Note from our Chief Executive:

“The Trust feels the subject of staff behaviours is very important and, to support positive behaviours, the Trust has decided to incorporate the Nolan Principles into our own LTH Code of Behaviour. In 1994 the Nolan Committee spent six months inquiring into standards of conduct in the public sector, including the NHS. The Committee’s report set out seven principles that need to apply to all aspects of public life. The principles themselves, are listed below and we all have a statutory duty to be aware of, and live by, these principles as public servants.”

Trust Values and Beliefs

Choosing our behaviour is easier if we keep in mind some simple values and beliefs that we can use on a day-to-day basis.

1. Our patients, their safety and well-being are always our first concern
2. We will be open and honest in all of our dealings
3. We will be respectful of each other at all times
4. We will hold our ideas open to challenge and change so that we can learn
5. We will be clear in our purpose, make transparent, evidence-based decisions and act on them
6. We are always willing to account for what we have done
7. We achieve most by working effectively in teams to develop and improve our Trust's performance
8. We use our power to best effect when we empower those around us to act
9. As public servants, we will uphold expected standards of behaviour and the policies of the Trust
10. We lead best by example

With these principles and beliefs in mind, behaviours follow, and we can hold each other to account for the degree to which what we do, reflects what we believe. Some examples of the sorts of behaviours are shown below.

• When a decision has to be made, we find out what patients want us to do
• When something needs to be done, we ask the people affected what they think
• When giving feedback, we'll give it carefully, and thoughtfully, keeping the person's feelings in mind
• We share our ideas and we expect to get comments about them - we modify our ideas on the basis of the feedback we get
• We record our decisions, including the evidence that was used to make them, and we do what we said we would do
• When we do things, we are prepared to explain what happened as a result, and learn
• When we depend on others to get things done, we tell them of what we're doing, and give them a chance to modify it
• If we have something to do that involves a lot of people, we will offer to them the power to act
• If someone asks us what our standards of behaviour are, we can tell them
• We recognise that everything we do gives permission for others to do the same

 

Standards of Behaviour in the Public Sector

Guiding Principles and Useful Sources of Information within the Trust

Why is this important?

Nowadays, conduct in public life is scrutinised more than ever before and there is an absolute need for all members of staff to be open and honest and also to be seen to be behaving in ways that will not attract accusations of impropriety.

The Nolan Principles

In 1994 the Nolan Committee spent six months inquiring into standards of conduct in the public sector, including the NHS. The Committee’s report set out seven principles that need to apply to all aspects of public life.

• Selflessness - Holders of public office should take decisions solely in terms of the public interest. They should not do so in order to gain financial or other material benefits for themselves, their family, or their friends.
• Integrity -Holders of public office should not place themselves under any financial or other obligation to outside individuals or organisations that might influence them in the performance of their official duties.
• Objectivity - In carrying out public business, including making public appointments, awarding contracts, or recommending individuals for rewards and benefits, holders of public office should make choices on merit.
• Accountability - Holders of public office are accountable for their decisions and actions to the public and must submit themselves to whatever scrutiny is appropriate to their office.
• Openness - Holders of public office should be as open as possible about all the decisions and actions that they take. They should give reasons for their decisions and restrict information only when the wider public interest clearly demands this.
• Honesty - Holders of public office have a duty to declare any private interests relating to their public duties and to take steps to resolve any conflicts arising in a way that protects the public interest.
• Leadership - Holders of public office should promote and support these principles by leadership and example.