 24

25 Managerial supervision All staff should have an identified line manager who, in addition to fulfilling a day-today responsibility for supervising the work of their staff, will provide a regular and planned opportunity for staff to discuss their work on an individual or small group basis. Clinical supervision All staff who provide direct care to service users are required to undertake reflective practice as a means of continuous quality improvement. There is a requirement to undertake this as a formal agreement in the Trust and this is referred to as clinical supervision. Reflection can help to develop skills and knowledge. It is an integral part of lifelong learning. It should be available throughout a career, enabling constant evaluation and improvement of service user and client care. Formal reflective practice aims to bring practitioners and skilled supervisors together to reflect on practice, to identify solutions to problems, to increase understanding of professional issues and to improve standards of care. All staff in the Trust, who have direct involvement in service user care have the right to discuss, reflect and develop their work using a confidential formal reflective practice avenue All staff involved in direct service user care will participate in clinical supervision for a minimum of ten hours annually. The practitioner and supervisor will have protected time to undertake practice supervision. 25

26 5. Pay and Expenses The Payroll Department The payroll department is part of Lincolnshire NHS Shared Services based at Gervas House, Long Leys Road, Lincoln, LN1 1EJ. You will either have had, or will soon receive, a letter from the payroll officer responsible for your pay telling you who they are, when you can contact them, and giving their direct dial telephone number. The department is open between 8.30am and 4.30pm, Monday to Friday. Payscales The Agenda for Change current pay scales can be accessed via the NHS Employers website (link below). The NHS Employers and NHS Staff Council nationally determine the pay rates. All medical Doctors will be employed under their respective national terms and conditions and pay may vary accordingly. The Trusts pay dates can be accessed on the Lincolnshire Shared Service website via the following link Allowances and Expenses The Trust will reimburse you for any additional expenses you may incur away from your normal work base on travel, meals or overnight accommodation whilst doing your job, as long as the additional expenditure is approved in advance and is supported by the appropriate receipts. Expenses must be claimed on the appropriate travel and subsistence claim form. Travel Allowances If you have to travel in the course of your job the Trust will reimburse you at the relevant transport rate. Payment of travel claims is made via payroll. You should always use the most efficient method of transport taking into account cost, 26

27 environmental issues and the needs of the service. Deadlines As the payroll department have to prepare weekly and monthly pay in advance of the payday, there are strict deadlines that have to be meet for completing input work. As a result, timesheets, claim forms, change of bank or other details must be received by the payroll department as follows: Weekly pay am on Mondays Monthly pay - by the 7 th of the month following the month to which they relate (e.g. time sheets for June must be received by the 7 th July) some months it will be necessary to change the cut off dates and notification will be sent by e.g. December. Unfortunately, information received after these times may not be processed until the following week or month. Essential Information Please be sure you have completed an EF1 form (Notification of Appointment form). This is the form you complete giving details to enable a payroll record to be set up for you, and to enable you to be paid. Unless we receive this form, we cannot pay you. So if you haven t completed an EF1, or are not sure whether you have or not, please contact the Human Resources department as soon as possible, to avoid any delay in paying you. If you have received a P45 from your last employer, please make sure it is sent to the payroll department. This will ensure you do not overpay income tax. If you do not have a P45, then don t worry, as we will send you a P46, which asks for details about your employment. Please complete this form and return it to the payroll department as soon as possible. Within a few weeks, the Inland Revenue should notify your correct tax to you and us, and any tax overpaid will be refunded to you. 27

28 6. Working Hours Hours of Work Under Agenda for Change NHS Pay, Terms and Conditions, hours of work are set at 37.5 per week for full time staff. Some staff will however still be receiving hours protection following their assimilation across from their old NHS Whitley Council. The Trust also still employs a small minority of staff on their existing local pay, terms and conditions, whose standard full time hours may also vary per week. You will have received details of your normal working hours and working pattern as part of the appointment process and contract of employment. Some staff may also be required to undertake on-call duties as part of their work; once again this should be specified within your contract of employment. All medical doctors will be employed under their respective national terms and conditions and hours of work may vary accordingly. Flexible Working The Trust is committed to improving the working lives of staff and helping them to achieve a balance between the demands of their jobs and personal responsibilities. By far one of the greatest opportunities for staff to improve their work-life balance is by utilising the variety of flexible working options available across the Trust, such as team based self-rostering, part-time working, job-share, term-time only, career breaks etc. Flexible working arrangements allow staff to balance home and work life whilst enabling the Trust to recruit and retain skilled staff; raise staff morale, reduce absenteeism and respond to changing market conditions more effectively. The Department of Health document Improving Working Lives outlines the Government s commitment to ensuring staff in the NHS achieves a healthy work/life balance. 28

29 Flexible working arrangements may be needed at a certain time within your working life to flex hours up or down or to change your working pattern according to personal circumstances. In accordance with the Employment Act 2002, since April 2003 employees who have 26 weeks service and who have a child under the age of six or a disabled child under the age of 18 have a statutory right to apply to work flexibly. The Trust has a duty to consider the application fairly and equitably. The Flexible Working Policy has been developed so that all Trust staff with 26 weeks service have an equal opportunity to apply to work flexibly. Staffs have the right to request a change in their working pattern and they also have a responsibility to consider the impact on other staff members and Trust services. Staff do not have an automatic right to change the way they work. Staff affected by the flexible working arrangements of others have the right to be consulted, although they also have a responsibility to consider the needs of other team members. The Flexible Working policy (PER/07) can be found on the trust websites and applications can be made by completing the Flexible Working Application form to the rear of the policy. 29

