Skip to content
Home > Staff & Recruitment > HR Connect > Page 3

HR Connect

The local staff awards are popular across all Directorates and HSCPs as they enable all areas to recognise and show appreciation to colleagues who have gone the extra mile. Everyone can give their own examples where amazing care or services have been delivered under hugely challenging conditions and staff have nominated the colleagues who they think most deserve recognition for their stand-out efforts, skills and commitment.

Presentations have been held in each local Directorate and HSCP to award the winners in categories including Employee of the Year, Team of the Year, Leader of the Year, Innovation of the Year and Volunteer of the Year, with the overall winner announced at the Celebrating Success Staff Awards Event on 30th May 2024.

You can find out more about each of the overall winners in each category below, read about the nominees who were shortlisted, and you can also view photos and videos.

The winners were announced live on the night on our social media channels (follow the #ggcawards tag).

Congratulations to all the winners!

Local Staff Award Winners

Acute Services – Clyde Sector

Overall Winner – Royal Alexandra Hospital Stroke Multi-Disciplinary Team

Overall Winner Nominees

Team of the Year

RAH Stroke Multi-disciplinary Team

The Team led the stroke improvement work at RAH, aiming to facilitate timely patient access to Acute Stroke Unit, and implementing a thrombolysis service. This involved partnership working across the multi-disciplinary team, educating and training staff to transition wards into a hyper-acute stroke unit and stroke unit.

Early assessment, diagnosis and treatment significantly impacts outcomes for suspected stroke patients. The redesign enables improved performance, with patients reaching the unit and receiving necessary care quickly. In addition, the thrombolysis pathway means hyper-acute treatment can be provided at RAH, rather than transfer to QEUH.

The improvements present RAH as a modern stroke service, delivering to national stroke standards. Unscheduled care performance is also supported by ensuring quick and appropriate transfers from ED

Employee of the Year

Sharon McLauchlan, Housekeeper, Lomond Ward, Vale of Leven

Sharon has made a significant impact since commencing her employment with NHSGGC one year ago. Every day she has a positive ‘can do’ attitude, is extremely hard working and efficient. She has taken time to fully understand the importance of her role, promotes high standards in processes and procedures, and encourages others to do the same.

Sharon goes out of her way to make a difference to others and is an asset to the ward and wider hospital team. Her kindness is a joy to observe, with patients and relatives routinely commenting on the time she affords them, her bright attitude, caring behaviours and support.

Leader of the Year

Angela Thomson, Senior Charge Nurse, Ward 10, RAH

Angela she has demonstrated unparalleled leadership skills, particularly during the pandemic, and more recently through a period of unprecedented change.

She leads by example, undertaking any task in the interests of patient care. As an example, Angela went above and beyond to provide special support a patient who married while rehabilitating from an illness. This heart-warming story was reported in the local press and featured on STV News.

In addition to her commitment to high quality patient care, Angela always prioritises her staff before herself, including starting shifts early; finishing late; and even working on days off to ensure staff feel supported. This has resulted in excellent nursing staff recruitment and retention in Ward 10.

Innovation of the Year

Clyde Robotic Theatre Team

This innovative staffing model has seen in excess of 20 Theatre staff from across Clyde undergo specific training in robotic surgery to provide a new, minimally invasive service that is improving outcomes for colorectal cancer patients.

The service is provided by Clyde theatre staff on QEUH site, recently increasing delivery to 2 theatre days per week.

All staff involved, including lead nurses and educators, are commended for their commitment and enthusiasm in undertaking the training (often in their own time), and building strong, collaborative working relationships with QEUH colleagues to develop and launch the new service.

The team are key players in its success, their expertise and professionalism ensure this service continues to prioritise patient safety and improve cancer outcomes for Clyde patients.

Volunteer of the Year

Marie Phillips, AHP Rehab Support Volunteer; INSPIRE Volunteer

Marie has been an incredible support at the RAH and is popular with both staff and patients. She is unfailingly generous in her time and will offer to help out wherever needed.

Marie works with Orthopaedics AHP colleagues, supporting and encouraging patients with mobility and recovery exercises, or simply spending time listening, providing companionship and support, to help lift their mood and provide a welcome distraction to their time on the ward.

Marie is also a valued member of RAH INSPIRE team, creating a friendly and relaxed environment and supportive encouragement to participants.

Acute Services – North Sector

Overall Winner – Thomas Cybulski – OPS

Overall Winner Nominees

Team of the Year

The Acute Medical Receiving Unit (AMRU) Housekeeping Team

Jackie and Simon consistently go above and beyond to support the wards and their colleagues. They show great pride in their work, they are fantastic team players who always go the extra mile to support the areas they cover. The epitomize teamwork and dedication and their unwavering commitment to maintaining cleanliness and hygiene ensures high-quality care for our patients. Their supportive approach fosters a positive work environment, promoting staff wellbeing and unity among colleagues. Their proactive efforts contribute significantly to departmental and directorate objectives, exemplifying excellence in their field.

Employee of the Year

Thomas Cybulski – OPS

Thomas Cybulski, fondly known as “Tommy” to his patients and colleagues, exemplifies the essence of exceptional patient care at Glasgow Royal Infirmary. Despite facing his own health challenges, Tommy’s dedication knows no bounds. His unwavering commitment to serving the hospital with positivity and joy sets him apart. There is no job that Tommy will not assist with, nothing is a bother and he brightens brining positivity and joy to our days. Tommy’s selflessness shines through in his tireless efforts to brighten the lives of patients and their families, mostly notably seen each Christmas as he visits wards clad in festive attire to spread cheer among his patients, their families and colleagues. His actions, driven purely by a desire to enhance patient well-being, exemplify the spirit of compassionate caregiving. Tommy’s impact extends beyond his duties, making him a beacon of inspiration and an outstanding colleague.

Working together in a true team approach to administer the COVID booster vaccination to in-patients at 3 North Sector sites, this team ensured patients were vaccinated while in hospital in a timely, caring and compassionate manner reducing the risk of COVID infection. They responded quickly to urgent requests, and built up a strong rapport with staff and seamlessly meeting demand despite there own services being remobilised.

Having local staff run the program was beneficial for staff and patients, but it was the patient centred and teamwork nature of this team that made all the difference. Thank you team for your dedication to patient centred care and team working.

Leader of the Year

Janet Craig – GRI OPD

Janet Craig has shown exceptional leadership throughout this year, guiding her team with unwavering support and morale-boosting initiatives. Glasgow’s Royal Infirmary OPD team were displaced throughout the COVID pandemic to support inpatient areas and morale suffered as a result. Janet has diligently fostered team spirit through inventive activities, including staff lunches that have encouraged camaraderie and shared experiences. Furthermore, Janet’s commitment to community engagement was evident as she led her team in charitable endeavors, notably organizing a team-building walk and fundraising for local charities during the holiday season.

Janet’s leadership approach inspires and uplifts and has resulted in a return of services to pre-pandemic levels, while utilising staff to work differently in areas increasing the ability to provide diagnostic services in urology clinics and day

settings reducing inpatient demand. Her leadership has not only revitalized team morale but also significantly contributed to the community’s well-being.

Innovation of the Year

GRI Medicine WeCARE Junior Doctor Experience QI Group

Responding to junior doctors’ feedback at Glasgow Royal Infirmary for a desire for consistency and predictability during their time on the receiving wards, a Junior doctor led group, working in tandem with the consultant team have sought to improve ward rounds with structured pre and post-ward pauses. The group looked at ways to put in place a consistent approach to ward rounds to support junior doctors to plan their post ward round work and make it easier to take their breaks. This approach gave junior doctors an equal voice and input into planning and testing new ways of working. The group developed a structured approach to ward rounds in receiving which includes a pre and post ward pause which could be adopted in other areas of the hospital. This ensures consistency, predictability, and facilitates breaks. The collaborative approach empowers junior doctors, enhancing both efficiency and staff wellbeing and the model, epitomizes continuous improvement and contribute to quality care and staff wellbeing

Volunteer of the Year

Pain Management Patient Volunteers

The Pain Management volunteers have supported the pain service over many years. Despite living with, and managing, their own long-term pain conditions, this exceptional team has dedicated countless hours to enriching our pain service and community.

Their impact is profound, as they educate patients, carers, and HCPs on pain management. Through their lived experiences, they offer invaluable insights to our Pain Management Programme, inspiring hope and resilience.

Their commitment extends beyond individual struggles, actively shaping patient centred service delivery. Their selflessness and unwavering dedication exemplify the spirit of volunteerism, illuminating paths of empathy and support for our patients and their families.

Acute Services – South Sector

Overall Winner – Ophthalmology Service

Team of the Year

Ophthalmology Service

The team consists of consultants, trainees, nursing staff, orthoptists, optometrists, ocularists, administrators, and clinical staff, led by Dr. Deepak Tejwani and Dr. Soma Chakrabarti, co-clinical directors.

The service has maintained high levels of patient activity (averaging . 1700 patients per week), successfully rolled out a national EPR programme, and is on track increase the number of cataract operations completed this year by 23%. The service has also identified and contacted 500 low-risk glaucoma patients suitable for transfer of care to the community as part of the national Community Glaucoma Service.

All this activity has led to reduced patient waits, resulting in positive patient feedback via care opinion, and this positive feedback enhances overall staff morale and wellbeing.

Employee of the Year

Jade Aitken

Jade, employed as a housekeeper, was extremely supportive in preparation work to open two winter wards (5c and Brownlie) at the GGH site to support winter capacity. Jade often worked independently to source the equipment required, report estate issues, and organise ward stock levels. Jade was instrumental in keeping the lead nurse and clinical services manager up to date with progress and also with issues that required escalation. Jade has done this over a period of weeks while also carrying out her own ward duties. Overall, Jade went above and beyond to support the opening of 45 additional winter beds at GGH.

Leader of the Year

Allan Dodds, Associate Chief AHP

Allan has been a fantastic support to his staff, both in the orthopaedic and major trauma AHP teams. Allan is a constant source of support and positivity, which has helped to create a warm and friendly working environment for all his staff. Allan has also been working in the role of associate chief AHP. In this role, he is a fantastic advocate for the occupational therapy and physiotherapy professions and has supported all AHP teams in the South Sector who deliver excellent patient care.

Innovation of the Year

Acute Medical AHP Team

Emily and Shane work on Level 5 at QEUH, which includes diabetes, endocrinology, general medicine, and infectious diseases wards. They regularly assess and treat patients with a wide variety of medical conditions and functional abilities. Due to the

challenging environment and large number of patients with vastly different needs, their focus became centred on improving patients’s access to physical activity and advice regarding exercising independently. Therefore, to support this, they developed the ‘Get Moving to Get Home ‘campaign. As well as developing a brand new video resource, they have used an innovative approach to digital technology to make new and existing resources available to all. These new resources have been shared beyond their own clinical area and will ultimately improve the patient experience.

Diagnostics

Overall Winner – Total Skin Electron Beam Therapy. Led by Robin Sawyer, Head of Mechanical Engineering, Clinical Engineering and Radiotherapy Physics 

Overall Winner Nominees

Employee of the Year

Lisa Cairney, Radiographer  

Lisa is an extremely hard working and experienced Radiographer and an expert in the field of Cardiac CT scanning at Glasgow Royal Infirmary.

These are complex scans which result in the need for extensive training. Having identified a need for training resources that included technical requirements together with how to produce a “gold -standard” scan, Lisa spent numerous hours in her own time creating an in-depth training guide featuring step by step procedures with sections covering anatomy, pathology, FAQs and troubleshooting.

The training guide is supplementary to Lisa offering one to one training for Radiographers and Radiology Registrars.

Team of the Year

Prostate Script Project Team. Led by Gavin Orchin, Pre-registration Clinical Scientist, Radiotherapy Physics

The Beatson Radiotherapy Department plan and deliver over one thousand prostate treatments each year, and a treatment plan is created for each patient tailored based on individual anatomy and optimised accordingly.

Creating these plans is time consuming and resource intensive, and a decision was taken by the team to create a Script to automate much of the manual processes.

This has improved staff experience by reducing the number of individual tasks staff are required to perform, improving efficiency by significantly reducing planning time by approximately 30 minutes per patient (leading to an annual saving of five hundred working hours).

The consistency provided by the script reduces the risk of manual errors and the time saving allows team members to further focus on patient safety and other key tasks.

Leader of the Year

Freya Johnson, Consultant Reporting Radiographer 

Freya has entirely changed the dynamic of the working relationship between Radiology doctors in training and the Reporting Radiography Team by taking on a large amount of training and supervision, both personally and with the support of the Reporting Radiography Team.

This has resulted in a much-improved training experience on trauma film reporting for new Radiology doctors, and with this change in the working relationship and enhanced collaboration, the number of images seen by Registrars has resulted in a significant increase together with development of a great team culture featuring much more inter-disciplinary collaboration. Freya’s attitude and work ethic continues to inspire all those around her.

Innovation of the Year

Total Skin Electron Beam Therapy. Led by Robin Sawyer, Head of Mechanical Engineering, Clinical Engineering and Radiotherapy Physics 

Total Skin Electron Beam Therapy (TSEBT) is the most effective single modality for treatment of Mycosis Fungoides (MF), which is the most common type of Cutaneous T-cell Lymphoma. At the time of diagnosis, many patients have patch and plaque disease limited to the skin.

TSEBT involves irradiation to the entire skin surface and is often used at various stages of MF to alleviate symptoms. The Medical Devices Unit was asked to develop a medical device to enable the treatment of patients at the Beatson Cancer Centre as opposed to them having to travel to Newcastle.

The device was developed under an ISO 13485 Quality Management System and has made a significant improvement to patient care with patients often being treated two to four times per week over a period of weeks.

The Clinical Engineering Department designed the device which complied with all quality and radiation standards, taking account of patient dignity, well-being and care.

Volunteer of the Year

Joint Winners – Monica Dillon, Biomedical Scientist, Pathology and Kayleigh Quinn, Biomedical Scientist, Pathology, Laboratory Medicine

Monica Dillon and Kayleigh Quinn, both Biomedical Scientists within the Pathology Laboratory recognised that some staff had reduced well-being or were feeling lonely and isolated following the Covid pandemic and decided to organise various social activities including a monthly themed departmental quiz where all staff including medical and mortuary staff were invited.

Held on the first Friday of every month, the quiz enables staff regardless of their role to integrate better together, to practice teamworking skills and to support each other. Monica and Kayleigh fund drinks and prizes for the winning team and they also organise pizza.

As a result of friendships made, staff outings to karaoke (Pathoke) other groups have now formed, including the Board Game Club, a Staff Library and Craft Club. We are immensely proud of what Monica and Kayleigh have achieved for their colleagues, particularly as they give up a great deal of their own time to organise activities.

East Dunbartonshire HSCP

Overall Winner – Douglas Bell

Overall Winner Nominees

Team of the Year

Community Support Team, Social Work, Children and Families  

The members of the Community Support Team have been working together to improve engagement and participation with the children and families involved with the service. A team leading great projects, such as food pantry and coats initiatives, delivered in a sensitive, thoughtful way which tackled potential stigma attached.  Continual improvement to service, tailoring approach to how they work with children and families. Welcoming, warm environment created to bring young people and their families into, creating a nurturing space for supporting families. A great example of team work and the outcomes that can be achieved when everyone works together with the same common shared goal and a commitment to service outcomes for their community.  

Employee of the Year

Lewis Crawford, Receptionist/Modern Apprentice, Woodlands Resource Centre

Lewis, a fairly new member to the team is the first person people meet when they arrive at our Outpatients clinics at Woodlands Centre, he has been integral to the team in terms of support to colleagues and patients.

Lewis responded well to a ‘sensitive situation’ (clarity required). Remains calm in potentially challenging situations, positive outlook with a good sense of humour, nothing is too much trouble. Delivers the full package which is outstanding so early in his career, excellent standard of work and ability to deal sensitively with patients.

Lewis is a very kind and caring person who has improved the patient and carer experience when they arrive at our centre. Being nominated is a testament to the quality of this staff member. 

Leader of the Year

James Hamilton , Speech and Language Therapist Adolescent In-Patient Unit, Specialist Children Services

James was described as skilled mentor and coach, leading the team to deliver a nation leading approach and bringing people with him in the unique nature of service delivery. James, as the only speech and language therapist (SLT) in the UK working in Eating Disorders has shown exceptional leadership and vision in advancing the role of speech and language. Building capacity within the team.

A family quote was shared showcasing the life changing work “I got my daughter back. I watched her suffer and it broke my heart. She was disappearing in front of my eyes. We are forever grateful that we could access SLT as the specialist knowledge linked to eating disorders was definitely needed for us.” 

Innovation of the Year

Douglas Bell, Advanced Nurse Practitioner (ANP) Urgent and Unscheduled Care

Douglas, an Advanced Nurse Practitioner (ANP) from the Primary Care Improvement Programme (PCIP) Advanced Nurse Practitioner team was nominated for his work on a service improvement initiative in order for ANP’s to carry emergency and first dose of medications for home visiting.  

Douglas had the vision to identify what needed to be changed and delivered this within a challenging context. This piece of work has gathered wider interest across NHSGGC, receiving national recognition and sharing of good practice. Aligns to HSCP strategic priorities to keep people within their own homes and remain there for as long as is safe and the ability to provide immediate treatment to vulnerable people to allow this to key to the reasons for Douglas being nominated and winning this award.  

