What to do if you are concerned someone is at risk?
If you are worried that you or someone you know is being harmed, is suffering from neglect, or is being abused, it is important to tell someone. Your report will be treated in confidence. Everyone has a right to be safe.
Make sure they are safe – If immediate help is required phone 999.
Outwith office hours you can phone Glasgow and Partners Emergency Social Work Services on 0300 343 1505.
For Glasgow City please call 0300 343 1505
For Eastwood please call 0141 451 0866
For Barrhead please call 0141 800 7850
For East Dumbartonshire please call 0300 343 1505
You can also phone Scottish Police non-emergency on 101.
You can also speak to a health professional (for example your doctor or a health visitor) or the police. They will take your concerns seriously.
If you know or suspect that an adult is being harmed then you need to report your concerns. Don’t assume that someone else has already reported it. The person being harmed or neglected may not be able to report it themselves. Remember, the person who did this may be doing it to others too.
Workforce Planning is best described as:
“Getting the right people with the right skills and competences in the right place at the right time to deliver services that provide the best possible patient care, within a budget that you can afford.”
In practice this involves the following:
Designing your future workforce – Understanding what the workforce needs to look like to meet service need and influencing this process by ensuring that workforce considerations are part of the service and financial planning process.
Developing your future workforce – Through recruitment, retention, education commissioning and staff development.
Delivering your future workforce – By understanding the management actions that will be necessary to ensure your workforce plans is delivered and that all your staff, service partners and stakeholders are engaged in the process.
NHSGGC Workforce Plan (2022-2025)
Each year NHSGGC is required by the Scottish Government to develop and publish a workforce plan which sets out the strategic direction for workforce development and the resulting changes to our workforce over the next year and beyond.
The NHSGGC Workforce Plan is developed using the NHS Scotland six steps methodology and the NHS Careers Framework. Both of these workforce models enable us to take a coherent view of the workforce across all job families and sub-groups. The Career Framework in particular is a useful tool for modelling and implementing workforce change and we are promoting and encouraging the use of this tool in NHSGGC.
Local workforce planning activity is managed within the Acute Services Division and within the Health and Social Care Partnerships (HSCPs). In addition, there are workforce plans which focus on cross sector issues and plans based on service delivery models.
The workforce implications of service change and redesign are also set out in NHSGGC’s financial and service plans at Board and Divisional/HSCP level. These workforce implications highlight any planned recruitment activity and are further analysed in the project implementation documents (PIDs) which are prepared to support any significant service change and which set out the financial, workforce and equality impacts of any proposed changes.
All of the above workforce information is analysed and summarised by the workforce planners in order to develop the annual NHSGGC Workforce Plan.
NHSGGC Medical Workforce Plans
The three Workforce Plans focus on Medical and Dental workforce issues and will form part of an overarching plan which will include other elements of the Acute workforce including Nursing and Midwifery, Allied Health Professionals and all other NHS staff groups. Significant work has already been undertaken in Nursing and Midwifery in identifying the workforce challenges with further work for AHP staff and non-clinical roles underway. All workforce plans will form part of a comprehensive Board Workforce Plan and link to National workforce plans.
The Acute Services Medical Workforce Plan describes the current medical workforce challenges facing the Acute Division in delivering clinical services in 2017/2018. The plan takes into consideration key Acute Strategy documents including the Acute Division Delivery Plan and Strategy for Acute Services.
The Mental Health Services Medical Workforce Plan provides a summary of the workforce data across Mental Health services within Partnerships. The document references the Royal College of Psychiatrists recommendations for a standard workforce model, which has been developed and applied for Medical Staffing, and this work is the first step in being able to develop such a model within NHSGGC. NB – a link will be added to access the plan on publication (Autumn 2017)
The Oral Health (Dentist) Workforce Plan focuses on the need to support our current workforce to meet future service needs. The workforce plan contains a series of actions designed to initiate the changes required to create a workforce with the capacity and capabilities required to meet future needs. The workforce plan focuses on Dentists working within Acute Secondary Care Dental Services and the Public Dental Service (PDS) i.e. direct employees of the Board. NB – a link will be added to access the plan on publication (Autumn 2017)
While each of the plans reflects the specific needs of the service area they cover some of the common themes include:
Medical staff recruitment and retention
Creating a stable medical workforce by reducing medical locum usage;
Developing the current and future medical workforce ensuring access to clinical skills, training and leadership development for clinical leaders;
Improving medical workforce productivity through application of the allocate job planning tool and review of EPAs across the Acute Division;
The ageing medical workforce and the impact of this changing demographic for the future medical workforce;
Shared Services and how this will impact on the future Medical Workforce.
