Foundation Programme for New Managers and Supervisors

1. Foundation Programme for New Managers and Supervisors

2. Domestic Arrangements

3. Learning Outcomes By the end of the programme you will be able to, • describe the vision and values of NHS Greater Glasgow and Clyde • support and develop your workforce through induction and Personal Development Planning and Review • define your responsibilities in managing Health and Safety • understand your role in countering fraud in the health service • articulate the effect of Equality and Diversity on all aspects of the manager’s role and its impact on the organisation • outline your role and responsibilities in relation to Staff Governance and Information Governance • understand our Partnership arrangements with Trades Unions and Professional Organisations • access further detailed information on a range of HR polices and processes This programme may link to your KSF Outline in the following dimensions, C1 – Communication, C2 – Personal & People Development, C3 - Health, Safety & Security, C5 – Quality, C6 - Equality & Diversity, G6 – People Management

4. Information Pack Introduce and supplement the programme • organisational information • session descriptors • further key topics • additional resources

5. Staff Health and Wellbeing We have a duty to be proactive and try to prevent ill health and we also need to be reactive and manage issues efficiently by being supportive of our staff. A Healthier Place to Work – extensive information and resources to support your health and wellbeing Your Health(StaffNet)

6. www.nhsggc.org.uk/sis sis@ggc.scot.nhs.uk

8. Induction Governance Ernie ElliottSenior Learning and Education Advisor

9. Outcomes By the end of the session you will, • Identify the drivers that support induction governance within NHS Greater Glasgow and Clyde • Understand the manager’s role as a facilitator of induction • Understand the Health Care Support Worker Mandatory Induction Standards and the Code of Practice • Identify forms of support to fulfil induction for new starts

10. Why Induction? • Ensure that staff are properly introduced to their new jobs to become fully effective as soon as possible. • Undertake initial statutory and mandatory training. • Make new staff feel welcome. • Minimise concerns on starting a new post. • Plan for future development. • Linked to the KSF Foundation outline where appropriate and the PDP process.

11. Summary of Roles • Line manager is responsible for ensuring that appropriate induction is provided - may be shared with a nominated member of staff. • New member of staff is responsible for the safe keeping of personal checklist and raising any issues with line manager. • Learning and Education will facilitate the development of local induction pathways and maintain and develop the Portal.

12. As a manager you will: • Ensure that induction is co-ordinated, planned and delivered within the required timescale • Ensure that the Steps 1 to 6 of the induction process have been followed, • Induction checklist is completed, • Statutory / mandatory training has been identified • Corporate services are informed when induction has been completed. • Ensure your new start (if working in a HCSW role) meets the HCSW mandatory induction standards • You review and signing off the HCSW Workbook • Employee should complete a declaration of ongoing commitment with the Code of Conduct.

13. Induction Portal Six step process • Welcome and introduction • Checklist Support for managers • Statutory / Mandatory Training • HCSW Information • Sign off and Declaration • Professional and Role Specific Resources Live Demonstration

14. Sign off and declaration • Induction is part of the OPR (Organisational Performance Review) process. Directors receive regular reports on induction completion within their areas. • It is important that you notify us, when induction has been completed. • We also use this information to update employees records on EMPOWER / eESS.

16. The Role of the Manager in Health & Safety Foundation Programme for New Managers, V1, August 2016

17. Objectives • Identify factors that influence accidents • Understand your role in managing health & safety within NHSGGC • Identify where and how to seek additional health & safety support

18. Why prevent accidents & ill-health? There are 3 main reasons: • Moral - we owe a reasonable 'duty of care' to others at work • Economic - insured and uninsured costs • Legal - both criminaland civil

19. Primary causes of accidents Immediate or primary causes of accidents are often grouped into unsafe acts and unsafe conditions. These are caused by: • human error • the environment • inherited attitudes or values (bad habits)

20. Case Study Human factors at play during a large gasoline spillage

21. Managing Health & Safety Health and Safety Executive HSG65: • Plan • Do • Check • Act

22. Plan • Policies • Corporate policies adapted to meet local needs • Board health and safety action plan • Directorate / Sector / Partnership safety plan • Management system • Health and Safety Management Manual

23. Do • Hazard identification • Risk assessment • Involve and empower staff • Encourage incident reporting (DATIX) • Communicate

24. Check • Measure performance • Self audit • Workplace inspections • Incidents • Investigation • Benchmarking • Means of improvement

25. Act Review • Learning • Improving • Ensuring compliance • What have we done well • What could we do better • Who can we share this with

26. NHSGGC Key Result Areas for H&S • Include: • Stress • Violence & aggression • Ergonomics & manual handling • COSHH • Blood borne viruses • Training