Volunteer of the Year

Fiona McManus, Carer Representative for the The Public, Service User and Carer Representatives Group (PSUC)

Fiona, always make a positive contribution to user and carer groups. Throughout our time working alongside Fiona, we consistently witness her skill and effectiveness representing Carers, not only across East Dunbartonshire (ED), but Scotland Wide. During the pandemic, Fiona supported in the developed of short films to support others in a caring role.

Lead on promoting the power of attorney (POA) uptake across the East Dunbartonshire (ED) community, delivering on strategic priorities, supporting better outcomes for the population. In addition supports carers across ED at the ‘drop of a hat’, simply put we don’t know what we would do without her.  

East Renfrewshire HSCP

Overall Winner – East Renfrewshire Pharmacy Team

Overall Winner Nominees

Team of the Year

East Renfrewshire HSCP Pharmacy team 

The East Renfrewshire HSCP Pharmacy team comprises of Pharmacists, Pharmacy Technicians and Pharmacy Support Workers who provide a patient centred, clinical Pharmacy service for patients living at home or in a care home within East Renfrewshire.  

They have scooped coveted “Team of the Year” award for their exceptional contributions in 2023. The team focused on delivering patient-centred, clinical pharmacy services, with over 2000 monthly pharmaceutical care interventions. Noteworthy achievements include the successful implementation of serial prescribing, prescribing antiviral medicines for high-risk COVID-positive patients, and delivering substantial efficiency savings. Despite facing challenges, their unwavering dedication to improving patient outcomes and optimising healthcare services secured the team this well-deserved recognition. 

Employee of the Year

Andrew Crumlish

Andy is an incredible support worker, colleague and human. 

He goes above and beyond to support the children and families he works with. He does everything from acting as a taxi, cleaning homes to make them safe, organising furniture to getting people involved in new activities. Andy builds trust and rapport with service users with such skill. He knows exactly what families need and formulates a plan with them. 

He is hands on and proactive which was evident with the summer programme he organised. He planned trips to Edinburgh Zoo, Heads of Ayr, the cinema and many more. He arranged the funding, transport, food and drink and invitations and helped some of our most vulnerable residents have a positive and unforgettable summer.  

Leader of the Year

Mark Sweeney 

Mark has been a social worker in Children’s Social Work for more than 12 years but in the winter of 2022 he was drafted into our Care at Home Service which was experiencing significant challenges due to high levels of absence, at both frontline and leadership levels.    
   
For six months he provided leadership and management cover for the service. He instantly won over the staff with his calm but firm approach.  

 
He managed complex complaints, worked evenings/weekends – even missing his favourite football team play and working over Christmas without being asked.   His leadership made a significant difference to staff and service users. 

Innovation of the Year

East Renfrewshire Medication Support Service 

This dynamic team of Pharmacy Technicians spearheaded changes that seamlessly integrated our Medication Support Service (MSS) with the Adult Support Protection (ASP) team. By proactively receiving and acting upon medication error referrals, they have been able to create a process for collaborative interventions, sparing GPs unnecessary involvement. This reduces risks for vulnerable adults and provides a better service.

Their dedication to patient safety and innovative practises, recognised by the Care inspectorate, sets our MSS apart. This award rightfully celebrates MSS’s pivotal role in advancing healthcare delivery, ensuring better outcomes and fostering an environment of continuous improvement. 

eHealth

Overall Winner – The Development and Informatics and Business Intelligence Teams – Andy Hardy, Stewart Blair and Kim Bova – Development of the Day of Care Audit (DoCA) application

Overall Winner Nominees

Team Of The Year

Louise Gunson, Gillian Morris and Iain Gordon – eHealth Contracts and Procurement Team 

Since the transfer of mobile phone account management to the eHealth Contracts and Procurement Team, significant work has been carried out in relation to improvement of data capture, enhanced authorisation process for purchases and better reporting and analysis associated with monthly usage charges and management of contracts due to expire.  

This has resulted in enhanced processes associated with invoice payment and charging mechanisms as well as a reduction in recurring costs for eHealth and the wider Board. 

Employee Of The Year

Susan Cochrane – eHealth Business Intelligence  

In order to properly reflect and monitor activity and compliance, Susan led on analysis of Psychological Therapies recording and storage within EMIS, transformed and modelled data to take into account of the variance in clinical approaches and transformed the identified events to reflect the standardised timeline specified for the HEAT target using a series of programmes written to incorporate this transformation into the basis for National submissions and local decision support reporting.  On request this was further developed to reflect the complexities of multidisciplinary teams. 

This was essential for monitoring and responding to patient access targets and in addition provided the clinical management overview of service provision to respond to demands and examine service improvements. 

Innovation Of The Year

The Development and Informatics and Business Intelligence Teams – Andy Hardy, Stewart Blair and Kim Bova – Development of the Day of Care Audit (DoCA) application

The Development and Informatics and Business Intelligence teams worked together to transform the audit process for capturing and reporting on the clinical status of current inpatients. Previously this was a manual data collection process delivering results more than a week after the audit which reduced operational benefit of the process.

Introduction of the DoCA app meant an entire process could be captured across hospitals in the morning and reported in the afternoon with the development transforming the audit process and saving significant time for clinical staff. Furthermore, it improves data quality and provides the opportunity to use for operational discharge processes with Acute and HSCP staff.  Other Health Boards are now interested in implementing GGC’s innovative solution.  

Estates and Facilities

Overall Winner – Jennifer Materne

Overall Winner Nominees

Team of the Year

The Patient Transport Service

This team is based out of Gartnavel Royal Hospital which responds to requests from wards and departments throughout the Board to move patients to and from hospital. All the drivers have received training to allow them to deal with all different patient groups.

This is not restricted to our Health Board geographical area but can be as far afield as Oban, Birmingham, Edinburgh or London. The service is involved in transportation of renal patients from GRI and Stobhill with QEUH patients provided this service from January 2024

Employee of the Year

Jennifer Materne

Jennifer played a pivotal role in the completion of the emergency refurbishment of works 36/37 at RAH and with her attention to detail and communication skills ensured that all down to the smallest details were delivered to the highest standards and due to her dedication to the project this was delivered back in time for winter bed pressures. This has provided a greatly improved environment for staff and patients. Jennifer goes above and beyond for her team and is an excellent ambassador for the Operational Estates Team

Leader of the Year

Thomas Mills

As well as his duties as an Assistant Head of Capital Project providing valuable management and oversight to a team of Senior Project Manager Thomas has developed an on line resources for the project delivery team. The PM Handbook is the first port of call for the project delivery and collates all the processes, procedures, templates and best practice information for the delivery of NHS projects. It can also be used as a training took for new members of staff within Capital Projects. The system is interactive and an evolving resource for the staff to use in their daily roles. This taken forward by Thomas on his own initiative and a sizable piece of work to complete.

Innovation of the Year

Zoia Maher

Zoia is a member of the admin team based at GRI. Zoia has been the driving force behind the digitisation work that has been undertaken across Facilities Services over the last 12 months.

Without her commitment to excellence much of the work would not have been delivered at the pace it was, with accuracy or in a user friendly layout developed for all the team to use. Her work has ensured that time consuming process using paperwork has now progressed using the technologies available to us. This work will continue to be used to improve systems across the sector to ensure that compliance and quality management processes are updated.

Finance

Overall Winner – Andrew Molloy

Overall Winner Nominees

Team of the Year

Purchasing Team 

The Team have been nominated for the successful recycling and reuse of furniture and equipment, achieved through the teams dedication and by raising the profile for the recycling and reuse service resulting in cost savings of c1.2million (from 2017 to 2023), carbon savings, waste reduction and overall improvement of sustainability.   

The team have achieved ‘revolve’ accreditation which is awarded to 2nd hand stores throughout Scotland for cleanliness, quality and safety standards.  This is due to the staff undertaking care in arranging the uplift, pre-check which includes upcycle (if required), cleaning and checking fit for use, uploading the details onto the portal for the end user visibility and delivery.   

The team also promote the recycling service and direct NHSGGC staff members to use the portal when receiving requests for furniture and equipment. 

Employee of the Year

Angela Gray 

Angela is always willing to go above and beyond what is expected of her role. She has in depth knowledge of the whole service and can be relied upon to provide help and support to the service and her fellow colleagues within Management Accounts.  

Her work ethic and easy going nature allows her to bring out the best in newer members of the Management Accounts team as well as service managers who are new to their role. She is a real team player, promoting health & wellbeing within the department by organising various keep fit activities (running group, keep fit class and yoga) as well as helping organise social events. 

Leader of the Year

Debby Skene 

Debby is the Head of Management Accounts for Acute. She has the respect of her team, her colleagues and seniors within Finance and beyond. 

She is continually trying to drive forward change in the department and is leading on the changes to the month end process. She takes her team with her, makes everyone feel involved and always tries to resolve issues. 

She has significantly improved the communication within her team and across all departments within Finance ensuring everyone is working collaboratively.  

She is a dedicated member of the finance team and is describe by her team as a breath of fresh air! 

She is a shining example to her staff and colleagues through her professionalism, positivity and can do attitude. 

Innovation of the Year

Andrew Molloy 

Andrew has consistently delivered technical solutions and processes to reflect a range of new pay and pensions legislation. This includes: 

  • The NHSS wide solution for the 2023 AFC additionality payment, which was calculated for all NHSS employees via business intelligence reports he developed to meet the criteria 
  • New pension control reports for multiple employments, aggregation of contribution tiers across all posts following the October 2023 pension changes, auto-enrolment eligibility across all posts, etc. 
  • Development of a range of reports and calculations to support a variety of core business processes  

Andrew’s work has been pivotal for NHSGGC, and also the whole of NHSS, and his expertise has supported Payroll Teams across the country to deliver large scale requirements within exceptionally tight timescales. 

Glasgow City HSCP

Overall Winner – Martha’s Mammies

Team of the Year

Martha’s Mammies

Martha’s Mammies is a service that supports birth mothers who have lost care of their children on either a temporary or permanent basis. Prior to the implementation of Martha’s Mammies, women who had lost the care of their children in Glasgow had limited specialist support to help them with the grief and loss that inevitably followed.

Martha’s Mammies is a multi­disciplinary team who work with small caseloads of women to be able to offer flexible, intensive, and adaptive support to respond to the needs of individual women. The team worked well together to make a difference in a short amount of time and have achieved incredible results. 

Employee of the Year

Thomas Higgins

Tommy has worked in children’s residential services for many years working in several of the children’s houses across Glasgow.

He has dedicated his working life to supporting some of our most vulnerable care experience young people. In his role as a Senior Residential Practitioner, he has helped young people to flourish and realise their potential and nurtured them with care, enabling some of them to better understand the trauma they have experienced.

Tommy gives 100% on every shift and always put the young person first and foremost in any interaction, no matter how difficult it would be.  

Leader of the Year

Rose Traynor

Rose is currently a Team leader for the Florence Street Community Mental Health Team. As a team leader she demonstrates outstanding leadership, encourages good practice, professional development, and a commitment to social work in mental health services. She will challenge and encourage colleagues to continue to learn and develop both professionally and individually making their working experience as good as it can be. During the past year there have been significant challenges within mental health social work services, Rose has continued to support and motivate her team to achieve positive outcomes for those they support. 

Innovation of the Year

Chalk the Walk 

For World Suicide Prevention Day on 10 September 2023, the North East Health Improvement Children and Young Peoples Team asked local youth providers to take part in an event, “Chalk the Walk”, to help shine the light on suicide prevention. Working with Health Improvement teams, local youth organisations encouraged young people to use chalk, to beautify their community, with images and messages of hope, resilience, suicide awareness and prevention.

The youth organisations then posted pictures of their artwork on social media and the team allocated prizes for most creative, most colourful and most inspirational messages. Chalk the Walk was an innovative event that has made a significant different to local youth organisations, young people and their communities. 

Volunteer of the Year

Sarah Donnelly and Sara Delaney

Both Sarah and Sara are lived experience volunteer mentors who support the work being done within Tomorrow’s Women Glasgow and Martha’s Mammies.

Since starting their volunteering, they have transformed the team through their experiences. They are highly motivated and give up their time to attend various groupwork activities and support the delivery of the programme and identify women who may require additional 1­to­1 support. In the past year, they helped establish a Recovery Café in Maryhill.

This café supports women in custody to ensure they are supported to maintain a drug and alcohol-free lifestyle that helps to prevent reoffending behaviour. The women attending consistently express their gratitude for both volunteers and the support they receive.  

Human Resources & Organisational Development

Overall Winner – Teaching and Learning Centre (TLC) Reception Team 

Overall Winner Nominees

Team of the Year

Teaching and Learning Centre (TLC) Reception Team 

The Teaching and Learning Centre (TLC) Reception Team, QEUH Campus are nominated in the category of Team of the Year in recognition of their contribution to the return of the TLC back to its original purpose as a joint teaching and learning facility for NHSGGC and University of Glasgow. This followed on from a period during the COVID-19 pandemic when the Centre was requisitioned as a national testing laboratory and was closed to teaching and learning to provide this service for the duration of the pandemic. The team continued to work together throughout this period providing a physical frontline support to staff and contractors.

Employee of the Year

Krizia Mazzoni, Assistant HR Advisor, Cluster 1, HRSAU

Krizia goes above and beyond her role as Assistant HR Advisor in the support she provides to managers for attendance management. Krizia has been fundamental to the coaching and training provided to managers in Clyde Sector and continues to offer support at absence focus groups.

Leader of the Year

Steven Reid, Mental Health and Substance Nurse Lead 

Steven Reid started in Occupational Health as a full-time employee in 2016, following his background career as a mental health and addictions nurse. His original role was as OH alcohol and substance nurse from 2012, he was then asked to take over the management and development of the workforce Counselling service. This service was responsive through the pandemic and evolved to be part of the wider provision of psychological services for our workforce and is a core part of our Staff Health Strategy. 

Innovation of the Year – Joint Winners

Andrew Clark

Andrew developed and refined the Business Intelligence dashboard for the SHaW Task Calendar. This included building specific filterable data pages alongside the Sector / Directorate / HSCP summary pages that feature in the SHaW Storyboards. 

Paul Cogan

Paul leads on the Success Register Workstream of the NHSGGC Culture Strategy for the Organisational Development team. The NHSGGC Acute and Corporate Organisational Development team took on the challenge of establishing a platform for over 41,000 colleagues to share success stories, nominate instances of excellence, and highlight innovative practices. In response, Paul Cogan undertook the project lead role for the Success Register for the Team. 

Volunteer of the Year

One HR Team 

The One HR project team brings together teams from across the HR&OD Directorate to create a sense of one team, with a unified purpose, of enabling a skilled, engaged and healthy workforce across NHSGGC that is valued, supported and empowered. The OneHR group will support this by sharing best practice, adopting shared ways of working and creating opportunities for our teams to mix, socialise and get to know each other. 

HR and Organisational Development – Director’s Award

Claire Robertson

Since joining NHSGGC in 2020 from South Africa, Claire has done an amazing job in cultivating a high profile and confidence with the Directors, SMTs and wider teams in the areas that she supports.  Her instrumental role in supporting and progressing success for NHSGGC Clusters in the Investors in People Award is recognised with this Director’s Award.

Inverclyde HSCP

Overall Winner – Aileen Wilson

Overall Winner Nominees

Team of the Year

Strategic Commissioning Team 

The strategic commissioning team support the HSCP with commissioning, governance and contract monitoring of services with external providers. The HSCP commissions approximately 175 services with external third sector and private providers covering a huge range of areas. 

The team work hard to evidence the need for commissioned services and manage the procurement for the service – they work to tight timescales and must be adaptable to the changing landscape of health and social care. 

The team demonstrate excellent management and communication skills to work with commissioned services to ensure targets are met to benefit people in Inverclyde receiving care. The teams workload reflects the huge range of services Inverclyde HSCP delivers. 

Employee of the Year

Heather Millar

Heather has worked with HSCP for around 20 years within learning disability day operation services in a support worker role. 

Heather has been pivotal in the setting up and delivery of the HSCP Autism Pilot Service to meet the needs of young Autistic people. She works tirelessly to support vulnerable young people and is a fierce advocate for their wellbeing.   

Heather built up relationships with young people over a long period of time and in some cases helped give them the confidence to leave the house; one young person she supports who struggled to leave the house has now passed their driving test and attends college. 

Heather is described as self-effacing, unassuming, genuine, funny, warm, and a joy to work with. 

Leader of the Year

Aileen Wilson

Aileen manages 3 children’s houses which include a large staff team. 

Aileen is dedicated and committed to providing a high standard for care and her values are rooted in compassion and the rights of children. 

Many of her colleagues describe her as being a great problem solver who finds solutions to many difficult situations which arise at short notice. 

Aileen is committed to working to the strengths of her staff she is a great communicator and listener. Aileen has developed a culture of trust whereby our children’s voices are listened to by staff and their views are taken seriously. 

Innovation of the Year

Neil Cree & Asylum Health Community Team

Neil Cree and the Asylum Health Community Team were unexpectedly tasked with accommodating 70 refugees. At very short notice, the team had to create procedures and referral pathways to assess the health of the refugees and link them to wellbeing support in Inverclyde. They had no additional funding and faced many challenges. 