The NHS Scotland Workforce Planning Community
The NHS Scotland Workforce Planning Community Website was established in 2015 for use by the NHS Scotland Workforce Planning and Human Resources community; however it also contains information which may be useful to:-
NHS staff who are not operational workforce planners but need to be aware of the importance of workforce planning their own services to meet the workforce, service and financial challenges of the future.
Ad-hoc visitors from partner agencies who want to obtain information on workforce planning in NHS Scotland.
The site has been designed to allow visitors to quickly access information on workforce planning. Most of the site is open and you do not have to be a member of the Community to access information; however access is restricted to certain pages which are appropriate for NHS Scotland National Workforce Planning Forum members only (this may restrict some search functionality).
Using this site will allow you to:-
Identify workforce planning contacts in each of the NHS Scotland Territorial and Special Health Boards and access workforce planning documents.
Understand background information on workforce planning and how it integrates into service delivery and financial planning.
Understand the context in which workforce planning sits within overall NHS Scotland.
Obtain additional information on the Skills for Health “Six Steps Methodology to Integrated Workforce Planning” (which is used across NHS Scotland) and how it can be best utilised as part of a workforce planning process.
Develop an awareness of the importance of good workforce data and information to inform the planning process.
Secure details of and links to recent workforce planning activities within NHS Job Families and Care Groups.
Understand how to access a variety of support tools and useful links.
The 6 Steps Methodology to Integrated Workforce Planning
The “Six Steps Methodology to Integrated Workforce Planning” has been designed by Skills for Health as a practical approach to planning that ensures you have a workforce of the right size with the right skills and competences.
The Six Steps methodology is used by the NHS across all four countries in the United Kingdom and is also used by a number of social care providers.
Use of the Six Steps methodology within NHS Scotland was noted in the revised workforce planning guidance published in CEL 32 (2011). The Methodology identifies those elements that should be in any workforce plan, taking into account the current and future demand for services, the local demographic situation and the impact on other services, while working to within you define budget. Using the Six Steps provides you with a tool which will:
Establish a systematic practical approach that supports the delivery of quality patient care, productivity and efficiency
Ensure closer integration between NHS Boards and social care providers in planning the wider workforce.
Identify the key learning and educational needs of the existing and future workforce, the evidence of which will inform national education and training requirements
Ensure that in developing workforce plans they support corporate goals and objectives
Ensure that workforce planning decisions taken are sustainable and realistic
a scalable approach, from small wards plans to large organisations
The Six Steps are:
Step 1: Defining the plan
Step 2: Mapping service change
Step 3: Defining the required workforce
Step 4: Understanding workforce availability
Step 5: Planning to deliver the required workforce
Step 6: Implement, monitoring and refresh.
NHS Scotland Workforce Planning Guidance
Revised Workforce Planning Guidance was issued to all NHSScotland organisations in December 2011 to provide Boards with a consistent framework to support evidence based workforce planning.
The guidance is designed to support and assist those responsible for leading on workforce planning, in particular the development of workforce plans at service, NHS Board and regional level.
The National Health and Social Care Workforce Plan
Aims to support NHS Scotland organisations, including independent NHS contractors in the community, to identify, develop, retain and support the workforce they need to deliver safe and sustainable services to Scotland’s people;
Will enable NHS Scotland organisations to work together over time to broaden this aim in order to help deliver a whole system approach to health and social care;
Provides an overview of the current NHS Scotland workforce and an assessment of what it could look like in the future;
Sets out how improved workforce planning can benefit NHS Scotland services at national, regional and local levels.
Part 1 of the Plan has made workforce planning recommendations specific to NHS Scotland.
Parts 2 (Social Care) and 3 (GP supplement) of this Plan (to be published in late 2017, early 2018) will recommend actions for different parts of the system and will be undertaken using a phased approach, reflecting on-going discussions between NHS Scotland, local authorities, primary care, professional and regulatory bodies, trade unions, Integration Joint Boards and the third and independent sector.