27. Additional Support Clinical and non-clinical services: • Health and Safety Team • Violence Reduction Team • Moving and Handling Team • Occupational Health & OH Physiotherapy • Clinical Governance Support Unit • Infection Prevention & Control • Fire Safety Team • Human Resources Policy and guidance documents available on - HRConnect

28. Thank you, any questions?

30. Counter Fraud Services Training for new managers Fraud in the health service. Iain MacMillan Senior Counter Fraud Specialist

31. Agenda • Nature, scale and impact of health service fraud • Fighting fraud is a team effort • Counter Fraud Services • Case studies • Causes of ‘Insider Fraud’

32. The scale of fraud in the health service • NHS Scotland budget £13billion • Procurement fraud costs the NHS at least £69m p.a. • Patient exemption fraud & error costs >£10m • The overall cost is between1-3% (£130m -£390m) • NHSGGC budget £2.6bn • Loss of £26m (at 1%), • or • Loss of £78m (at 3%) What improvements could be achieved with savings on that scale?

33. It takes teamwork Managers & Supervisors Working together to counter fraud in NHSGGC NHS Counter Fraud Services Fraud Liaison Officer (FLO) Policies & Standing Financial Instructions System & process controls

34. PreventionTeam • Educational Workshops/ Presentations • Provide best practice guidance on securing processes • Promoting an anti-fraud culture Fraud Liaison Officer • Employee of NHSGGC • Initial Point of Contact for advice and information • Coordinates initial phase of investigations • Facilitates promotion of fraud prevention activities

35. Investigation Team • Gather evidence & interview witnesses • Interview suspects under caution • Report offences to the Procurator Fiscal Service Intelligence Team • Identify & measure fraud risks • Analyse data & cultivate information/intelligence • Highlight specific threats by publishing ‘Alerts’ Patient Claims Team • Target incorrect dental / opthalmic patient exemption claims • Pursue repayment from patients to refund health boards

36. Counter Fraud Strategy • PreventionPreventing and closing down opportunities • to commit fraud, through awareness raising • and disablement initiatives. Detection Working together with public sector and external organisations to: share information; analyse data to identify risk; and develop proactive approaches to countering fraud. InvestigationInvestigating allegations of financial misconduct and applying all appropriate sanctions where public sector monies are involved.

37. 1. The story of the diligent hard-worker.

38. Spot the red flags of suspicion? • First to start and last to finish • Not taking holidays • Refusing the assistance of colleagues • Reconciliation counts were now done in pencil when using a pen was normal • Periodic ‘two-person’ counts were not done • Treasury checks had just changed from weekly to monthly increasing the amount at risk.

39. What went wrong? • The suspicious behaviours went un-noticed • Line manager should’ve remained involved • Office policy should require cash tallies in pen • Weekly 2-person tallies should be mandatory • Best Practice: • Read the Standing Financial Instructions • Check local policy & SOPs. Do they cover deputising? • Consult finance experts to identify risks • Review policies after adverse incidents

40. 2. The story of the light-fingered pharmacy worker.

41. Could this have been prevented? • Were there observable warning signs missed by colleagues and managers? • Personal password security and segregation • Physical layout created opportunity for goods to be hidden and taken without raising suspicion • Insufficient controls to prevent orders for desirable drugs exceeding maximum ward levels

42. 3. The story of the grieving colleague.

43. Could this have been prevented? • Faster identification & reporting of debt issues • Often short of money for collections etc. • Non-socialiser with colleagues (narcissist?) • Often referred to her art degree - a statement of ‘difference’

44. Why good employees go bad • Examples: • Unresolved workplace conflicts • Perceived injustice e.g. not promoted or reduced pension benefits • Learning bad behaviour from others • Depleted moral self-regulation through accumulated stress • Seek support: • Human resources Business Partner • Your line manager – share their experience

45. Your responsibility • Be observant of staff behaviour (cumulatively). • Intervene early to prevent wrongdoing. • If you spot fraud, report it!

46. Visit the CFS website: http://www.cfs.scot.nhs.uk/ Fraud Liaison Officer: Janet Richardson Head of Financial Governance Janet.Richardson@ggc.scot.nhs.uk 0141 201 (6)4530 Questions • Fraud Hotline  08000 15 16 28

48. Being an inequality-sensitive manager in NHSGGC

49. Cover today • Informed about equality legislation and the duties it places on NHSGGC employers and employees. • Understand the managers role and responsibilities in relation to Equality and Diversity • Know where to access further information and resources

50. SGpolicy NHS GG&C policy Thelaw Changingpopulation KSF Inequality gap Socialjustice Business case Patients’ Rights