This team has went beyond expectations and are now supporting other HSCPs and Health Boards to develop services similar to what we now have in place within Inverclyde. The team work closely with outside partners to deliver exceptional services, and by having this team in place we have reduced a lot of strain on other partners. 

Volunteer of the Year

Veronica Rasmussen

Alongside her role in the Homelessness Centre, Veronica has recently gained a first-class honours degree in psychology and also the COSCA Certificate in Counselling Skills. 

Then on top of this, Veronica volunteers in a range of roles to support the most vulnerable people in our communities including: volunteer with Talk On Ladies (part of the Man On! Charity in Inverclyde); Committee Vice Chair Oak Tree Housing Association; Children’s Panel Member; Unison Workplace Steward. Veronica is described by her colleagues as inspirational, selfless and goes above and beyond whilst working tirelessly in her role. 

Pharmacy Services

Overall Winner – Michelle Stevenson

Overall Winner Nominees

Team of the Year

Northeast Health and Social Care Partnership, Parkhead Cluster Pharmacy Team

Since recruiting a full complement of technical support in 2023 our fantastic technicians, Pharmacy Support Workers and Pre Registration Pharmacy Technicians are now delivering a medication reconciliation service for all immediate discharge letters and outpatient letters with medication changes consistently 5 days per week throughout the year and we are the only cluster doing so within the HSCP.

Our pharmacy technicians have been able to maintain this excellent standard of work with minimal pharmacist input for queries. In addition, we have even been able to provide cross cluster cover to maintain the services provided by other cluster within the HSCP during absence.

Employee of the Year

Susan Donnelly

Susan is often the first person that people contacting the prescribing team or the wider Clarkston Court Pharmacy Team come into contact with. Her years of experience working in a GP practice mean that she is equally comfortable talking to patients as she is to senior managers and directors.

Her many years with the prescribing team means that she has a comprehensive knowledge of all staff and all aspects of the business management for the team.

She is unfailingly helpful, reliable, knowledgeable and efficient. She cares deeply about the welfare of people in the team and their development. She displays many fine leadership behaviours and is instrumental in keeping the administration team a cohesive, happy and effective service.

Leader of the Year

Michelle Stevenson

Michelle is a unique person who is distinguished by her extraordinary capacity for inspiring others and her superb interpersonal abilities. She naturally builds great relationships with co-workers, managers, and subordinates due to her charming and personable manner. Because of her sincere interest in people, Michelle is able to identify their wants and worries, fostering a supportive and cooperative work atmosphere. 

Michelle is an amazing motivator who can motivate and inspire her peers to realize their own potential. She gives everyone around her confidence and enthusiasm, whether it’s by setting an example, offering helpful feedback, or encouraging words. Michelle’s ability to inspire others goes beyond personal success; it has a favorable effect on the atmosphere of the entire organization.

Innovation of the Year

Surgical Team, Queen Elizabeth University Hospital

This team comprising pharmacists and pharmacy technicians has worked together to change the way in which we deliver services to patients undergoing surgery within GGC to support surgical remobilisation.

Changes include development of a pharmacy referral system, review of systems for patient triage and development of the pharmacist’s role in the arthroplasty and perioperative clinics.

This team worked together, changing the traditional service, trying small tests of change and working differently including developing the patient facing role of pharmacy technicians as well as developing their advanced practice.

Director of Pharmacy Award

Manpreet Narwan

Mani highlighted that we only recognised Christian holidays when we wished the community pharmacy network well via the local communications.

Mani worked with the Board’s Equalities Team to identify the most relevant religious holidays taking into consideration the demographics of the pharmacy workforce.  She then worked with the Board’s Interpreting Team to devise a form of congratulations and best wishes for the main holidays.

Mani has pro-actively taken responsibility for developing the Community Pharmacy Development Team’s profile amongst the community pharmacy network.  She has drafted documents developing the Team’s Mission and Vision and is currently working on how we can develop our communications strategy to better explain how the Team can support the network.

Public Health

Overall Winner – Community Food Teams

Overall Winner Nominees

Team of the Year

Travel Health Contingency Team

In June 2023 the provider to all of GGC except Glasgow Northwest, notified NHS GGC of its intention to withdraw from it’s contract to provide travel health risk assessments and vaccinations by end of September.

However due to staffing and other core service delivery issues this service was in effect withdrawn in August.

Despite this short notice withdrawal, a Contingency Service was in place within a week. To pull together the logistics of a new service at such speed is a testament to the dedication, professionalism and sense of duty of all those involved.

Without the actions of the team, the population of GGC would have been without a free-at-the-point-of-access travel service and risking a widening of travel-associated health inequalities.

Employee of the Year

Kary O’Brien, Health Protection Nurse Specialist

We have a great team of HPNS, all of whom deliver their daily health protection work with incredible empathy.

Even amongst such a great team, Kary quietly and without any fuss, stands out in the kindness and warmth that she brings to all of her interactions, be it with cases and contacts or with her colleagues. Without exception, she is very much liked and respected by absolutely everyone. Kary is warm, funny and with a unique insight into other people’s emotions.

Leader of the Year

Dr Iain Kennedy, Acting Head of Health Protection

Dr Kennedy has provided calm leadership of the Public Health Protection Unit team over the last year during something of a post-Covid transition period, with challenges and changes for the team including an increase in working pressures and staff changes within the team.

Iain has always shown good leadership and been calm and approachable, and is very willing to share his expert knowledge with the team, encouraging skills development in staff members. Alongside the day job of leading acute health protection responses and managing his consultant portfolio he has also done a great job of identifying areas for team development and encouraged initiatives aimed at team wellbeing including some informal team building activities.

Innovation of the Year

Cost of Living Mitigation Programme

The team work across acute settings and have developed a range of innovative approaches in response to cost of living pressures impacting on Patients and Carers attending NHSGGC Hospitals.

The package of support includes access to a menu of immediate cash first & practical responses such as Maternity Emergency Grant (MEG); Crisis Home energy service and the Emergency Food on discharge service which have collectively support approx. 2000 of our most disadvantaged patients over the last year. They also meet challenges facing our staff with a comprehensive package of emergency response to support food, fuel and money was introduced to support the wellbeing

of NHSGGC Staff. The NHSGGC Staff Hardship Grant has supported almost 500 staff through a grant secured from endowment funds.

Volunteers of the Year

Community Food Teams

The Community Food Team works to address barriers to healthy eating, weight management and food insecurity through the development of local community-based support networks which aim to increase availability, affordability and accessibility of healthy food and provide support to increase food literacy and practical cookery skills within communities. We recognises the multitude of volunteers who collectively support the delivery of the programme within the many community health projects who are critical partners in the GGC Community Food Network.

The programme builds capacity at a local level and supports a network of volunteers to train as community chefs and deliver practical cooking sessions to communities. Volunteers are supported to gain skills not only in cookery, but also in food hygiene and health and safety that supports wider employability outcomes longer term.

Regional Services

Overall Winner – Graeme Crockett

Overall Winner Nominees

Team of the Year

The STAR team

STAR is a specialist service that focuses on the successful integration of offenders into society, emphasising their role as productive members of the community. The STAR team focuses on reducing risk of violence in the community and improving mental health outcomes for patients with complex presentations. The treatment works towards positive outcomes in terms of helping patients to make prosocial choices rather than engaging in offending behaviour, improving mental health of service users, and enhancing their overall well-being. STAR also reflects a commitment to treating service users with dignity and respect. The Team approaches the service to ensure that there is balance between public safety and the well-being of offenders

Employee of the Year

Graeme Crockett

Graeme has gone above and beyond for the second year in a row in his efforts to boost the successful recruitment of band 5 nurses for Forensic Mental Health. He has volunteered for every recruitment event and has been filmed as the Regional Services representative for GGC recruitment video as well as a Forensic specific recruitment video.

The service has one of the highest band 5 vacancy rates which has a significant impact on the delivery of safe and effective patient care and increases the strain on our current staff group. He has helped raise the profile of the service and bring in new staff to join our teams. From an organisational perspective increased staff has helped boost morale and in turn has a positive effect on sickness absence rates as well as helped reduce additional spend attributed to vacancies.

Leader of the Year

Diane Wright

Diane is the Lead Nurse for Renal Dialysis Units at a time of acute challenges with insufficient haemodialysis spaces to meet demand. Diane has led her team to complete a comprehensive review of capacity across the service. Through service redesign, she introduced twilight services increasing capacity. Diane has developed the team to review and promote home therapies, increasing care options for this group of patients.

Innovation of the Year

Haematology Ambulatory Care Service

A project team was identified which included the appointment of an Advanced Nurse Practitioner and a Nurse Practitioner, who were supported by the Lead Nurse, Pharmacists, Estates and Consultant Haematologists to take forward. This project was completed in August 2023 and is now fully operational with patients having their treatment as a day case as opposed to having to stay as an inpatient.

A non-clinical space within level 4 at the BWoSCC was identified and an area created for a 4 chair space ambulatory care service with 2 nurse assessment rooms. This new service has allowed more patients to be treated at home in line with our SACT Strategy and patient feedback has been very positive.

Volunteer of the Year

Lesley Ong

Lesley maintains the NRU garden voluntarily. She works in NRU as a nurse but comes in on her days off to tend to the garden. This garden makes a real positive impact on the morale of NRU patients and staff. Having this area maintained regularly means it is always welcoming and creates a positive outdoor experience for patients and families. Lesley involves the

patients where possible with planting, weeding and watering. These functional tasks are excellent rehabilitation for patients.

Renfrewshire HSCP

Overall Winner – Delayed Discharge Team

Overall Winner Nominees

Team of the Year

RAH Ward 37 – Multidisciplinary Team 

This group of staff are the epitomy of a gold standard team. 

In June 2023, Legionella was discovered in the water supply for Ward 37. To keep patients and staff safe and to replace parts of the water system, the ward was decanted to Munro Ward in Stobhill Hospital.  

The team pulled together to transfer all of the patients and equipment safely and with minimal disruption within a very short period of time. The staff had to make a 30 minute trip, twice a day, to get to and from Munro Ward.  

Due to multiple factors the works took five months to complete. 

Through all of this, the staff put the patients and relatives first. Ensuring that the high standards of care that were provided in Ward 37 were replicated. 

Employee of the Year

Jennifer Phillips, Community Learning Disability Nurse 

Jennifer always goes above and beyond to ensure her patients are well cared for and have their every need met. An example, of the work Jennifer regularly does which demonstrates her dedication:  

One of Jennifer’s patients was bed bound and required support for all moving and handling. Due to this, she had been unable to have a cuddle in bed with her husband for a long time and this was of huge importance to her. Jennifer managed to work out a way that she could make this happen, although this was not a routine task for a CLDN. This meant so much to both of these individuals and led to an immediate improvement in their mood and wellbeing. 

Leader of the Year

Yvonne Du Pon, Team Leader, ‘Doing Well’ Community Mental Health 

Yvonne is an inspirational leader, dedicated to her staff and patients. Yvonne worked endlessly to identify key areas that required improvement within the ‘Doing Well’ service. 

By working with staff to support them to rectify issues and support changes, long waiting times were dramatically reduced. Yvonne has manged to achieve their assessment to treatment target and there is currently no waiting list for patients starting treatment.   

Without this support and clear direction and guidance the goals and achievements today would not have been possible. 

Yvonne’s character is a testament to her hard work and dedication, which has ensured the success of the teams that she directly manages. 

Innovation of the Year

Care Home Nursing Support Team 

A collaborative approach to prevent unnecessary admissions to hospitals from Care Homes in Renfrewshire. Established in 2020, the Care Home Nursing Support Team has developed and grown into a team of nursing professionals who provide support to residents, families and staff in care homes.  

Comprising advanced practitioners, care home liaison nurses and practice development nurse who can respond quickly and visit people in care homes requiring urgent unscheduled assessments.  

Taking both a preventative and reactive approach have been key in supporting better outcomes for care home residents.  

The team provides service across all 23 care homes in Renfrewshire and two on the Inverclyde border.  

In the last year they have provided direct assessment to 772 care home residents resulting in 3048 consultations from which only 8% needed referral to acute services. 

Community Involvement

CAHSC Project – James McGuire  

As part of his Culture and Arts Co-ordinator role, James developed and administered two small grants funding pots for local community groups and partners, including Renfrewshire Council, our HSCP and OneRen, to increase opportunities for local people living with the impact of inequalities to take part in arts and cultural activities.  

James has also established excellent working relationships with a wide range of partners, particularly within the Community Wellbeing Network that he created and is managing alongside Engage Renfrewshire. This Network has brought together over 150 people from community groups, third sector organisations, arts practitioners, statutory organisations and the private sector to enhance wellbeing through developing understanding, appreciation and innovative partnerships. 

James is a real asset to the HSCP and has made a difference to the lives of many people. 

Best Supporting Role

Megan Achara, Community Treatment Room, Nurse Co-ordinator  

Megan she has been inspirational in the development of the new community treatment and care service. She is a great support to each staff member, together with her team lead, they coordinate the day to day running of 14 treatment rooms and 130 GP phlebotomy clinics per week. 

Working closely with a range of clinical professionals, Megan will always go the extra mile to help as well as any of the treatment room nurses with clinical patient queries.  

Megan’s phone is always ringing and is always visiting clinics and giving advice to patients and staff. Megan is always smiling and keeping her team afloat. She is a real people’s person, has an eye for detail and her positivity is a breath of fresh air and is dearly appreciated by everyone she works with.  

Improving Our Workplace

Laura Docherty, Business Support Manager 

Laura has made significant improvements to how her team within admin and business support function.  

Over the past year Laura has been instrumental in supporting, participating and implementing the findings of an admin and business support review.  

Introducing training opportunities for her team, acting on the development needs of staff and improving overall morale. 

Laura has focused on the importance of maintaining a positive team ethos and culture, as evidenced in the team’s iMatter results, which are consistently improving.  

Laura is solution focused and always delivers on any ask of her or her team no matter how complex or time constrained.   

Laura is always calm and level headed and that shines through in the way the team work – it is a real testament to her strength as a leader. 

Chief Officer Award

Delayed Discharge Team  

The team work closely with acute colleagues, ensuring that every person who requires support from our community services, upon discharge from hospital, receive the right support, without delay. 

The team pride themselves in working closely with the person and their family to ensure that the wishes and expectations of all concerned are at the centre of their planning and that they are treated with care and compassion. 

They have adopted a ‘one-team’ approach across all our community support services, including our external providers to ensure that that person is a priority for the whole service. 

Since its establishment, the team has shown commitment, motivation and an immense sense of pride in their performance, which has made Renfrewshire the highest performing HSCP in Scotland for Acute standard delays in the period April – September 2023.  

West Dunbartonshire HSCP

Overall Winner – Morven Cowie, Senior Charge Nurse, Older People’s Wards, Vale of Leven Hospital

Overall Winner Nominees

Team of the Year

HSCP Finance Team 

The Finance Team is one of the “unsung heroes” who regularly demonstrate outstanding leadership during very difficult times.  They are inspirational and continuously enable West Dunbartonshire HSCP achieve important outcomes. 

The impact of their work reaches across all functions within the organisation, delivering expert guidance and structure every day with professionalism, patience and integrity.  They willingly share learning and experience, ensuring that there is always partnership working. 

Often going above and beyond the call of duty, especially during periods of significant pressure, this Team fully meets the criteria for this Award by “epitomising our values and continually demonstrating positive behaviours”. 

Employee of the Year

Laura Goodwin, Policy Assistant 

Laura has the unenviable task of dealing with the complaints and enquiries received by West Dunbartonshire HSCP.  

But her diligence, attention to detail, professionalism and gentle persistence, has been acknowledged by her colleagues, as well as her desire to make a positive difference in all that she does. 

Laura is generous with her time, supporting colleagues and managers with helpful guidance and information.  She is forward thinking, highly organised, and willingly shares her knowledge with others.  She has shown initiative by developing systems to provide greater clarity so that our services are aligned with Complaints Regulations.   

And all this she does with a ready smile and the “patience of a saint”! 

Leader of the Year

Morven Cowie, Senior Charge Nurse, Older People’s Wards, Vale of Leven Hospital

Morven has been described as an “exceptional and outstanding” leader by her colleagues.  

Added to this, a recent Care Inspectorate Report cited the stability of the staff team to be a “testament to her leadership”, and families also praised her proactive approach. 

Morven has worked with patients at the Vale of Leven Hospital for the last 28 years, and her dedication and commitment has not diminished.  

Staff enjoy coming to work, and this is reflected in the care provided to patients and their families.  Regardless of what challenges come her way, she overcomes them with a positive attitude, acting as a role model to her Team at all times. 

Innovation of the Year

West Dunbartonshire Alcohol & Drug Recovery Service – Harm Reduction Mobile Unit 

This unique service became operational in August 2022.  It seeks to provide care, treatment and support to the most vulnerable people in West Dunbartonshire. 

The Mobile Unit is staffed by a group of experienced Practitioners from Addiction Services who, in addition to their day jobs, visit a different location every evening.  By removing barriers and building up trust, those in need can access treatment and support beyond normal clinic hours. 