District Charge Nurse – Day 2 Introduction to MicroStrategy
Day 2 – Will look at Microstrategy Clinical Quality Indicators – SSKINS, MUST & Cauti
All sessions will start 1:00pm prompt
All sessions will now be delivered via MSTeams, Please access link below to attend. No need to book a place.
EQUIP-U
Training is provided by the staff within EQUIP-U, currently conducted via MS Teams, however, this may change with the current regulations. Please check details upon booking.
Maintenance sessions are carried out periodically throughout the year, depending on demand. If you find there are no dates available, please contact the PDN team via email to find out more.
Important Note
Prior to booking, please ensure you have the support of your Line Manager to attend as these are carried out in the afternoon.
Next dates for these sessions are listed below and will be held within the QEUH.
To book onto the training session, simply click on the preferred date below.
Click HERE for further informative videos within Leg Ulcer Management
Record Keeping
Record Keeping Sessions
Currently, sessions are On – Demand, which means you can access the training online at anytime.
Record Keeping for District Nursing
All Staff within District Nursing (bands 3 – 7) are expected to undertake this training annually and ensure their competence within record keeping. Any additional record keeping support can be accessed by emailing David.McCrohon@ggc.scot.nhs.uk
There are 3 steps to completing this training.
1) Watch the on-demand video
2) Read and understand the ‘Standards for Professional Record Keeping’ policy
3) Sign the declaration that you have completed both of the above.
If you have not completed all 3 steps, this may flag your name to indicate training incomplete.
The Secure Clinical Image transfer (SCIT) app is the approved method for capturing clinical photographs securely on a registered mobile device in acute and community settings.
The SCIT is an application of which is located on your professional mobile phone. Patients images are taken and immediately transferred to the server, when this occurs the images are no longer accessible from the mobile phone.
The images can be viewed within 24 hours on Clinical Portal or the Medical Image Manager (M.I.M) software
What is M.I.M?
Medical Image Manager
Medical Image Manager is a purpose-built database solution which allows healthcare professionals to access clinical photographs at workstations in their clinic or ward, using a simple web browser. Medical Image Manager enables all users’ access to the relevant image, in the relevant place, at the relevant time to support patient care. The system has been fully implemented within the acute hospitals of NHS Greater Glasgow and Clyde, and now welcomed by community nursing.
Accessing your patients images
Access can be via M.I.M or/and Clinical Portal.
Via Clinical Portal: Within your patient record, from the list noted on the left, click on “images”, you will see a drop down box appear, click on “photographs”. From this you will access all photographs captured by all services for your patient.
Via M.I.M:
When Applying for the M.I.M software please download and complete the required form, please note this cannot be completed and sent electronically, it must be signed by your Nurse Team Leader and sent to the correct department for approval. To apply for M.I.M please click HERE.
Training Material
Please familiarise yourself with the useful information below.
If practitioners have already completed venepuncture training and achieved competence in another health board, and are able to provide documentary evidence of this, they should contact Practice Development to confirm this training and competence is transferrable to NHSGGC.
These practitioners should still complete supervised practice using the NHSGGC venepuncture competency book.
A copy of this completed booklet, signed off by your line manager, should be kept in appropriate training files at local level as evidence.
They should also access and complete the NHSGGC 157 venepuncture and cannulation module on NHS LearnPro.
LearnPro – MUST
This training is for Glasgow City HSCP for ALL Community Nursing Staff
New to LearnPro is the following modules.
These modules are for all community staff, it is expected that these modules are completed in full by 31st May.
See below for the New Modules available:
GGC:270 An Overview of Malnutrition.
GGC:271 Assessing Risk of Malnutrition
GGC:273 Food First Strategies – Community.
To access these, please log in to your LearnPro account below.
Mandatory Training Requirements for all Community Staff Members
As part of your role, you are required to complete all relevant statutory and mandatory training via Learnpro.
Below is a full list of all statutory & mandatory LearnPro modules you must complete. Theses should be prioritised and must be completed within the first 12 weeks of your employment.
Workforce Analytics provides workforce statistics for both internal and external use. The information they supply is used throughout the organisation and is provided externally to the Scottish Government and in response to Freedom of Information requests.
Workforce Analytics also maintains and supports NHS Greater Glasgow and Clyde’s HR system, which is accessed by over 600 staff to obtain personnel, recruitment and training information across the organisation. In addition the team are involved in supporting the implementation of the new national Electronic Employee Support System (eESS).