30 7. Leave Annual Leave The leave year runs from 1 April to the succeeding 31 March. If you wish to book annual leave, you must check with your line manager before you make any holiday arrangements to ensure that it is convenient for you to be away. Having checked with your line manager you should fill in your leave card and give it to your line manager for recording your leave. Under Agenda for Change annual leave is calculated in hours, and all full time staff are entitled to the following annual leave: Length of Service On appointment After 5 years service After 10 years service Annual Leave and General Public Holidays hours + 60 hours (27 days + 8 days) hours + 60 hours (29 days + 8 days) hours + 60 hours (33 days + 8 days) Annual Leave Entitlement tables can be downloaded from the LPT Intranet. General Public Holidays are additional to annual leave entitlement (unless otherwise expressed in your contract of employment) and staff who are required to work on these days will received the appropriate rate off pay and/or time off in lieu as appropriate. Employees may carry forward to a following leave year or bring forward into their current leave year up to five days or 37.5 hours (Pro-rata for part-time workers) their leave entitlement. Additional days or hours may be transferred with approval of their 30

31 manager however this should only be in exceptional circumstances. Special Leave (PER/12) The Trust recognises that problems at home can and do occasionally impact upon work life. The Special Leave Policy is designed to give you time off for domestic, personal and family matters when an urgent need has arisen e.g. Bereavement. Leave for Civil and Public Duties The Trust will make available special leave with pay to staff required to be absent from duty for essential civic and public duties. Family Leave (PER/29)(this has now been amalgamated with the Maternity Policy PER16) The Family Leave Policy forms part of the Trust s commitment to Equal Opportunities in Employment for its staff. The policy provides guidance for staff where leave is needed for family reasons such as paternity leave, adoption leave, parental leave and career breaks. The policy is designed to foster an open and approachable culture where you can balance the needs of home and work whilst being actively supported by the Trust. Paternity Leave Paternity leave applies to both an adoptive parent and birth parent who are not receiving adoption and maternity leave respectively. Provided the employee has had 26 weeks of continuous employment with the Trust at the beginning of the 14 th week before the expected week of childbirth or confirmation of adoption match, the employee is entitled to a maximum of 15 working days paid paternity leave (pro-rata for part-time staff). Adoption Leave Adoption is an important service in the community and it is recognised that the needs of adoptive parents are at least as great as those of natural parents in establishing a relationship with the child and in developing new routines. Indeed, they can be 31

32 greater when, as frequently happens, adoptive parents have only a few days notice of a child s arrival or where the child is older and may have had a difficult family background as well as several changes of foster parents and children s homes. The adoption leave scheme is therefore to enable an employee who wishes to adopt a child to take a period of leave to help the child settle into the family and adjust to new circumstances. Adoption leave mirrors the maternity leave provisions, further information can be found on the Family Leave Policy, which can be downloaded from the Intranet under HR Policies, or contact the HR department for a copy. Parental leave Parental leave was first introduced to give parents of children born or adopted the right to take a period of unpaid time off work to look after a child or to make arrangements for the child s welfare. Parents can use it to spend more time with children and to strike a better balance between their work and family commitments. Qualifying conditions An employee must have one year s continuous employment with the Trust and the employee must have, or expect to have, responsibility for the child who is either; A child under 5 A disabled child under 18 An adopted child (under 18) within five years of placement Notice requirements 21 days notice of the intention to take leave must be given to the service/line manager. Unless the leave is due to commence immediately after the birth (or adoption) of the child, the Trust may postpone leave by up to six months where the leave would cause disruption to the service levels of the Trust. The service/line manager, the appropriate director and the director of HR will make this decision jointly. Entitlement 13 weeks leave, 18 weeks for parents of disabled children, in respect of each child. 32

33 This may be taken in long or short blocks. For able-bodied children the leave should be taken in blocks of one week. A maximum of four weeks can be taken in any year in respect of each child. Employment Break Scheme The career break scheme provides the opportunity to take leave from employment for a career break of specified duration and to return to work at the end of the period. Such breaks shall be unpaid. The scheme reflects the importance, which the Trust attaches to arrangements for securing and retaining scarce skilled staff, and the unit s commitment to the principle of Equal Opportunities. In all cases, the precise details of the arrangement shall be subject to agreement with the individual, set out in writing and signed by both parties. The scheme shall be open to any employee, whether full of part time, having continuous employment with the Trust of twelve months or more. The range of qualifying circumstances shall include family and domestic reasons such as care of children or dependent relatives, educational activities, research projects or the undertaking of special work assignments or projects. It shall not, however, be used to enable the individual to undertake paid employment for another organisation, except where expressly agreed. In considering whether to grant a request for a career break, regard shall be had to such factors as the needs of the service, the attendance record and work performance of the applicant and the detailed circumstances surrounding the application. The maximum length of career break shall be five years and the minimum not normally less than one year. The arrangements shall include provision for the employee to maintain contact during the period. 33

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