The Harm Reduction Mobile Unit does more than provide a service – it offers a lifeline to people who might otherwise not engage in traditional healthcare pathways, and gives them the chance to maintain a level of stability in their lives and the lives of their families. 

Volunteer of the Year

Becky Dunphy, Advanced Practice Physiotherapist in Primary Care

Becky is described by her colleagues as a very caring, compassionate individual who is extremely passionate about access to healthcare for all, regardless of background or circumstances. 

In addition to her Physiotherapist role, Becky volunteers as a Lead Champion of Global Citizenship within NHSGG&C, promoting and facilitating global health work throughout the organisation.   

She undertakes charitable work with the Dalitso Project, a charity seeking to improve healthcare in Malawi, and regularly travels there to undertake essential ground work to support ongoing projects, as well as supporting fundraising activities and events.   

Becky is passionate about “making a difference and her motivation and enthusiasm is an inspiration to others. 

Women & Children’s Services

Overall Winner – Nelly Delwani 

Overall Winner Nominees

Team of the Year

Orthopaedic Trauma Liaison Nurses  

The Orthopaedic Trauma Liaison Nurses have been awarded Team of the Year for their exceptional contributions to Orthopaedic care delivered to our patients and families. Serving as a central communication hub, they streamline processes, educate patients, and gather vital data for continuous service improvement. They facilitate smooth transitions, ensuring effective follow-up plans and supporting all staff during emergencies. Introducing innovative practices like virtual fracture clinics and trauma databases, they’ve significantly enhanced patient care and research capabilities. Their dedication to patient satisfaction is evident, with informal feedback praising their personalised approach. Operating as the first of its kind within paediatrics in Scotland, their impact within just 18 months is remarkable. Through teamwork, compassion, and unwavering responsibility, they’ve set a standard of excellence in patient care and interdisciplinary collaboration. 

Employee of the Year

Katie Cameron

Katie has been honoured for her outstanding dedication and support to all staff at the RAH. Katie always goes above and beyond, for example; transforming the on-call room into a sanctuary for staff and organizing morale-boosting social events. Additionally, she initiated fundraising efforts to aid colleagues facing adversity. As an exceptional midwife and leader, Katie excels in diverse situations, from supporting lower risk midwifery led births to the most complex clinical scenarios. Her mentorship and support uplift her peers, reflecting her humility, competence, and proactive attitude. Katie is an exceptional midwife, leader, fund raiser and problem solver.  With a steadfast focus on women’s well-being, Katie’s unwavering commitment to her colleagues and the community makes her a deserving recipient of this award. 

Leader of the Year

Janice Heggie

Janice has been awarded for her exceptional contributions as a lead nurse, driven by her compassionate and caring nature. Every day, she positively impacts lives, embodying professionalism while nurturing and empowering her colleagues with her extensive expertise. Janice’s dedication to patient well-being is unwavering, putting their needs first and foremost. She serves as an inspiration, offering unwavering support to everyone she encounters. Janice’s genuine compassion shines through in her interactions, making her a truly remarkable leader. Her kindness and empathy set her apart, making her truly deserving of recognition for her natural leadership and outstanding commitment to care. 

Innovation of the Year

Best Start AMU Project  

The Best Start Alongside Midwife Unit (AMU) Project focuses on implementing a key recommendation from the Scottish Government’s Best start review: a full range of choice of place of birth for all women wherever they live. Women right across GGC now have the full range of choices about where to give birth: whether that is in a high risk labour ward, at home or in a homely alongside midwife unit.  

Project midwives, Karen and Nicola, have co-produced with women and staff and have been innovative in their holistic approach to change – including developing bespoke training, clinical support in providing care in this setting, refurbishing rooms, installing equipment and developing new guidelines with obstetric colleagues.   

Positive feedback from staff and women underscores the success of their efforts, highlighting enhanced care in the AMUs. The team’s demonstration of care, compassion, and teamwork while supporting staff through significant service changes reflects their commitment to excellence and improvement in maternity healthcare delivery. 

Volunteer of the Year

Schwartz Rounds Team

The Schwartz Rounds team, have been recognised with the Volunteer of the Year award for their pivotal role in fostering a supportive environment for staff, and contributing to our Staff Health and Wellbeing objectives. Since its inception in 2021 and launch of the first round in December 2022, these monthly gatherings have provided a safe space for staff from all disciplines to discuss the social and emotional aspects of work. Their commitment to training for and facilitating these rounds has resulted in well attended rounds and positive feedback, highlighting the positive impact on staff well-being. By offering a platform for open dialogue without judgment, they’ve promoted mental health support and strength the sense of community and belonging. Their dedication has not only improved staff morale but also created a culture of empathy and respect within the hospital community, making them invaluable volunteers deserving of recognition. 

Directors Award

Nelly Delwani 

Nelly Delwani, a devoted midwife at the QEUH Maternity unit since April 2021, has been awarded the Directors Award for her unwavering commitment to compassionate care. She has consistently placed women at the forefront of her practice, ensuring their voices are heard and their needs met with empathy. Nelly’s advocacy for vulnerable women, particularly those with language barriers, highlights her dedication to inclusivity and accessibility in care. Her positivity, cheerfulness, and professionalism make her an indispensable asset to the Labour ward team. Nelly’s exceptional advocacy and commitment to excellence in maternity care embody the values celebrated by the Directors Award, recognizing her outstanding contributions to the field. 

Further information on the main award categories

Team of the Year

The team, department, service or function that has been judged to have worked together as a team and made the most significant contribution to quality of care, population health and care, service delivery or staff wellbeing likely under significant pressure or difficult circumstances.

Employee of the Year

Any member of staff who has stood out as an exemplar of care giving, service delivery or who has made a major difference for colleagues around them or the delivery of a key objective for their department or wider NHSGGC/HSCP.

Leader of the Year

Any member of staff who has demonstrated outstanding leadership, positive values and behaviours and/or inspired others in a particularly challenging situation, or for the respect they get from others through the day to day difference they make for those around them as a leader.

Any member of staff can demonstrate leadership, not just those who formally manage people.

Innovation of the Year

To recognise any individual, team or department responsible for developing and implementing an innovative service, method, technology or process that has made a significant difference to quality of care, wider population health or care, service delivery or to the wellbeing of our own staff or to the efficient use our resources.

Volunteer of the Year

To recognise an individual or team of individuals who have volunteered significant time and effort to the benefit of our patients, service users or staff and made selfless contribution perhaps under difficult personal circumstances.

On this page

Adoption, Fostering and Kinship Policy

NHS Scotland Workforce Adoption, Fostering and Kinship Policy

Adoption
52 weeks of Adoption Leave is available to eligible employees that are adopting a child/children to assist the family in adjusting to their new circumstances. Adoption Leave is applied for on eESS using employee self-service. If you do not have access to eESS, your line manager can submit your application on your behalf. Standard Operating Procedures can be found here.

To qualify for Statutory Adoption Pay (SAP) an employee must have completed at least 26 weeks of continuous employment with their current NHS employer by the week they are matched with the child. For surrogacy arrangements, an employee must have completed at least 26 weeks of continuous employment with their current NHS employer by the 15th week before the baby’s due date.

An employee must also have average earnings above the lower earnings limit for National Insurance contributions during the 8 weeks before the end of the qualifying week.

To qualify for Occupational Adoption Pay (OAP) an employee must have 12 months of continuous service with one or more NHS employers the week the adoption agency matches them with a child or if applying via a surrogacy arrangement, 15th week before the baby’s due date.

Fostering
Fostering can be for varying lengths of time, from short term to long term fostering. NHS Scotland will adopt a flexible approach to this.

Employees should discuss their intention to foster with their manager as soon as possible to determine the appropriate level of support required. For very short-term fostering, the manager should consider providing time off under the Special Leave Policy. However, approval is not guaranteed. For longer-term fostering, the manager should consider providing time off under the arrangements for a career break.

Kinship
Employees should discuss Kinship arrangements with their manager as soon as possible to determine the appropriate level of support required. Employees who need time off should request this under the Special Leave Policy. However, approval is not guaranteed. Alternatively, an employee may consider time off under the arrangements for a career break.

The NHS Scotland Workforce Adoption, Fostering and Kinship Policy, including a guide for managers and a guide for employees can be found here.

Annual Leave

The Annual Leave Policy applies to all employees of NHS Scotland employed on Agenda for Change terms and conditions.  

The aim of this policy is to provide a uniform and equitable approach to the calculation of annual leave and bank holiday entitlements which take into account the entitlements and arrangements defined under Agenda for Change.

The policy is to determine annual leave entitlement in hours not days for all staff regardless of whether the employee is full-time or part time. The benefit for all employees in calculating entitlement in hours is that this ensures equity for all by ensuring that staff who work variable hours/shifts do not receive either more or less leave than colleagues who work a standard pattern.

Starting/Leaving half way through the year

Entitlement to annual leave accrues from the date of commencement in post and entitlement in the first year is dependent on the number of days worked between the date of joining and before the end of the annual leave year. This can be calculated using the annual leave calculator.

All employees are entitled to public holidays from their start date that would fall on a normal working day, for example: employee starts on 12th December, they will be entitled to take all Christmas and New Year public holidays if they would normally have been a working day.

For the first year, an employee will be entitled to public holidays as and when they fall regardless of how much they are entitled to.

Therefore, to calculate an employee’s annual leave and public holiday entitlement for a part year, the annual leave calculator should be used for the annual leave component. For public holidays, this would be the public holidays remaining until the end of the annual leave year. For example, a full time employee working Monday to Friday commences employment on 1st September (no previous NHS experience) would be entitled to 118 hours annual leave. From 1st September there would be 5 public holidays remaining which would equate to 37 hours, therefore the employee would have 155 entitlements for the part year.

The above would be similar if an employee left employment through the annual leave year.

Annual Leave Policy

Please contact the HR Support and Advice Unit if you wish clarification on the application of this policy.

Annual Leave Calculator

Holiday calculators are provided to assist in the calculation of leave entitlements. This Annual leave calculator can also be used for Executive and Senior Managers.  Staff on Term Time Contracts should continue to refer to the HR Support and Advice Unit for help in calculating Annual Leave.  Departments are responsible for keeping the annual leave records of their own staff.

The Public Holiday element of the annual leave calculator should only be used for part-time employees (to calculate their pro rata entitlement). Full-time members of staff will be entitled to all public holidays which fall during the time of their employment.

The Public Holidays for 2024/25 are as follows:

Good Friday: 29th March 2024
Easter Monday: 1st April 2024
May Day Monday: 6th May 2024
Autumn Monday: 30th September 2024
Christmas Day: 25th December 2024
Boxing Day: 26th December 2024
New Year: 1st January 2025
New Year: 2nd January 2025

Please refer to Section 43 for staff who are either commencing/leaving the organisation as follows:

43. Staff who leave the employing organisation will receive their full annual leave entitlement per Table 2 for each day they have worked in the current leave year, less any annual leave taken plus any outstanding public holiday hours, i.e. for those hours still to be taken as a result of the employee working a public holiday.

Please contact the HR Support and Advice Unit if you wish further information or clarification on annual leave entitlement and use of the calculator.

*Medical Staff are covered by separate terms and conditions and should refer to Medical Staffing for advice.

Blended Working

The Blended Working Guide can be found here.

Breastfeeding

NHS Scotland Workforce Breastfeeding Policy

NHS Scotland recognises that breastfeeding does not exclusively apply to employees who identify as women. For some, descriptors such as chestfeeding may be more appropriate, and in such cases, this policy applies.

The aim of the breastfeeding policy is to support and encourage employees who wish to continue to breastfeed or express milk in the workplace (including milk to be donated).

In line with the policy, managers should look to support employees on their return to work from maternity leave and where possible, provide the necessary breaks and resources for them to continue breastfeeding at work.

To provide support, it would be reasonable for the employee to request to change their working pattern or temporarily change their hours. If possible, necessary breaks and time off during working hours should be provided to allow the employee to breastfeed if their baby is cared for nearby, or to express milk.

Suitable facilities should be available for breastfeeding mothers and birthing parents as recommended by the Health and Safety Executive.

Areas for rest and expressing milk should be clean and warm with the following:

  • a low, comfortable chair and the facility to lie down
  • a lock or an arrangement to ensure privacy
  • handwashing facilities nearby
  • an electric point for an electric pump

Facilities for storing expressed milk must provide the following:

  • a clean area to store sterilising equipment
  • a dedicated and secure space for storing expressed milk at 2–4°C until the employee takes it home

If you are unsure about the availability of suitable area to allow an employee to breastfeed or store expressed milk, this should be discussed with your local Facilities Team.

The NHS Scotland Workforce Breastfeeding Policy, including a guide for managers and a guide for employees can be found here.

Career Break

By implementing the Career Break Policy NHS Scotland aims to create an environment that will allow all employees to utilise their skills, talents and expertise and thereby allow it to both recruit and retain a well motivated and committed workforce.

The purpose of the career break policy is to allow employees an opportunity to leave their employment on a long-term basis mainly to undertake further education or to fulfill domestic commitments. The policy is not intended to support people in taking up alternative paid employment.

The policy will enable employees to keep up to date during their career break and help them return to work at the end of the break.

Policy

NHS Scotland Workforce Career Break Policy

NHS Scotland Workforce Career Break Application Form

Should you require further advice please contact the HR Support and Advice Unit.

Guidance

What is a Career Break?

A career break allows employees an opportunity to leave their employment on a long-term basis mainly to undertake further education or to fulfil domestic commitments.

Am I entitled to apply for a Career Break?

So long as you have at least 12 months’ service with the NHS then you are eligible to apply for a career break. Applications will be considered on the merits of each individual case.

How much time off am I entitled to?

The minimum period for a career break is 6 months and the maximum period is five years. An employee may, however, make a number of breaks throughout their employment with the Board provided that the total periods of absence do not exceed five years.

How do I apply for a Career Break?

You should initially discuss your intention to apply for a Career Break with your line manager.  An application should then be made, in writing, to your line manager at least 3 months before commencing the proposed career break. This timeframe can be waivered at the Manager’s discretion. If approved, your line manager will then issue you with an agreement detailing the terms and conditions of the career break and ensure a copy of this is sent to Payroll Department. Your line manager is also required to update your assignment status on eESS: Career Break

Return to Work Arrangements

Three months’ notice of an intention to return to work must be given to the line manager. While no guarantee of a return to a particular post can be given, every effort will be made to place individuals in posts of similar band, hours and responsibility to that held prior to the break, and will take into account the employee’s experience, achievements and qualifications.

Please refer to the full Career Break Policy for details on general terms and conditions of a Career Break and for information on SPPA contributions, lease cars, organisational change and sick and maternity leave.

Keeping records up to date

We need to know when you’re at work and when you have any type of time off. This is important to make sure we pay you correctly too.

Once a career break has been agreed this should be recorded on eESS via manager self service: Career Break Standard Operating Procedure

All managers should ensure that SSTS is updated correctly and payroll is informed, where SSTS is not available. The HR Support and Advice Unit can be contacted on 0141 278 2700 if you have any further questions or need advice on this policy area.

Line managers should ensure that a copy of the career break confirmation letter is sent to Payroll and that the employee’s assignment status is updated on eESS.

Please contact the HR Support and Advice Unit if you wish to clarify the application of this template in conjunction with the policy and guidance associated with career breaks.

Flexible Working

NHS Scotland Workforce Flexible Work Location Policy

NHS Scotland Workforce Flexible Work Pattern Policy

All employees within NHS Greater Glasgow and Clyde have a right to request flexible working from day one in post.

Successful applications will result in a permanent change to that employee’s terms and conditions of employment (unless otherwise agreed).

Non-acceptance of an application for flexible working can only be for valid and objective service/operational reasons and the line manager must, confirm these reasons in writing to the employee outlining their right of appeal.

Top Tips on using the POLICY…..

  1. Only two flexible working application can be submitted within a 12 month period.
  2. For successful applications the employee has no right to revert back to their previous working pattern.
  3. The manager must arrange a meeting within 4 weeks of receipt of an application.

Should you have any questions in relation to this policy please contact the HR Support and Advice Unit.

Guidance

Am I entitled to make an application for Flexible Working?

Yes, if you are not an agency/bank worker and you have not made more than one application to work flexibly during the previous 12 months. 

If I am eligible, what can I request?

You can submit an application for a change to the hours you work; a change to the times when you are required to work or a change to the place you are required to work. An acceptance of a request for flexible working will result in a permanent change to your terms and conditions of employment (unless otherwise agreed). You will have no right to revert back to the previous working pattern.

How do I make an application for Flexible Working?

All applications for flexible working must be made on the Flexible Working  Application Form. The completed form should then be submitted to your line manager which will then be acknowledged in writing.

What happens next?

Your line manager will hold an initial meeting with you to discuss the application within 4 weeks of the date received. After the initial meeting your manager will inform you of their decision in writing. If the request is accepted, your line manager will confirm this in writing, specifying the new working pattern and the date from which it will take effect. Your line manager will also complete a Notification of Change Form for the Payroll Department.

Yes, there are two exemptions to this: the procedure for employees returning from maternity or adoption leave who wish to job share is described in the job share policy, and the procedure for introducing annualised hours described within the annualised hours guidance. 

