Using Resources Better
Specifically for staff who have increased efficiencies in the way they work or deliver services more effectively.
This small team identified the need for immediate action given some staff had been absent for over one year. This w...
This small team identified the need for immediate action given some staff had been absent for over one year. This was not only impacting on the services being the highest sickness absence rates across NHSGGC but was also impacting on the staff who were trying to manage across the services.
They initiated a meeting with People and Change Managers and the team came up with the idea of hosting a sickness absence clinic in West Dunbartonshire, whereby staff could be fast tracked into a clinic to receive immediate support and also initiate planning for their return to work by supporting them with packages to aid them back into the workplace quickly.
The main objectives are to ensure an HR presence is available for anyone meeting a long term absence trigger. The same HR representative supports the clinic to ensure consistency of support and advice to employees and also to support ward and team managers.
Employees receive a dedicated, focused and inclusive approach to their absence management focusing on their overall wellbeing.
This project has been significantly successful. Statistics provide evidence confirming the success of this work. For example, since December 2016 West Dunbartonshire HSCP have reduced sickness absence from 33 per cent in their wards to a current rate of 5 per cent. In the main community mental health teams they have reduced sickness absence from 215 in December 2016 to a current rate of 6 per cent.
This is an innovative and creative piece of work that has without a doubt changed the culture and ethos of absence management across West Dunbartonshire mental health services.
This is a first of its kind across the NHS and is a positive piece of work that has numerous benefits in terms of staff learning, workforce improvement and also financial reduction, given they are not so reliant on agency staff to support their sickness absence areas.
Laura and Noelle developed and implemented a strategy promoting the NHS as a great place for young people to work. F...
Laura and Noelle developed and implemented a strategy promoting the NHS as a great place for young people to work.
For the past six years they have worked tirelessly to promote NHSGGC to the next generation of employees, to provide sustainable solutions to address workforce skills shortages and to create worthwhile employment opportunities for young people.
They have been particularly successful in working with partner agencies to support young people from under-represented groups and minorities to access placements, programmes and opportunities which support young people and adults seeking employment particularly those in target groups, including:
To date the team have recruited 175 modern apprentices across 15 frameworks and designed and delivered, with support from the Practice Education Team, a Healthcare Assistant Training Programme for young unemployed people.
In the last 18 months, 19 young people have completed the programme and successfully taken up employment within NHSGGC.
Laura and Noelle truly are an inspiring team and always go the extra mile to reach out to young people and have consistently delivered new ideas and innovations for the past five years . They are excellent at creating partnerships with other agencies to get the best possible outcomes for young people and NHSGGC.
The team facilitated access to NHSGGC clinical data for organ donation and transplant staff from other Health Boards ...
The team facilitated access to NHSGGC clinical data for organ donation and transplant staff from other Health Boards in Scotland
They designed a bespoke training package and also provided secure access for intermittent visiting specialist nurses from other Boards avoiding the need for frequent password updates. This makes the process of communication during the delicate discussions about organ donation that bit easier and safer for the staff.
This adds to a better outcome for patients and families as the specialist nurses have direct access to relevant clinical data which helps to minimise timings and risk for patients.
The attitude and approach from the IT director and from the staff who delivered training and the technical expertise for the project was universally positive.
William Edwards, director of eHealth, said: “The 'can do' style was refreshing and uplifting. In these times where the news about the NHS is often about what goes wrong, it is a pleasure to praise the positive achievements of a team who deliver vital services but do not often feature in the good headlines.”
Feedback from staff out with GGC has been that the training is first-class and that the access systems have been made easier for visiting specialist nurses who have a difficult and stressful job to do.