Most of Workforce Analytics monthly reports are circulated either through MicroStrategy or SharePoint. Should you require access or wish to discuss any of our reports, please contact: workforce.information@ggc.scot.nhs.uk
The Trade Union (Facility Time Publication Requirements) Regulations 2017 require public sector employers to publish information relating to facility time taken by union representatives within their organisation. The reporting period runs from 1 April to 31 March and reports require to be published by 31 July each year.
NHSScotland’s Information Services Division (ISD) provides health information, health intelligence, statistical services and advice that support the NHS in progressing quality improvement in health and care and facilitates robust planning and decision making.
In order to support this work ISD collects a variety of information on staff employed in NHS Scotland. This information is used by ISD and NHS Boards to support local, regional and national workforce planning.
The latest National Statistics publication of Workforce Information can be accessed using this link and provides data at national and board level under the following headings
All staff in post
Vacancy numbers for nursing and midwifery, allied health professions, consultants and pharmacy staff
Staff Turnover
Nursery and midwifery student intakes, students in training and progression rates
Being able to influence effectively at all levels across the organisation in a way that builds relationships for today and for tomorrow is a critical leadership skill.
Being able to influence effectively supports NHS Greater Glasgow and Clyde to fulfill our purpose, develop our culture and capability and to work efficiently with other agencies.
We have developed learning videos to offer some simple tools and approaches to develop your influencing skills.
Behavioural Styles
Mapping Best Practice
Principles of Power
Stakeholder Influencing Process
Stakeholder Mapping Process.
To view these videos, please visit our Staffnet pages.
Further development in the form of a one day Strategic Influencing Skills workshop and access to one-to-one Influencing Coaching sessions may be available – please discuss with your OD Advisor and line manager.
Short, focused sessions can be a useful way of learning about new ways of thinking or good practice from others without undertaking a longer development programme.
Our online leadership sessions focus on specific leadership topics or skills and are designed to offer a “taster” or introduction rather than deep knowledge or learning.
Online leadership sessions are aimed at mid/senior level or those who have completed a longitudinal leadership programme. Places are allocated on a first come first served basis.
Wednesday 24th September 08.30am – Giving Feedback – Maria Moreno, M Potential
Tuesday 28th October
Wednesday 12th November
Tuesday 9th December
Everything offered by OD aims to be inclusive for all staff. Please email lisa.donnelly@ggc.scot.nhs.uk or your local OD Advisor, if we can help with any arrangements, for instance for staff with a sensory impairment, that would make our programmes or materials easier for you to access.
Coaching
Coaching is a person centred, future focussed and positive development approach.
It is increasingly used in all business settings, including the Health Service across Scotland. It has been shown to be a cost-effective and holistic approach to improving both individual and organisational performance.
In our Board, coaching interventions are always linked to organisational objectives whilst recognising the need for individuals to have support and challenge as part of the coaching process. Coaching is always a confidential and supportive intervention. It is well recognised that when managers take a coaching approach with staff that engagement, motivation and productivity can increase.
The Board has a small bank of professional trained coaches who are able to provide a coaching service. To access this coaching service you need to discuss your needs with your line manager in the first instance.
Executive Coaching
Executive coaching is a structured development approach where coach and ‘coachee’ undertake a series of one to one meetings to oversee a process of personal development.
Meetings are confidential and a coach will never share any details of what is discussed (unless helpful to the process and by agreement).
A register of approved executive coaches who have been chosen for their experience and results at this level is now in place and held by the Heads of OD.
Approved coaches have experience in different organisational settings, are professionally accredited and licensed to use a range of psychometrics and 360 tools if applicable.
Coaching activity will be time bound, regularly reviewed against objectives and evaluated by OD both at the individual level and as an overall provision in the organisation.
Further Information
To discuss whether coaching is the right option for you, or for further information please contact your OD Advisor.
Everything offered by OD aims to be inclusive for all staff. If we can help with any arrangements, for instance for staff with a sensory impairment, that would make our programmes or materials easier for you to access.
Leading Effective Teams
Teams are the vehicle that brings the skills, knowledge and experience of individuals together to enable NHS Greater Glasgow and Clyde be a highly effective organisation.