What if my application is unsuccessful?

Non-acceptance of an application for flexible working can only be for valid and objective service/operational reasons. Your line manager will confirm the reasons in writing to you following the initial meeting and will also provide details of the formal appeal procedure.

How do I appeal?

The employee will have a right to appeal within 14 calendar days of receipt of the written outcome of the request. When exercising this right, the employee must identify the reason for their appeal.

The appeal panel will be chaired by the next level of management and supported by an HR adviser who has not previously been involved in the process.

The appeal panel Chair will inform all parties of the arrangements for the hearing in writing no later than 14 calendar days before the hearing. The hearing and outcome must take place within 3 months of the application being submitted.

Am I entitled to be accompanied?

Yes, you are entitled to be accompanied by a trade union/professional organisation representative or accompanied by a fellow colleague, friend or relative not acting in a legal capacity at all stages of the process.

The HR Support and Advice Unit can be contacted on 0141 278 2700 if you have any further questions or need guidance on this policy area.

Tools and Templates

The HR Support and Advice Unit can be contacted on 0141 278 2700 if you have any further questions or need advice on this policy area.

The material contained in this section is management guidance, rather than guidance that has been agreed in partnership.

OfS Flexible Working Application Form

Home Working

The Board Home Working Policy is part of our work/life balance policies. This is where work is performed at or from home instead of at or from the Board’s premises for a significant proportion of the contractual working hours. 

“Working from home” and “working at home” have specific definitions in the policy and operate in different ways. These options are desirable because they can provide greater flexibility for our staff and increase the scope to meet the Board’s commitment to equal opportunities.

In addition, we can broaden the traditional recruitment market and gain access to alternative labour markets allowing us to attract and retain staff.

There are also environmental advantages by avoiding unnecessary car journeys.  

Top Tips on using the Homeworking Policy

  • Individuals working at home retain an NHSGGC base
  • Individuals working from home have their home as their office base
  • Suitability for home working will depend on the post
  • Home working must be approved by the line manager
  • Subject to regular review
  • Regular and effective communication between employee and line manager is paramount.
  • A home working risk assessment must be completed for everyone working from home
  • Same Employment Rights apply to home workers
Guidance

What is the guidance for working at home?

 In order to compliment the Home Working Policy, guidance was created in partnership in September 2020, which is available to view here.

What are the benefits of Homeworking?

There are a number of reasons why homeworking and working at home
is desirable including:

• providing greater flexibility
• increasing scope to meet the Board’s commitment to equal
opportunities, (e.g. it may enable a person with disabilities to do a job they otherwise would not be able to do)
• reducing energy consumption and pollution from unnecessary car journeys
• attracting and retaining staff
• providing a working environment which allows work to be carried out effectively and efficiently

The HR Support and Advice Unit can be contacted on 0141 278 2700 if you have any further questions or need guidance on this policy area.

Maternity Leave

The purpose of the maternity leave policy is to detail the eligibility of employees to receive occupational NHS maternity pay. The policy details the eligibility criteria for the occupational scheme and the application process.

The policy also details the ability to return to work during maternity leave for KIT (Keeping in Touch) days if you would like to do so and the obligations on the employer to ensure an appropriate risk assessment is carried out to ensure your health and safety when pregnant and on your return.

More detailed guidance and frequently asked questions can be found under the guidance tab.

Update to Childcare Voucher Scheme

Application Process for Doctors and Dentists in Training

Doctors and Dentists in training with GGC currently on placement at another board – please use the link below to complete the paper application, this should be submitted to your placement board:

Maternity Leave Application Form 

All other trainees who are working within GGC should apply through eESS (Employee Self Service).

Policy

NHS Scotland Workforce Maternity Policy

If you have any questions in relation to this policy please contact the HR Support and Advice Unit.

Update to Childcare Vouchers Scheme

Forms

The following documents can be downloaded as part of the maternity leave process – 

eESS Maternity Standard Operating Procedure

Maternity Communication Checklist

Risk Assessment Form

Please contact the HRSAU for further information or clarification on their use.

Please note: Doctors and Dentists in training are required to complete a paper based application. Use the link below to locate and complete the application. This should then be passed to your placement board to process:

Maternity Leave Application Form

Maternity Leave Guidance

What is Maternity Leave?

Maternity Leave is a period of absence from work granted to a mother before and after the birth of her child.

Am I entitled to Maternity Leave?

An employee working full-time or part-time will be entitled to paid and unpaid maternity leave under the NHS contractual maternity pay scheme if:

You have twelve months continuous service with one or more NHS employers at the beginning of the 11th week before the expected week of childbirth

You notify your employer in writing before the end of the 15th week before the expected date of childbirth (or if this is not possible, as soon as is reasonably practicable thereafter)

  • of your intention to take maternity leave
  • of the date you wish to start your maternity leave
  • that you intend to return to work with the same employer or other NHS employer for a minimum period of 3 months after your maternity leave has ended
  • provide a MATB1 form from your midwife or GP giving the expected date of childbirth

How much time off am I entitled to?

All employees will have the right to take 52 weeks of maternity leave. Please refer to the FAQ guide for details on pay entitlement related to length of service.

How do I apply for Maternity Leave?

In order to apply for maternity leave you must complete a maternity leave transaction through eESS employee self service. This will allow you to enter the dates for your maternity leave which will be submitted to the appropriate manager to approve the initial request which then progresses to HR Support and Advice Unit.  One you have completed the maternity leave transaction you must provide your manager with your original MATB1 form before the end of the 15th week before the expected date of childbirth. There is a function on eESS to electronically attach the MATB1 form.

If you do not have an eESS ID due to not having a GGC email or access to GGC network then your manager can complete the maternity leave transaction on your behalf via manager self service.

Your paperwork will then be processed by HR and Payroll. You/ your manager will be able to view your maternity leave dates via eESS self service functions.

eESS Maternity Leave Standard Operating Procedures

What happens with my holiday entitlement?

Employees continue to accrue all their annual leave and public holidays as normal throughout the entirety of their maternity leave, it does not need to be recalculated.

For example, if a nurse took maternity leave from 1 April 2019 to 31 March 2020 – i.e. a whole annual leave year – then they would return to work on 1 April 2020 with double their normal annual leave entitlement and 16 rather than 8 public holidays (still pro rata for part-time staff)*.

However, as early as possible between a manager being notified of an employee’s pregnancy and before that employee goes on maternity leave, the manager and employee need to discuss how best to plan to use this annual leave, pre- and post-maternity leave, including how much might need to be carried forward into a new annual leave year as it is not possible to take annual leave during maternity leave.

*Doctors and dentists have different annual leave years and entitlements than in the example above – please see Medical and Dental Policies – NHSGGC – however the principle of not losing any entitlement on account of maternity leave applies equally to all staff. 

What are keeping in touch days?

Keeping in touch (KIT) days are intended to facilitate a smooth return to work for women returning from maternity leave.

An employee may work for up to a maximum of 10 KIT days without bringing her maternity leave to an end. Any KIT days will not extend the maternity leave period and will be paid at the employee’s basic daily rate.

It is important that the employer and employee have early discussion to plan and make arrangements for KIT days before the employee’s maternity leave takes place.

Please note: Employees who agree to work KIT days will not be paid for work done in addition to SMP. The statutory rules provide for payment at a rate no less than the weekly value of SMP for work done on a KIT day, so if you work 10 hours on a KIT day with a contractual payment of £190.00 you will not receive the £190.00 in addition to the weekly rate of SMP (£172.48 for 2023/2024) however since that exceeds the SMP rate you will be paid £190.00 instead of SMP. If you work 8 hours on a KIT day and the contractual payment is £80.00, you will receive £172.48 SMP which is higher than the contractual payment. Payment is made of the higher value only.

Return to Work Arrangements

Employees should be provided with information and support regarding return to work arrangements. These include:

  • The right to return to their job under the original contract on no less favourable conditions;
  • The right to request a return to work on flexible working arrangements;
  • The right to parental leave; and
  • Provision of support for mothers who wish to breastfeed after they return to work.

Not returning 

On the occasion you notified your manager of your intention not to return to work with the same or different NHS employer, in accordance with the most recent NHS Circular: PCS(AFC)2019/7– if an employee fails to return within 15 months of the beginning of their maternity leave they will be liable to refund the whole of their maternity pay, less any Statutory Maternity Pay received.

Keeping records up to date

We need to know when you’re at work and when you have any type of time off. This is important to make sure we pay you correctly too.

All managers should ensure that SSTS is updated correctly and payroll is informed, where SSTS is not available.

The HR Support and Advice Unit can be contacted on 0141 278 2700 if you have any further questions or need advice on this policy area.

FAQs

Informing my employer

What Evidence Do I Need To Give My Employer?

If you are expecting a baby you will need to submit to your manager a MATB1 form or a letter from your midwife or doctor that confirms the week your baby is due. This week is called the Expected Week of Confinement or EWC.

When Should I Tell My Manager That I’m Expecting A Baby?

You should tell your manager as soon as possible but no later than 15 weeks before the EWC. You will receive a MATB1 from your midwife or GP once you are at least 20 weeks pregnant. To find the 15th week before the EWC, find the Sunday before the due date (unless your baby is due on a Sunday, in which case use the due date), and count back 15 weeks.

Will I Receive Written Confirmation from My Employer?

You will be able to view the details of your maternity dates via eESS employee self service.

If you are not entitled to Statutory Maternity Pay (SMP), you will also be given a Form SMP1, which you should use to claim Maternity Allowance from Job Centre Plus.

My entitlements

Am I Allowed Time Off For Ante-Natal Care?

Yes, but you must provide evidence of appointments and give your Manager reasonable notice of your leave.

How Long Am I Entitled To Take Off Work for my Maternity Leave?

All pregnant employees are entitled to take up to 52 weeks’ statutory maternity leave (SML) around the birth of their child. 

Am I Entitled To Statutory Maternity Pay (SMP)?

Do you have at least 26 weeks service with NHS Greater Glasgow and Clyde 15 weeks before your baby is due?

a) Yes, you will receive 39 weeks statutory maternity pay as long as you have at least 26 weeks continuous service with NHSGGC by the 15th week before the week your baby is due and your average earnings exceed the Lower Earnings Level for National Insurance purposes (£123 per week for 2023/2024 tax year).

b) No, not if you are employed for less than 26 weeks prior to the 15th week or your average earnings are less than the current Lower Earnings Level for National Insurance purposes. 

c) If you are unsure if you qualify, the payroll department can advise you on this.

Do I accrue annual and public holiday hours whilst I am on Maternity Leave?

Yes, all employees on Maternity Leave will accrue both annual leave and public holiday hours.

With agreement from your line manager, these hours can be used either at the start of the leave, at the end or a combination of both.

Payments

SMP – What Is the current rate and the current Lower Earnings Level for National Insurance?

A3.1 The current rate of SMP is £172.48 per week (or 90% of an employee’s average weekly earnings before tax if lower than £172.48). You can find this at https://www.gov.uk/maternity-pay-leave/pay.

To qualify for SMP you must have average earnings at least equal to the Lower Earnings Level for National Insurance purposes which is currently £123 per week. You can find this at https://www.gov.uk/government/publications/rates-and-allowances-national-insurance-contributions/rates-and-allowances-national-insurance-contributions

How do I Calculate SMP?

The calculation period is the eight weeks, if you are paid weekly, up to and including the 15th week before your baby is due. If you are paid monthly, the calculation period is usually based on the last two monthly payments received before the end of the 15th week before your baby is due. To work out the weekly average if you are monthly paid, add up the pay on the payslips, divide by 2 , multiply by 12 and divide that number by 52. Pay can include holiday pay, bonuses, overtime, sick pay and any previous periods of SMP but not Maternity Allowance. National pay awards, usually effective from 1st April, which fall due after the assessment period will result in the reassessment of SMP based on values derived from the increased salary. The revised SMP will be payable from the start of the maternity leave or from the effective date of the pay award (usually 1st April), whichever is later.

What If I Am Not Entitled To Statutory Maternity Pay?

If you do not qualify for SMP, you may still be able to receive Maternity Allowance. If you are not entitled, an SMP1 form will be sent to your home address at the time your maternity leave application is processed. You should take this to the Department of Work and Pensions who in turn will advise you if you qualify for Maternity Allowance.

How Is Statutory Maternity Pay Paid?

You will receive your pay on your normal pay day. SMP is paid in complete weeks. If you are monthly paid, some months will have four weeks SMP and others will have five. The number of weeks is determined by the number of Saturdays in the month. Your pay slip will be sent to your home address from your department.

How Much Payment Will I Receive During Maternity Leave?

A3.5 The payment for Occupational and Statutory Maternity Pay run concurrently and the amount you will be paid depends on your entitlement to each.

a). If you are eligible for occupational maternity pay and SMP :

8 weeks @ full pay

18 weeks @ half pay + SMP (£172.48 effective from April 2023 or 90% of average weekly earnings, whichever is less) provided the total receivable does not exceed full pay.

13 weeks @ SMP only (£172.48 effective from April 2023 or 90% of average weekly earnings which ever is less).    

13 weeks @ no pay

b). If you are not eligible for occupational maternity pay but you do qualify for SMP :

6 weeks @ 90% of average weekly earnings.

33 weeks @ SMP only (£172.48 effective from April 2023) or 90% of average weekly earnings, whichever is less).       

c). If you are eligible for occupational maternity pay but do not qualify for SMP :

8 weeks full pay less **Maternity Allowance

18 weeks half pay provided half pay plus **Maternity Allowance does not exceed full pay

13 weeks **Maternity Allowance

**Maternity Allowance is not paid by NHSGGC but by Dept of Work & Pensions 

Note:

Generally, Maternity pay starts on a Sunday. It is paid out in whole weeks.

e.g. If you start your maternity leave on Sunday 6th September 2015. you will receive: 

5 days basic pay 1st to 5th September

3 weeks mat leave 6th September to 26th September

The 27th to 30th September is not a full week therefore it will be added to your October pay.

How is Occupational Maternity Pay Calculated?

OMP is calculated using your earnings in the same fixed pay periods described for the SMP calculation. National pay awards and annual increments which fall due after this assessment will result in a reassessment of OMP based on values derived from the increased salary. Revised OMP resulting from a national pay award or increment will be applied from the start of the maternity leave or from the effective date of the pay award/increment, whichever is later.

What If I Change My Contract After My OMP Earnings Have Been Assessed But Before I Commence Maternity Leave?

Any changes to your contract which take effect after the OMP earnings have been assessed will impact the OMP which you will receive. OMP will be recalculated to reflect contractual change to, for example, your grade, contracted hours or to the out of hours banding payment made to doctors in training. In some cases this reassessment will positively impact the level of OMP whereas in others the recalculation will produce a lesser value of OMP than the original calculation.

I Have Heard You Can Request That The Payments Are Given Evenly Instead Of Ending Up The Last Few Months With Very Little Income. How Does This Work?

Maternity Pay, by prior agreement with your employer, may be paid in a different way such as equal weekly values spread over the maternity leave period of up to 52 weeks.  However, HMRC regulations state employees must receive at least 90% of their salary for the first 6 weeks of their maternity leave; therefore, equal payments cannot be applied to this period. 

If you wish to apply for equal payments of your Occupational Maternity Pay, you can do so via section 18 of the Maternity Leave Application Form. This option, if selected, must be made prior to the commencement of your maternity leave and this cannot be changed afterwards.

I Am Currently Off Work On Maternity Leave And I Am Pregnant Again. How Will My Pay Be Calculated For This Second Period Of Maternity Leave?

Your entitlement to both Statutory and Occupational Maternity Pay are calculated on the payments received during the 8 week period prior to the Qualifying Week. If your earnings during that period have been reduced because you were receiving half pay or you were on unpaid maternity leave then OMP / SMP for the second period of leave will reflect these reduced earnings.

What Payment Will I Receive If I Do Not Intend to Return to Work?

The qualifying criteria for both OMP and SMP are the same whether you are returning to work or not. Therefore, providing you satisfy the qualifying conditions you will receive 6 weeks pay at 90% of your average weekly earnings followed by 33 weeks at the standard rate of SMP. These payments will be made on an ongoing basis and, if you are paid monthly, will be blocked into a number of weeks each month depending on the number of Saturdays in that month.

I Am Undecided Whether I Will Return to Work or Not – How Will I Be Paid?

You will be treated initially as if you do not intend to return to work and will be paid 6 weeks at 90% of average earnings followed by 33 weeks at the standard rate of SMP. If you subsequently decide to come back to work, and work for a minimum of three months, you will be paid the difference between what you have been paid under the leaver entitlement and the amount which would have been paid to you if you had declared your intention to return at the outset.

Sickness Absence during pregnancy

What If I Am Off Sick Prior To My Maternity Leave With An Illness That Is Not Connected To My Pregnancy?

If you are off work with a non-pregnancy related illness you will receive any sickness benefits that you are entitled to be paid up to the point of the notified date of maternity leave then SMP will commence.

What If I Am Off Sick Due To A Pregnancy Related Illness?

Any sickness benefit or SSP is paid up to the 4th week before the expected date of confinement. If you continue to be off sick after this period you will start Maternity Leave and will be paid SMP. Odd days of pregnancy related illness within the last 4 weeks before EDC may be disregarded and treated as sick leave if you wish to continue working.

After my baby is born

What Happens If My Baby Is Born Early?

If your baby is born prematurely or before the notified expected week of confinement all entitlements for maternity leave and pay are the same as if your baby were born full term. If your baby is born before the 11th week of EDC and you have worked during that week, your maternity leave will start on your 1st day of absence. If you have been off on certified sick, your maternity leave will commence the day after the birth.

My Baby Is In Hospital. Do I Need To Take Maternity Leave?

Yes it is a legal requirement that you take a minimum of 2 weeks immediately after the birth however the occupational scheme rules allow you to return to work and take the rest of your leave when your baby comes home by mutual agreement between you and your manager. However, if you choose to do this you will forfeit SMP at the lower rate for each week worked.

What Happens If My Baby Is Born Late?

If your baby is born late this does not affect the payment of SMP.

Fixed Term

I Have A Fixed Term Contract, What Am I Entitled To?

If your contract is due to end after the 11th week before the EDC and you have 12 months continuous service your contract will be extended to allow you to receive 52 weeks leave including occupational and statutory maternity pay and 13 weeks of unpaid maternity leave. If you do not have 12 months continuous service you may still be entitled to Statutory Maternity Pay if you have 26 weeks continuous employment at the qualifying week. If your contract is due to end prior to the 11th week before the EDC you will not receive any occupational maternity pay from NHSGGC however you may still be entitled to SMP or maternity allowance. The Payroll Department will be able to confirm your entitlements.

Will I Be Able To Return To My Fixed Term Post?

There will be no right to return if your contract would have ended had your pregnancy and childbirth not occurred. Your contract will be terminated under the provisions of ending a fixed term contract at the end of your Maternity Leave.

Will I Be Required To Pay Back Any Occupational Maternity Pay I Received?

No, the repayment provisions will not apply if your contract would have ended had your pregnancy and childbirth not occurred.

I Have A Rotational Training Contract, will I be able to complete this?

If you are on a planned rotation of appointments with one or more NHS employer as part of an agreed programme of training, you will have the right to return to the same post or to the next planned post irrespective of whether your contract would otherwise have ended if pregnancy and childbirth had not occurred. In such circumstances, your contract will be extended to enable you to complete the agreed programme of training. Special rules apply if your rotation to another employer takes place between the 14th and 11th week before your baby is due which may see your entitlement to OMP being paid by your new employer and SMP being paid by your current employer. 

Keeping In Touch

Will My Manager Keep In Touch With Me During My Maternity Leave?

Yes, Your line manager should keep in contact with you throughout the period of your confinement and maternity leave, providing information and support where required and a link to the workplace.

What Is The Purpose Of Keeping In Touch (KIT) Days?

KIT days facilitate the process of an employee and their manager keeping in touch during the maternity leave period and support the smooth return to work for the employee returning from maternity leave. Examples of when they may be used include Training/Development sessions, team meetings, service or policy updates or working a normal shift.   

Do I Need To Use All 10 Available KIT Days During My Maternity Leave?

No. KIT days are optional.  You may choose to work any number in agreement with your manager or indeed decide that you do not wish to work any KIT days during Maternity Leave. The payment rules for KIT days worked, up to a total of 10 days.

Can I Work More Than The 10 Available KIT Days During My Maternity Leave?

No. If you work an 11th day,  your maternity leave will come to an end.

Are There Any Periods During My Maternity Leave When I Am Not Able To utilise KIT Days?

You may not work by law during the two weeks immediately following the birth of your child. 

I Understand That If I Only Use A KIT Day To Go Into Work For 2 Hours Training, This Will Count As Me Using 1 KIT Day. Does This Mean I Am Paid For 1 Days Work Or Only 2 Hours Work?

Any work done on any KIT day under your contract of employment will count as a whole (one) KIT day. Therefore, if you attend work for a 2 hour training session this will count as 1 KIT day. 

How Should Any Hours Worked As A KIT Day Be Input And Recorded On SSTS To Ensure The Correct Payment?

Hours worked on a KIT day should be recorded as a roster note in SSTS and the detail will be passed automatically to Payroll where a manual calculation of the KIT payment will be performed. The roster note should describe the date and hours worked together with an indication of how many KIT days have been worked (including this latest KIT day) in the current maternity leave absence.

Will Any KIT Days Worked Extend The Maternity Leave Period?

No.

Do The KIT Days Have To Be Worked Consecutively?

No. This is not essential and the planned KIT days can be worked consecutively or not, as agreed between the employee and their manager.

Will I Be Paid Any Worked KIT Days In Addition To Statutory Maternity Pay (SMP)?

No. Employees who agree to work KIT days will not be paid for work done in addition to SMP. The statutory rules provide for payment at a rate no less than the weekly value of SMP for work done on a KIT day, so if you work 10 hours on a KIT day with a contractual payment of £190.00 you will not receive the £190.00 in addition to the weekly rate of SMP (£172.48 from 6 April 2023) however since that exceeds the SMP rate you will be paid £190.00 instead of SMP.  If you work 8 hours on a KIT day and the contractual payment is £80.00, you will receive £172.48 SMP which is higher than the contractual payment. Payment is made of the higher value only.

If I Work A KIT Day When Should I Expect To Receive Payment?

Payment will be made in the first pay bill run after input of the SSTS roster note.

What Happens If I Work More Than 1 KIT Day In A Week Or If I Work A Week Solely Made Up Of KIT Days?

he KIT days payment will be based on the total number of hours worked in that calendar week. The contractual payment for KIT days worked will be compared to the SMP value and the higher payment will be paid.

If I Am Entitled To Maternity Allowance Only And Not Eligible For SMP, How Will My Payment Be Calculated?

Payment for KIT days worked will be made for any amount greater than the weekly value of Maternity Allowance. If the KIT day calculation is less than the value of MA then no payment will be made.

Am I Allowed To Utilise KIT Days When On Unpaid Maternity Leave (Normally Weeks 40 To 52) If So How Will The Payment Be Calculated?

KIT days will be paid at the normal hourly rate as if the employee were at work.

What Impact Will Working A KIT Day Have On My Occupational Maternity Pay?

If the KIT day is worked between weeks 1 to 26 of maternity leave, the calculation will be based on the greater of :

  1. payment for hours worked, or
  2. payment for 1 day OMP (i.e. at full or half pay), or
  3. Full week value of SMP

If the KIT day is worked between weeks 27 to 39 of maternity leave, the calculation will be based on the greater of :

  1. payment for hours worked, or
  2. Full week value of SMP

If the KIT day is worked between weeks 40 to 52 of maternity leave, the calculation will be based on

  1. Payment for hours worked

I’m Still Breast Feeding, Will This Affect Me Working Keeping In Touch Days?

Your employer is required to complete a risk assessment of your working conditions and provide you with the required facilities including an area to rest and express milk and a dedicated storage space for storing expressed milk.

Returning to Work

What Is The Earliest Date I Can Return After The Birth Of My Baby?

The legal minimum period of maternity leave is 2 weeks after your baby is born.

What Is The Latest Date That I Can Return?

52 weeks after the start of the maternity leave however, this may be extended by local agreement in exceptional circumstances.

Do I Have To Give Notice To Return?

Only if you wish to return earlier than your original return date, in which case you must give 28 days notice of your return. 

What If My Circumstances Change And I Am Unable To Return To Work?

You will be asked to repay the full amount of Occupational Maternity Pay received less 6 weeks at 90% of OMP. Arrangements can be made with the Payroll Department to repay the sum owed in reasonable instalments to avoid unnecessary hardship.

Will I Be Given Support To Continue Breastfeeding On My Return To Work?

Yes, We aim to support and encourage mothers who wish to breastfeed after they return to work. If you wish to continue breastfeeding your child when you return to work you should arrange to meet your line manager to discuss the provisions required. This meeting will need to take place at least four weeks before you plan to return to discuss working arrangements, which will allow you to continue to breastfeed.

 As a result we may need to change your working pattern temporarily in order to support you and this should be discussed with your line manager prior to your return. Where practicable, time off during working hours will be provided to allow you to breastfeed if your baby is cared for nearby, or to express milk.

 Please refer to Board Breastfeeding Policy for more information.

New Parent Support (Paternity)

NHS Scotland Workforce New Parent Support Policy

An employee is entitled to take up to 2 weeks of new parent support leave if they are the biological father of the child, or the spouse or civil partner, partner, or nominated carer of a mother who gives birth to a child.

An employee will also be entitled if they are the intended parent on the birth of a child through a surrogacy arrangement or if they are adoptive parents where a child is matched or newly placed with them for adoption. Either adoptive parent may take new parent support leave while the other parent can take adoption leave.

From 6th April 2024 employees will be entitled to take their 2 week entitlement either as a single block or as two separate weeks of leave. This must be taken within 12 months from the date the child is born, placed for adoption or arrives in the UK in the case of overseas adoptions.

Only one period of new parent support leave and pay is available when there are multiple births, such as twins.

To qualify for Statutory Paternity Pay an employee must have completed at least 26 weeks of continuous employment with their current NHS employer at the end of the 15th week before the expected week or childbirth or the end of the week the adoption agency notifies them of a match. In the case of overseas adoptions, it is the date the child arrives in the UK or when the employee wants their pay to start.

An employee must also have average earnings above the lower earnings limit for National Insurance contributions during the 8 weeks before the end of the qualifying week.

To qualify for Occupational Paternity Pay an employee must have 12 months of continuous service with one or more NHS employer before they take their leave.

Partners must give 15 weeks’ notice from the expected week of childbirth of their intention to take New Parent Support Leave and 4 weeks’ notice of the exact dates of their leave.


The NHS Scotland Workforce New Parent Support Policy, including a guide for managers and a guide for employees can be found here.

Parental Leave

NHS Scotland Workforce Parental Leave Policy

The Parental Leave Policy is one of the Work-Life Balance Policies which allows our staff to balance family and work commitments and spend time with their children.

To be eligible to parental leave an employee must:

  • have 12 months of continuous service with one or more NHS employers
  • have or expect to have responsibility for a child (to have responsibility for a child, the employee must be the biological or adoptive parent)
  • be taking leave to spend time or otherwise care for the child

Employees are entitled to 18 weeks of leave for each child under 18. For NHS Scotland employees, the first 4 weeks is paid leave. Pay will be as if at work and will reflect contractual hours. The remaining 14 weeks are unpaid.

Employees will be asked for evidence of entitlement when they make their first request for leave for a child. This will be in the form of a birth or adoption certificate.

The paid element must be taken before the child’s 14th birthday or 18th birthday for an adopted child or a child with a disability.

Employees usually take parental leave in weekly blocks.

If an individual changes employer, the entitlement balance is not restored to 18 weeks. The individual should notify their new employer of any parental leave and pay already taken.

An employee should request parental leave giving at least 3 weeks notice before the start of the leave using the Parental Leave form.

If an employee is requesting to take more than 4 weeks of leave in a continuous block, they should normally give their manager 2 months’ notice. However, if the manager is able to support the leave with less notice, it should be accommodated.

The NHS Scotland Workforce Parental Leave Policy, including a guide for managers and a guide for employees can be found here.

Public Holidays

The Public Holidays for 2023/24 are as follows:

Good Friday: 7th April 2023
Easter Monday: 10th April 2023
May Day Monday: 1st May 2023
King’s Coronation: 8th May 2023
Autumn Monday: 25th September 2023
Christmas Day: 25th December 2023
Boxing Day: 26th December 2023
New Year: 1st January 2024
New Year: 2nd January 2024

The Public Holidays for 2024/25 are as follows:

Good Friday: 29th March 2024
Easter Monday: 1st April 2024
May Day Monday: 6th May 2024
Autumn Monday: 30th September 2024
Christmas Day: 25th December 2024
Boxing Day: 26th December 2024
New Year: 1st January 2025
New Year: 2nd January 2025

Please see further information regarding Good Friday Public Holiday (29th March 2024) for Leave Year 2024/2025 here.

Reduced Working Year

Board Reduced Working Year Policy.

The purpose of this policy is to promote flexible working practices and to define one of these, the reduced working years. Most commonly the reduced working year is utilised as a term time arrangement where the duties of the post are carried out during school terms.

The policy details how a reduced working year contract would work in practice.

Please contact the HR Support and Advice Unit if you have any questions in relation to this policy.

Guidance

What is a reduced working year?

A reduced working year can take a number of forms. One of the most common examples is term time working. This is a formal agreement whereby the duties and responsibilities of a post are carried out (either full-time or part-time) during school terms. The salary of the post is reduced proportionately to the hours worked by the employee. However, these principles would apply regardless of whether a reduced working year contract is explicitly linked to school terms or not.

What are benefits of a reduced working year?

A reduced working year provides the opportunity for employees to work during certain periods of the year while maintaining their career prospects and personal development. It allows employees to remain on a permanent contract and gives them unpaid leave during school holidays.

Am I entitled to submit an application?

Yes, an application to request a reduced working year contract is open to all employees as well as prospective employees, no matter what level in the organisation. Where posts are not considered to be suitable for a reduced working year contract, a full explanation will be given by the line manager.

How do I submit an application?

You should complete a Flexible Working Application form and submit it directly to your line manager. 

The HR Support and Advice Unit can be contacted on 0141 278 2700 if you have any further questions or need guidance on this policy area.

Shared Maternity Leave/Shared Adoption Leave

The Shared Maternity and Shared Adoption Policy outlines the procedure employees must use to request shared maternity and shared adoption leave. It also details their statutory and contractual rights and pay arrangements.

The Once for Scotland Workforce Shared Maternity and Shared Adoption Policy and application forms can be found here. Completed forms should be sent to the HR Admin Team via the HR Portal.

Special Leave

NHS Scotland Workforce Special Leave Policy

NHSGGC understands that employees need to balance the demands of work requirements with domestic responsibilities. Whilst each employee is responsible for ensuring appropriate care mechanisms are in place to meet their personal responsibilities, NHS GG&C may assist in circumstances where arrangements have unavoidably broken down and time off work is required.

Our Special Leave Policy explains how time off from work is managed, for situations such as to deal with domestic emergencies, the serious illness or death of a partner, family member or relative, close friend or colleague or for short term carer’s leave.

Special Leave is also used for time off for public duties such as jury service, member of a public body such as Children’s Panel or training days with Volunteer Forces.

Please contact the HR Support and Advice Unit if you require further advice.

There is a separate Reserve Forces Training and Mobilisation Policy

Biography

Elaine was elected by fellow Trade Union colleagues as Staff Side Partnership Lead on 1st September 2020 for a 4 year term.

Elaine joined the NHS Greater Glasgow and Clyde Health Board over 40 years ago as a Biomedical Scientist specialising in Microbiology and has been active a Trade Union steward for Unite the Union for over for over 25 years.

Elaine would assert that we should Assume Nothing and Question Everything!

Contact Information

Biography

Kirstin started her administrative career in NHS Forth Valley before joining NHS Greater Glasgow and Clyde as Personal Assistant to the Director of Human Resources and Organisational Development, a post held for 15 years. Kirstin commenced her post as the Area Partnership Forum (APF) Administrator in January 2022 and is the first point of contact for the Employee Director’s Office. Kirstin is the Administrator for the Area Partnership Forum and the Area Joint Trade Unions and Professional Organisations Committee (JOC).

Contact Information

Biography

Amanda joined NHS Greater Glasgow and Clyde Health Board in 2001 as an Occupational Therapist. She has been a BAOT trade union steward since 2006.

Amanda was appointed the role of joint Staff Side Partnership Lead from 4th September 2022 until September 2026; she was elected by her fellow joint trade union colleagues.

Amanda’s main focus is on building excellent working relationships with the 14 trade unions, delivering meaningful representation on behalf the 14 trade unions at Board level and supporting the Employee Director.

Contact Information

NHS Greater Glasgow and Clyde takes a zero tolerance approach to sexual harassment in all its forms. It is important that any staff member who has experienced or is experiencing sexual harassment, feels able to come forward, report it and access the support that is right for them. For anyone who has experienced or witnessed sexual assault, this can include reporting the incident to Police Scotland

To ensure all our staff are aware of the support that is available to them, and the options open to them to report or raise concerns about sexual harassment, we are rolling out our Cut It Out programme throughout 2024 to:

  • Demonstrate zero tolerance for sexual harassment and other forms of harassment, across NHSGGC.
  • Build the trust, confidence and knowledge of staff when raising concerns, so they know they will be dealt with appropriately
  • Ensure managers are equipped to deal with issues that are raised
  • Let all staff know what is and is not appropriate in the workplace.
  • Put in place the right support for people who experience sexual harassment.

If you believe you or one of your colleagues has experienced sexual harassment or any other form of harassment, please contact our Bullying and Harassment confidential helpline on 0141 201 8545 or the HR Support & Advice Unit.

You can also seek support and counselling via Occupational Health, or through the range of support shown in the Resources section at the bottom of this webpage. This includes specific support for any individual who has experienced sexual assault.

What is harassment?

Harassment is unwanted conduct relating to a relevant protected characteristic (age, disability, gender reassignment, race, religion or belief, sex, or sexual orientation, marriage and civil partnership or pregnancy and maternity), which has the purpose or effect of violating an individual’s dignity or creating an intimidating, hostile, degrading, humiliating or offensive environment for that individual. It may also relate to other personal characteristics such as trans identities including non-binary, as well as weight or social status.