The Affina Team Journey provides a proactive approach for implementing and maintaining effective team working across the whole organisation and between organisations. Both underpin and reflect our organisational value “we work as one team”.
The Affina Team Journey is a unique step-by-step interactive programme, providing easy-to-use diagnostic tools for assessing a team’s performance, and tools to develop team effectiveness in the areas identified in research as essential for team success.
Everything offered by OD aims to be inclusive for all staff. If we can help with any arrangements, for instance for staff with a sensory impairment, that would make our programmes or materials easier for you to access.
Medical Management Programme
Introduction letter from Dr Jennifer Armstrong, Board Medical Director
Dear Colleague,
I am pleased to make you aware of and fully support you to take part in the Medical Management Development Programme in NHSGGC. This new initiative has been created to address the succession planning and development needs of doctors in leadership positions across primary, secondary and mental health care. As you know, these roles are critical for shaping clinical and service change across the Board, for the effective leadership and management of the medical workforce and ultimately for the delivery of high quality patient care. The programme aims to support your development in the skills and knowledge required in these roles and it also contributes to your continuous professional development.
There are 8 modules in the programme, all delivered three times a year in a published schedule across the calendar year. This gives you flexible options for attendance and completion of the programme over 12 months. There will also be opportunities for coaching and mentoring support and further learning.
If you are keen to advance your career in Medical Management or anticipate that you will be asked to fulfil such a position in the future please take full advantage of this important development opportunity.
Medical Management Programme Materials and Pre-Reading
Slides and pre-reading for each module (where available) are available on our Staffnet page
Everything offered by OD aims to be inclusive for all staff. If we can help with any arrangements, for instance for staff with a sensory impairment, that would make our programmes or materials easier for you to access.
Leadership Lift Foundations
The North, South and Clyde Sectors and Womens and Childrens Services have joined forces to collaborate on a pilot leadership programme called Leadership Lift Foundations (LLF).
Leadership Lift Foundations is a leadership development journey that focuses on practical application and group mentoring support alongside leadership and management theory. The desired outcome is that, as a leader, you feel proactively supported in your leadership role.
The programme runs over a 4 month period in short, bite sized sessions and starts with completion of a self-assessment questionnaire from which you will receive a leadership profile report, a profile debrief and a development planning session to enhance and align with your existing Personal Development Plan (PDP).
It includes leadership modules and modules related to operational management, including group mentoring and learning sessions aimed at reflecting and embedding lessons from the leadership and management modules which you complete and involves discussing practical application and case examples with experienced leaders to ensure the transfer and practical application of learning as well as expand your circle and network of support.
The programme will run collaboratively across GGC so that learning can be shared across and create opportunities for cross collaboration and networking, so you will get to meet other leaders from across the organisation.
To complete the programme will require approximately 14 days of your time over 4 months, at an average of 2 hours a week. All sessions will be virtual using MS Teams.
Enhancing leadership capacity and capability at every level of the organisation is crucial to meeting our organisational goals and achieving our outcomes.
Ready to Lead has been designed to support frontline leaders develop critical skills and competencies to support their leadership role within NHS Greater Glasgow and Clyde.
The key objective of this module is to enable team leaders facilitate the development of their team towards high performance. A range of tools and techniques will be covered to support individuals develop the skills and confidence to most effectively develop their teams.
Leading Continuous Improvement
Designed to provide delegates with a deeper understanding of improvement and redesign and will cover a range of tools and techniques, and support delegates to undertake their individual improvement projects.
Emotional Intelligence
Designed to support delegates to become more aware of the impact of the role that emotions play in personal effectiveness and in building and maintaining professional relationships.
Enabling Conversations
This module further embeds the principles of Emotional Intelligence specifically around developing approaches and skills to support productive conversations which achieve positive outcomes.
Leading With The Brain in Mind
The key objectives of this module are for participants to understand new thinking on how the brain functions. They will get insight into their own brain’s capacities to enable them to manage themselves more effectively as well as brain training to improve individual functioning. Brain drivers are examined and explored to lead to better interactions and management of self and others.
Contact your local OD Advisor for more information.
Everything offered by OD aims to be inclusive for all staff. If we can help with any arrangements, for instance for staff with a sensory impairment, that would make our programmes or materials easier for you to access.
Participant Improvement Projects
All participants are expected to complete an improvement project as part of Ready to Lead. The programme is designed to ensure everyone undertakes “Understanding Continuous Improvement” as their first module to provide a series of tools and approaches they can use to take their project forward.