Examples of Sexual Harassment as outlined in the NHSScotland Bullying and Harassment Policy:

  • Indecent exposure
  • Sexual assault
  • Unwelcome sexual advances, propositions or pressure for sexual activity, continued suggestions for social activity within or outside the workplace after it has been made clear that such suggestions are unwelcome
  • Suggestions that sexual favours may further a colleague’s career or refusal may hinder it, for example, promotions, salary increases etc.
  • Leering, whistling or making sexually suggestive comments or gestures, innuendoes or lewd comments
Examples of Harassment as outlined in the NHSScotland Bullying and Harassment Policy:
  • Offensive jokes, banter and comments
  • Ostracising or “freezing out”, ignoring and staring
  • Patronising comments and remarks
  • Mimicking
  • Use of derogatory terms
  • Inappropriate personal questions or comments
  • Belittling or patronising comments or nicknames
  • Assault or other non-accidental physical contact, including disability aids
  • The display, sending or sharing of offensive letters, publications, objects, images or sounds
  • Graffiti
  • Offensive comments about appearance or clothing
  • Deliberate and consistent behaviours which demonstrate a non-acceptance of aspects relating to protected or personal characteristics, for example, failure to use requested gender pronoun for a transitioning individual

Our Bullying and Harassment policy has both an informal and a formal process

The informal process is focussed on early resolution. This recognises that the best way to resolve an issue at the earliest opportunity is by ensuring the other party is aware of the impact of their behaviour.

If early resolution is unsuccessful or the bullying or harassing behaviour is significant or persistent in nature, the employee or manager may initiate the formal process.

The information below sets out what you need to know about our informal and formal process.

Informal process (Early resolution)
  • Speaking to the other party directly – the complainant approaches the other party to tell them that they find their behaviour offensive, why this is the case, and to ask them to stop.
  • Writing to the other party – the complainant writes to the other party to tell them that they find their behaviour offensive, why this is the case, and to ask them to stop.
  • Supported approach – if the complainant finds speaking to the other party too difficult, but still wishes to seek early resolution, they can ask a manager to relay their concerns to the individual.
  • Supported conversation – if the individuals involved agree that early resolution is possible this can be supported through an informal discussion. Such meetings can be offered by a third party, e.g. a manager or HR representative, and involve supporting the employees to have a face to face conversation to start rebuilding relationships. During this process employees can be supported by their Trade Union representative or a work colleague. A record of the agreed outcomes will be provided by the third party to all participants.
  • Mediation – the manager may suggest this to the parties involved to actively support early resolution. Mediation is voluntary and has a clear structure. It offers a safe and constructive approach to enable the parties to problem solve and develop a realistic agreement that meets all their needs. The trained mediators are impartial and they do not take sides or offer solutions but promote and support good conversation. What is said in mediation is confidential and cannot be disclosed or used in any subsequent procedure.
Formal process/procedure

If early resolution is unsuccessful or the bullying or harassing behaviour is significant or persistent in nature, the employee or manager may initiate the formal procedure.

In such cases the manager will assess any risk to determine what supports can be put in place to allow the employees to continue working together during this period e.g. alternate shift patterns. Where this is inappropriate, the employee alleged to have demonstrated the bullying and/or harassing behaviours will be moved to an alternate placement unless the complainant requests a move, or there is a legitimate service need which dictates that the other employee cannot be moved.

To initiate the formal procedure the employee should write to their manager or where this is not possible, or appropriate, to the next level of management. The communication should detail the employee(s) alleged to be demonstrating these behaviours and the nature of these. The employee may access a confidential contact or HR for advice, or a trade union representative for support and assistance.

If the employee has chosen to go straight to the formal stage of the procedure, a manager will discuss with the employee why they think early resolution is not appropriate and will offer every support to allow early resolution to take place.

The manager who receives the complaint must acknowledge the complaint in writing within 7 calendar days, using the Standard acknowledgement letter template. The letter outlines the process for either revisiting the possibility of early resolution or the process of investigation to be undertaken in line with the NHSScotland Workforce Policies Investigation Process.

How you can help

Share the resources on this page.

Complete NES Sexual Harassment elearning resource (scot.nhs.uk):

Sign Up to our active bystander training – see the dates below

Complete our anonymous survey: Sexual Harassment: Cut It Out – Anonymous Staff Survey

Management Training

Supporting staff is a key part of the manager’s job and this module offers guidance and support on issues relating to harassment at work. Any member of staff in NHSGGC who has responsibility for managing NHSGGC staff in their teams can sign up for training using this link: Sexual Harassment – NHSGGC

Active Bystander Training

‘Active Bystander’ is an innovative and award-winning training session which provides skills to challenge unacceptable behaviours, including those which may have become normalised over time. Places can be booked for these 75 minute sessions in 2025/26 via our Cut It Out page on Staffnet. If you are an NHSGGC employee and unable to access Staffnet, please email ggc.staffexperience@nhs.scot with your name, job title and work base, so that we can book you on.

You can also view EDI and Active Bystander Training – Moving Beyond the Tick Box

GGC: 330 Speak Up! Supporting Staff to Challenge Inappropriate Behaviours

If you can’t make any of the dates for our tutor led Bystander Trainer sessions, we also have available our Speak Up! learnPro NHS module. To complete this module, please log-in to LearnPro, search for course 330 and add to your courses.

There are a range of Available services to support any member of staff who feel that they are being bullied or harassed:

Sexual Assault

The impact of sexual harassment or sexual assault can impact individuals differently. It can present physical, psychological and professional difficulties. Many victim-survivors disclose mental health challenges such as anxiety and shame, alongside diminished confidence in the workplace or avoidance of specific work scenarios. Individuals can and do recover but it is important that we acknowledge the individuality of this, and the sources of support needed for this. We encourage employees to use the NHSGGC support service listed above, including contacting the police for any incidents of sexual assault, but acknowledge that additional sources of support may be necessary: 

Support Materials

Posters and Leaflets

If you require printed copies of the Sexual Harassment: Cut it Out posters, please contact: ggc.staffexperience@nhs.scot

Other Resources

NHS Greater Glasgow and Clyde believe that all staff should be able to thrive and flourish at work. It is a core role of the organisation and managers to support staff to enable them to do this.

For a staff member with a disability and / or a long-term health condition, standard working practices should be reasonably adapted to enable that member of staff to continue to work. Doing this will:

  • Enable the staff member to feel appreciated and valued at work
  • Help us retain staff and reduce sickness absence
  • Ensure that we comply with relevant equality legislation  
  • Remove barriers to full participation to all our staff
  • Implement reasonable adjustments to avoid the time spent managing sickness absences.  

Putting in place a reasonable adjustment can mean that a member of staff is treated differently from their colleagues and is in fact what we are required to do under the law. This is the difference between treating team members equally and equitably.

Our Reasonable Adjustment Guidance explains what reasonable adjustments are and how managers should support any of their staff with disabilities or long-term conditions.

This is accompanied by the Workplace Adjustment Passport and Reasonable Adjustment Review Form, which should be used by staff and managers to record any agreed adjustments.

The Neurodivergent Sub-Group of the Staff Disability Forum have, in partnership, developed a webpage aimed at helping staff support and work with neurodivergent colleagues.

Some helpful case studies and links to further resources are below.

Case Study 1 – a member of staff who experiences sensory issues and wears hearing aids

Susanne, aged 23 years, is a newly recruited staff member within an inpatient setting. She is a trainee within the Audiology team. She wears hearing aids in both ears and did not disclose information about her disability during the interview. However, she informed her manager when offered the job. Her manager contacted HR to seek advice about how to proceed and support this recruitment process as well as Susanne with reasonable adjustment to work within the team. 

What adjustments would make a difference?

  • Discussing the role and responsibilities with Susanne.  
  • Speaking with Susanne to gain a greater understanding of her needs. 
  • Making a referral to Occupational Health. 
  • Discussing potential adjustments to equipment or environment that may be required. Providing extra time to carry out record keeping and lengthening appointment time with patients.
  • Gaining consent from Susanne to disclose information about her needs with the team and specifically her supervisor. 
  • Provision of emotional support from peers and colleagues to ensure Susanne feels that she is heard and listened to.
  • Creating a personalised fire evacuation plan.
Case Study 2 – an employee returning to work after a long-term sickness absence following a stroke

The experienced employee was referred to Occupational Health (OH) following his return to work after a stroke. He is 41 years old and does not want to go for medical retirement. 

The employee has difficulty concentrating, focusing on tasks and can appear to be anxious, and therefore to be struggling physically. During the OH consultation, the employee indicated that his cognition, hearing and physical functions were impacted. He was under the care of rehabilitation for 8 months. Prior to the appointment, the staff member had no clue about any adjustments but was keen to return to work to keep him occupied. 

At the rehab centre, he met therapists (OT, Physio, and Audiology) who were able to improve the functioning to manage activities of daily living (ADLs), but this required time. 

Key Issues: 

  • The ward environment is busy and distracting.
  • Having difficulty remembering processes and therefore anxious that they appear to be not coping, which affects physical functioning such as typing/ writing.                    
  • Unable to walk long distances.  

Adjustments suggested: 

  • The OH Staff Nurse identified and proposed a graded return to work with increased meetings with the supervisor. Would be happy for workplace adjustments passport to be completed covering: 
  • Support with routine planning.
  • To use a quiet office to complete his written work, such as care plans. 
  • Prepare check lists for tasks/processes. 
  • Using flowcharts to make following processes easier, as the standard operating processes contained too much information, which caused confusion. 
  • During rounds/meetings, they use a note-taking app on their work phone. 
  • Use of aid when walking. 
  • Taking frequent breaks as and when required. 
  • Flexibility to work from home when too tired to stay on site.  It was noted throughout this agreement that duties would gradually increase and skills improve.
Case Study 3 – Member of staff entering the menopause

Anna is a nurse in a community setting. About 4 years ago – aged 48, she stared to notice symptoms.  “Not the stereotypical  night sweats and changes to my periods, but struggled with sleeping, sore joints, low mood and generally not feeling myself”. 

She was lacking in confidence – been in her job a long time so was feeling that she should be at the top of her game, but couldn’t remember things, was worried about driving, prescribing and stressed that she would make mistakes at work.

Lucky that she worked where there are lots of colleagues who were really supportive and said that it sounded like the peri-menopause.  They suggested Anna had a chat with her GP who provided her medication.

Anna didn’t talk to her line manager about it at the time, because she felt that she should have been able to manage things.  Anna didn’t want to be seen to be moaning or seen as weak.   While she feels she should have been able to, Anna didn’t have that relationship with her line manager at that time. 

What adjustments would have made a difference?

The single biggest thing that would have made a difference is some flexibility with start times.  Her team had an 8.30am meeting before the clinic day starts and Anna liked be present at the meeting, not rushing in at 8.30am.  If she’d had had a bad night with no sleep, that was incredibly difficult for her. Just to have known it was OK to text and say ‘had a bad night’ and get support from her manager to start a bit later, took away a lot of her stress and anxiety.

The other thing that was important was emotional support from peers and colleagues.  Just someone to off-load to, have a chat and listen to. 

Anna reflects that this needs a gentle approach because people might not be ready to accept the stage they are at, can be resistant to accepting that the symptoms are menopause. Her experience was that self-care is a big thing too – not just about medication.

Case Study 4 – adjustments for individual with Attention Deficit Hyperactivity Disorder 

The employee was referred to Occupational Health as a Management referral due to performance and capability issues as a newly qualified Staff Nurse.

The employee had difficulty with focussing on tasks and appeared to be anxious. During the Occupational Health consultation the employee indicated that when they were university they had been diagnosed as having ADHD and had been supported with written work assignments and placements as a student. As this was their first qualified Nurse post they did not know if they needed any adjustments.

As a newly qualified Staff Nurse they had a Preceptor (mentor) who was already providing one to one support to become familiar with the ward and processes to be followed. The Staff Nurse identified that they were developing a good bond with their Preceptor, and would be happy for a workplace adjustments passport to be completed and shared with the Preceptor and the Senior Nursing team.

Issues identified by the Staff Nurse was that they found the ward environment busy and distracting and had difficulty remembering processes and anxious that they appeared to be not coping.

We discussed the Scottish ADHD coalition Guide to ADHD  (www.scottishadhdcoalition.org)  in the workplace and used this to identify specific issues and solutions that the Staff Nurse may find useful.

Adjustments suggested

  • Increased meetings with the mentor, initially daily to supervise work and plan the daily tasks.
  • To work with the Preceptor as buddy rather than ad hoc catch ups.
  • To use a quiet office to complete her written work, care planning and prepare check list for tasks/ processes.
  • There was already SOP (standard operating processes) but the Staff Nurse identified they were too much information on them and these caused them difficulty.  They realised if they made bullet points they could follow processes easier.
  • During rounds/ meetings, use a note taking app on their works phone.
  • Once they became familiar with the ward routine they did not require as much feedback but continued to have meeting with the mentor so any difficulty was identified as soon as possible.

Measles is a highly infectious, rash illness that can lead to severe complications. Europe is currently seeing a resurgence of measles. Cases imported to Scotland, from the rest of the UK and elsewhere, could propagate local outbreaks within under-vaccinated communities.

Protection of healthcare workers (HCW) is especially important in the context of their ability to transmit measles or rubella infections to vulnerable groups. While they may need MMR vaccination for their own benefit (including protection against mumps), they should also be immune to measles and rubella for the protection of their patients.

It should be noted that staff exposed to measles who don’t have appropriate evidence of immunity should be excluded from 5 to 21 days after exposure.

Staff Immunity

Assessment of healthcare workers MMR status is undertaken by the occupational health service at pre-employment.   Due to the recent resurgence of measles it is recommended that all healthcare settings review the measles status of their staff.   This is particularly important in higher risk areas including Emergency Departments and those staff working with particularly vulnerable patients e.g. haematology, oncology, maternity, paediatric and adult infectious disease units.

Satisfactory evidence of protection would include documentation of having received two doses of MMR, or positive antibody tests for measles and rubella.

Managers/Supervisors – Please complete the attached form detailing any members of staff identified as requiring MMR or, are unsure regarding their immunity/immunisation status and forward confidentially to the occupational health service via email occupational.health@ggc.scot.nhs.uk

Alternatively, if a staff member would prefer to discuss this confidentially with Occupational Health please advise they contact us by email as above or call 0141 201 0600

Occupational Health will then review the staff lists provided and arrange for an appointment if required. We will initially be prioritising the higher risk areas and areas where staff are working with vulnerable patients including;

  • Paediatrics
  • Neonatal
  • Maternity
  • Emergency Departments
  • Health visitors/family nurses; school nurses / additional needs schools nurses
  • Haematology / oncology
  • Infectious Diseases
  • Rheumatology
  • Renal

For the purposes of confirming satisfactory evidence the following will be applied.   

  • All HCWs who have documented evidence of two doses of MMR or positive antibody tests for measles and rubella should be considered immune to measles and no further action is required.
  • HCW’s who do not have this evidence will be offered two doses of MMR.

Building a Better Workplace: Working together to ensure our workplace is free of racism.

We want all staff in NHSGGC to feels safe, respected, and valued. Our workplace should always be a place where differences are celebrated and where everyone has the chance to thrive, regardless of their background or identity.

If you believe you or one of your colleagues has been the victim of bullying or harassment, you can find out more information on our factsheet or access the new helpline by calling 0141 201 8545, Monday, Tuesday, Wednesday and Friday from 9am to 4pm and Thursday’s between 12.00pm to 4pm.

There is more information about how to contact HR for support and advice on HR Connect.

Speak Up:

  • If you witness or experience racism, don’t stay silent. Use your voice to challenge it. Remember, bystander intervention can be incredibly powerful.
  • Talk openly and honestly about race and racism with your colleagues. Open dialogue is key to understanding and building empathy.
  • Utilize our dedicated channels: If you feel uncomfortable speaking up directly, you can use our confidential Bullying and Harassment Helpline or speak to one of our Bullying and Harassment Confidential Contacts

Get Involved:

  • Join the BME Staff Network: Connect with colleagues from similar backgrounds, share experiences, and support each other. You can join as a BME member of staff or as an ally.
  • Attend our Bystander Training: Learn how to effectively intervene in situations of racism and discrimination. See the links to sign up at the bottom of this page.
  • Become an Ally: Actively support and advocate for colleagues from diverse backgrounds.

Remember, every action, big or small, makes a difference. By speaking up, intervening, and getting involved, we can create a workplace where everyone feels respected and empowered.

Let’s build a Better Workplace, free from racism and discrimination. Together, we can make a positive change.

Active Bystander Training

‘Active Bystander’ is an innovative and award-winning training session which provides skills to challenge unacceptable behaviours, including those which may have become normalised over time. Places can be booked for these 75 minute sessions in 2025/26 via our Cut It Out page on Staffnet. If you are an NHSGGC employee and unable to access Staffnet, please email ggc.staffexperience@nhs.scot with your name, job title and work base, so that we can book you on.

You can also view EDI and Active Bystander Training – Moving Beyond the Tick Box

Resources

Six Resources you can use to help make your workplace inclusive and welcoming.

Speak Up!

if you see have any concerns or issues at work, please Speak up! This could be about your working life, the quality of service we offer or the care provided to our patients. You can find out more about how to Speak Up on our dedicated webpage.

Frequently Asked Questions for staff, relating to the Scottish Covid Inquiry.

1. What is the Scottish Covid Inquiry about?

This is a statutory public inquiry set up under the Inquiries Act 2005 to establish the facts and learn the lessons of the strategic devolved response to the COVID-19 pandemic in Scotland.

2. What is the Inquiry looking into?

The remit sets out that the Inquiry is to investigate the strategic elements of the handling of the pandemic including its impact on the provision of health and social care, education, business and financial and welfare support.

The Terms of Reference of the Inquiry specify its remit and the issues it will be examining in more detail.

3. Who is conducting the Scottish Covid Inquiry?

Lord Brailsford, who is the Chair of the Inquiry, is responsible for the direction and manner of the Inquiry. He acts in an independent capacity. A Public Inquiry is inquisitorial in nature, not adversarial, so the Chair performs more of an examining role than a judge would in court proceedings.

4. What is a Public Inquiry?

A Public Inquiry is a formal, independent review relating to particular events which have caused or have potential to cause public concern, or where there is public concern that particular events may have occurred. The aim of a Public Inquiry is to help to restore public confidence in systems or services by investigating the facts through consideration of documentary and witness evidence, to determine what happened and help prevent recurrence.

5. What is the outcome of a Public Inquiry?

The outcome of a Public Inquiry is the production by the Chair, with input from the Inquiry Team, of a report which details key findings of fact and makes recommendations for the future. The Chair cannot make any findings of civil or criminal liability, nor can he award any compensation.

6. Is the Scottish Covid Inquiry directed at my actions?

It is the role of the Inquiry Team to gather evidence from varied sources, including witness evidence from individuals with knowledge of the relevant circumstances.

You may be asked to provide a witness statement to assist the Inquiry Team with its investigations (see Q.14 below). However, the findings and recommendations detailed in the Chair’s report will be directed towards the Scottish Ministers and not at particular individuals.

7. What is the format of the Scottish Covid Inquiry?

The Scottish COVID-19 Inquiry has adopted a thematic approach to its investigations and hearings, giving priority to evidence from people most impacted by the pandemic in Scotland. The three themes are: health and social care; education and young people; and finance, business and welfare. The evidence gathered at public hearings will inform the Inquiry’s ongoing work across its themes, the issues examined at future hearings, and its reports.

8. When are the Inquiry Hearings being held?

A preliminary hearing of the Scottish Covid Inquiry relating to health and social care was held on 28 August 2023. This was a short hearing where Lord Brailsford set out arrangements for the hearings commencing in October 2023. This was preceded by an epidemiology presentation on 26 July 2023 by Dr Ashley Croft.

The first diet of oral hearings concerning the Health and Social Care Impact began on 24 October 2023 and will continue until December 2023. Impact hearings will continue in February 2024. Statements are being made by Core Participants including charities, campaign groups and professional bodies.

9. Where are the Inquiry Hearings held?

The Inquiry hearings are currently being heard at Scottish Land Court, George House, 126 George Street, Edinburgh, EH2 2HH.

The closest public transport stops for George Street include Waverley and Haymarket railway stations, Edinburgh Bus Station, and the Princes Street and West End tram stops. No car parking is available at the venue.

10. Are the hearings public?

Public inquiries are open to the public and the media. However, numbers of attendees are severely restricted at hearings currently. The Inquiry offers dedicated space for core participant group members, members of the public and media, where they will be able to watch a broadcast of proceedings. The premises are at Regus, 83 Princes Street, close to the hearings venue. Seats must be reserved in advance. Proceedings are being live-streamed on the Inquiry’s YouTube channel.

11. Can I catch up with the proceedings at a later date?

The hearings will be still be available to watch on the Inquiry’s YouTube channel after each hearing. Opening statements are being published on the Inquiry website shortly before each hearing and transcripts are published on the Inquiry website shortly after each hearing.

12. Will the Health Board or any staff mentioned in any statements or hearings have a chance to respond to any perceptions put forward by families, care home colleagues or others?

There will be an opportunity for the Scottish special and territorial boards to submit a closing statement following current hearings. Statements made so far have been at a very high level and making limited references to specific Health Boards.

13. Will I be approached by the Inquiry Team to provide a witness statement?

The Inquiry Team is carrying out investigations which include reviewing relevant documentation and interviewing individuals with knowledge and experience of the Covid pandemic. You may be asked by the Inquiry team to provide a witness statement relating to your professional involvement.

14. Do I have to provide a witness statement if requested to do so?

Yes. Lord Brailsford has powers under the Inquiries Act 2005 to compel a person to give evidence to the Inquiry. If you do not comply with a requirement by the Chair, you may be found to have committed a criminal offence.

15. As a former NHS employee, do I still have to cooperate with the Inquiry?

Yes. Lord Brailsford has powers under the Inquiries Act 2005 to compel any person to give evidence to the Inquiry. If you do not comply with a requirement by the Chair, you may be found to have committed a criminal offence.

16. What happens next?

If the Inquiry Team considers that if might be useful to speak to you in respect of your knowledge of these issues, you will be contacted by a named team member from the Inquiry Team’s Hearings and Witness Support Team to arrange a suitable time for an interview appointment. Your named team member will confirm the interview details in writing, provide the name of the person who will conduct the interview, the location (or whether it will be appropriate to take the statement remotely), and will also ensure that you understand what is involved in providing evidence, giving statements and attending hearings.

The Inquiry team will inform you in advance of the issues about which you will be asked, as well as providing you with copies of the documentation you may be asked about.

17. Who can I take with me to the witness interview?

You may have somebody present with you at the witness interview, such as a work colleague, friend, official from your Trade Union or Professional Organisation, or a solicitor from the NHS Central Legal Office’s (“CLO”) dedicated Scottish Covid Inquiry team (which is acting for the NHS Scotland territorial and special health boards in the Inquiry). It is recommended that whoever accompanies you is not themselves likely to be asked to provide a statement. The recommendation is that a solicitor from CLO attends with you to provide as full legal support as possible.

18. Can I obtain separate legal representation?

NHSGGC will support you as fully as possible throughout your involvement in the Scottish Covid Inquiry. However, if you would prefer to be accompanied by an independent solicitor, the Inquiries Act 2005 allows for the possibility of an award of funding for legal representation for witnesses; applications for funding for legal representation must be approved in advance. You should speak with the Inquiry’s witness support team about this.

19. What happens at the witness interview?

There are likely to be two members of the Inquiry team in attendance, who will take your statement, by asking you questions and referring you to documentation for your comment. Giving a witness statement may take some time. The statement takers will allow regular breaks, but you should feel free to ask for breaks whenever you want. If a meeting is likely to last a long time, the interview will be spread over more than one day. Consider making your own notes of the interview; this will help in remembering what was said when you receive the draft statement of your interview.

20. Do I get a chance to see, and make changes to, my statement before it is finalised?

Shortly after your interview, you will receive a draft copy of your witness statement. This must be read thoroughly and any changes, additions or deletions can be made at this stage. You should sign the statement once you are satisfied that it accurately reflects your evidence. You may be asked to provide electronic verification in place of a signature, if the process is taking place remotely. Once the statement is signed, it then becomes your evidence to the Inquiry. If you subsequently wish to say something more, you can make a further statement.

21. Will my witness statement be public and will it attract media interest?

Evidence for hearings is currently published on the Inquiry website several days prior to hearings, so the media will have access to materials before and during each stage of the Inquiry hearings. This could lead to witnesses being quoted in media reports prior to appearing at the Inquiry.

22. Will I be called as a witness at the Inquiry?

Any member of staff who has been interviewed and provided a statement to the Inquiry Team may then be called as a witness at the Inquiry. However, in many cases, a witness’ statement will be sufficient and they will not also be required to give evidence at a hearing.

23. What should I do to prepare before giving evidence to the Inquiry?

If you are called to give evidence, it is important that you prepare for this by:

  • Reviewing all personal notes and files, as well as the documentation provided to you by the Inquiry Team in advance of giving your witness statement.
  • Familiarising yourself with the hearing surroundings by viewing the information about the venue on the Inquiry website.
  • Being prepared for possible media interest in the lead up to the hearing.
  • Being aware that you may have to wait at the hearing venue before you are called as a witness.
24. What should I expect when giving evidence to the Inquiry?

When called to give evidence, you must take an oath, or affirm, declaring that you will tell the truth at all times. You are then likely to be questioned on who you are, your qualifications and experience, and your place of work before going on to matters relating to health and social care within the Covid pandemic.

25. What are the key tips to remember when giving evidence?

Listen carefully to the questions you are asked and take time to consider your response. Do not feel pressured to give a “yes” or “no” response and be ready to explain your view. If you can’t remember the date of an event or don’t know the answer to a question, say so – don’t try to guess and do not speculate. If a question has multiple parts, break down your answer. If you are unsure of the question, ask for it to be repeated. Be calm, courteous and honest. Remain objective, and do not get personal. Speak clearly and concisely, and be ready to confirm your evidence from notes taken at the time, or by reference to your witness statement. If your role is a central one, be prepared for a possible lengthy session in the witness box which may last several hours.

Do:

  • Prepare in advance
  • Be fully familiar with the issues under investigation at the session
  • Give detailed and relevant answers
  • Say if you cannot remember
  • Be alert and astute to the atmosphere in the venue
  • Direct your answers to the Chair, even though counsel to the Inquiry is asking the questions: the Chair is the decision maker
  • Be clear in what you say and speak loudly enough for the Chair and Counsel to the Inquiry to hear you
  • Be ready and willing to expand and explain your answers if requested
  • Be ready and willing to see the argument in opposing views but be firm and clear about your own evidence
  • Be prepared for delays
  • Be aware that this is a formal proceeding and dress appropriately
  • Try to remain calm
  • Try to avoid appearing defensive
  • Stick to the facts – don’t make assumptions about what other people did or did not do
  • Try to avoid jargon, medical or hospital language that others may not understand

Try not to:

  • React emotionally
  • Be arrogant, impatient, aggressive, rude, argumentative or appear patronising
26. What happens if I am approached by a journalist?

Given the restricted number of attendees at the Inquiry premises, it is unlikely that the media will approach witnesses to the Inquiry. Should you be approached by a journalist, however, there is no obligation for you to make comment. The media may also take photographs of witnesses arriving at or departing from the Inquiry.

The NHSGGC Communications team is on hand to advise and support you if you are in any doubt about what to do if contacted by the press. They can be contacted by telephone, 0141 201 4429, or email,press.office@ggc.scot.nhs.uk 24 hours a day

27. Is there anyone at NHSGGC I can talk to about my participation in the Inquiry?

Yes. NHSGGC is fully committed to providing support to all staff who may be involved in the Scottish Covid Inquiry. NHSGGC Legal Office operates a “Witness Service” that offers support and guidance to all witnesses asked to give evidence at a hearing. The service they can provide which would be helpful to any NHS staff member if required is:

  • Practical help
  • Information on Inquiry procedures
  • Guidance regarding further support
  • A listening ear for anxieties/concerns

If you would like support from this service generally, or if you are invited to give a statement / evidence, please contact Rachel McGowan, 07583 121674 or rachel.mcgowan@ggc.scot.nhs.uk

Additionally, the NHS Central Legal Office (“CLO”) is acting for the territorial and special Scottish health boards in the Inquiry.

Of course, you may also seek support and advice from your Trade Union or Professional Organisation.

28. Am I obliged to provide a precognition to the CLO if requested to do so?

A precognition is an informal statement, used for internal purposes only, and not for wider disclosure, and is covered by legal privilege. The CLO might suggest that they take a precognition from you as part of its fact-finding phase. While you are not obliged to provide such a statement to the CLO, we would strongly advise you to do so: this process assists with building your own picture of the events to which you can speak; and if called by the Inquiry to give evidence, you must do so, so having taken the preparatory step of assimilating your recollection of matters in advance of that more formal process is hugely beneficial.

29. Will what I say to a CLO solicitor be in the public domain?

No. Any conversation you may have with a member of the CLO team is confidential and is covered by legal professional privilege, whereby written or oral confidential communications between a lawyer and a client are protected for the purpose of giving or receiving legal advice.

30. Is there anyone on the Inquiry Team I can speak to for support?

Yes. The Inquiry has set up a Hearings and Witness Support Team which is available to anyone who is a witness to the Inquiry; i.e. anyone who is either giving a witness statement, or giving evidence at an Inquiry hearing. They can provide information about what the Inquiry does and how they do it.

The witness support team can be contacted either via the NHSGGC Witness Service and/or CLO, or by email to hearingsandwitnesses@covid19inquiry.scot

Staff can also contact the NHSGGC Occupational Health Service for counselling support.  Mental Health and Wellbeing resources area available from HR Connect.

31. If asked to provide certain documentation relating to the issues set out in the Terms of Reference by a solicitor from the CLO, should I do so?

Yes. The CLO is supporting NHSGGC in the information-gathering stage of Inquiry preparations. Part of that exercise comprises a review of documentation and an assessment of its relevance to the Inquiry’s Terms of Reference and to the specific Requests for Information which the Inquiry Team has made. The provision of any documentation to the CLO does not mean that there will be automatic onward provision of this documentation to the Inquiry Team.

Subject to certain exceptions, should any material be considered to be relevant to these Requests, there is a legal obligation for this to be provided by NHSGGC, or the CLO on its behalf, to the Inquiry Team.

32. What if the material is sensitive, contains personal data or is legally privileged?

There are protocols in place to deal with the provision of sensitive or legally privileged material, including an application by the CLO to the Inquiry Team for an order for redaction (obscuring parts of text) or restriction of the publication of the material.

33. I have heard that there is also a Police investigation, is that correct?

There is an ongoing investigation by the Crown Office and Procurator Fiscal Service, supported by Police Scotland, into the Covid-related deaths of care home residents and those who may have contracted Covid in the course of their employment, between May 2020 and December 2022.

34. Will I be interviewed as part of the Police Investigation?

If you have knowledge of matters relevant to the Police investigation, you may be asked to attend for interview to provide a statement.

35. Do I have to attend for interview and provide a statement to the Police if asked?

No. Attending an interview and providing a statement to the Police is voluntary. However, NHSGGC wishes to cooperate fully with the Police investigation and would therefore ask that you consider this when deciding whether to agree to a request for an interview.

36. What should I do if I am contacted by Police Scotland requesting an interview?

Please see Q.27 above.

37. Who can I take with me to a Police interview?

Please see Q.17 above.

38. Can I obtain separate legal representation?

NHSGGC will support you as fully as possible and should you wish NHSGGC will make a solicitor from the CLO available to speak with you beforehand in order to answer any questions you may have, and to attend with you to the interview. However, if you would prefer to be accompanied by an independent solicitor, please contact your Trade Union or Professional Organisation.

39. Do I need to prepare for a Police interview?

Police Scotland will not necessarily provide details on what they intend to cover at the interview in advance. If so, preparation will not be possible. However you may be advised in advance of e.g. the name of the individual whose death they are investigating. It is recommended that you do not bring any documentation or notes with you to the interview as the Police Officers can take possession of these – see also Q.41 below.

40. What happens at a Police interview?

Similar to Q.20 above, there will be two Police Officers in attendance. One of the Officers will hand write the statement during the interview. Although you will be responding to questions, the statement will be written as a first person narrative. This interview process therefore may take some time. You should feel free to ask for breaks whenever you want.

41. What are the key tips to remember when being interviewed by the Police?

These are similar to Q.25 above.

  • Listen carefully to the questions you are asked and take time to consider your response.
  • If you do not understand the question or are unsure about what you are being asked, then ask for clarification.
  • Do not feel pressured to give a “yes” or “no” response where that would not be correct, but instead provide a full response explaining the position.
  • If you don’t remember or don’t know the answer to a question, just say so – don’t try to guess and do not speculate.
  • If a question has multiple parts, break down the question and your answer.
  • If you feel someone else would be better placed to answer a particular question, feel free to say so, as part of the purpose of the questions is to find out who is best to answer them.
  • If you need to see a particular document in order to answer a question, ask for this document and if the Police have it available they will show it to you. If the document is not available, the Police Officer will request a copy from NHSGGC.

Be calm, courteous and honest. Speak slowly, clearly and concisely, as that will make it easier for the Police Officer who is writing down your responses.

42. If requested, should I provide documents to the Police?

If the Police ask you to provide any copies of documents including clinical notes, technical information or organisational information please advise the Police that all information is available through contacting the Public Inquiries PMO via ggc.covidpipmo@ggc.scot.nhs.uk.

43. Do I get a chance to see, and make changes to, my Police statement before it is finalised?

Yes. At the conclusion of the interview, or at multiple points during the interview if it is a long interview, you will be asked to read through the statement that has been written by the Police Officer to check that it is accurate. You must read the statement carefully and make any corrections, changes, additions or deletions that you wish. Once this has been completed you will be asked to sign every page of the statement as well as sign at the end to confirm that the statement is a true and accurate record.

44. Will my Police statement be made public?

No. Your Police statement is confidential.