Below are examples of projects previous Ready to Lead graduates have delivered. You may find these helpful as you firm up your project content and outcomes. We encourage you to make contact with anyone who has delivered or is delivering a project similar to your own to learn from their experience or approach.
Orthopaedic Outpatients
Referral Criteria
Amalgamation of Out of Hours District Nursing Services
Development of EPR
Improving Communication
Find out more information on improvement activities carried out in Regional Services Theatres. These were not actioned as part of Ready to Lead but are excellent examples of how improvement activities can be successfully undertaken.
Theatres Improvement Projects
The following documents offer information on the improvement approach taken by the Regional Services Theatre team, highlighting the problems before action was taken and the outcomes achieved as a result of improvements made.
Thank you for supporting the NHS Greater Glasgow and Clyde COVID-19 Vaccination Programme, one of the Health Board’s largest vaccination programmes ever undertaken.
NHSGGC have received thousands of applications from individuals who are interested in becoming COVID-19 Vaccinators or COVID-19 Healthcare Support Worker Vaccinators. Applications for new individuals are currently suspended whilst the existing applications are processed.
Any future opportunities will be advertised on the NHS Scotland Recruitment website. Be sure to sign up for job alerts on the NHS Scotland Recruitment to receive notifications when NHS Greater Glasgow and Clyde are accepting more applications for COVID-19 Vaccinators or COVID-19 Healthcare Support Worker Vaccinators.
COVID-19 Vaccinator Eligibility
COVID-19 Vaccinators
To work as a COVID-19 Vaccinator, you must hold current registration in one of the eligible occupations:
Nursing & Midwifery Council (NMC) – all occupations.
General Medical Council (GMC) – all levels (excluding FY1 doctors).
General Dental Council (GDC) – Dentist, Dental Hygienist, Dental Therapist.
Health and Care Professions Council (HCPC) – Chiropodist / Podiatrist, Dietitian, Occupational Therapist, Orthoptist, Paramedic, Physiotherapist, Prosthetists / Orthotist, Radiographer, Speech and Language Therapist.
General Pharmaceutical Council (GPhC) – Pharmacist.
General Optical Council (GOC) – Optometrist.
CVOVID-19 Healthcare Support Worker Vaccinators
If you do not hold a current registration in one of the occupations listed above, you may be eligible to apply to work as a COVID-19 Healthcare Support Worker Vaccinator.
Rates of Reimbursement
COVID-19 Vaccinators
The rates of pay are guided by the Scottish Government. As of 04 March 2022, they are as follows:
All COVID-19 Vaccinators, regardless of profession or experience, will be reimbursed on the Band 5 Agenda for Change payscale.
COVID-19 Healthcare Support Worker Vaccinators
All COVID-19 Vaccinator Healthcare Support Workers, regardless of profession or experience, will be reimbursed on the Band 3 Agenda for Change payscale.
Training Requirements
In conjunction with the Scottish Government, NHS Education for Scotland (NES) and pharmaceutical organisations, a wealth of training has been developed in a short space of time, in order to keep yourself and our patients safe. NHS Greater Glasgow and Clyde have developed a training schedule in which all COVID-19 Vaccinators and COVID-19 Healthcare Support Workers must demonstrate competence in.
The training schedule will be updated, as new vaccines are developed and the vaccination programme evolves.
As part of the COVID-vaccinator recruitment process, you will be asked to confirm (and provide evidence, where possible) that you meet the NHS Greater Glasgow and Clyde COVID-19 Vaccinator or COVID-19 Healthcare Support Worker Vaccinator training schedule.
Please note: Due to the sheer volume of applications received, there may be a delay in receiving your practical / induction training session. The NHS Greater Glasgow and Clyde Staff Bank are arranging training shifts as soon as spaces become available. We would like to thank you for your patience during this time.
All vacancies within NHS Greater Glasgow and Clyde (including vacancies within the Health and Social Care Partnerships).
The Vacancy Request Form must be authorised and signed by:
Hiring Manager
Head of Finance
Service Director or Chief Officer
Stage 2 Authorisation
Some posts will require additional authorisation from senior officers within the Board. Please use the drop-down sections below to ascertain whether the vacancy requires additional (stage 2) authorisation.
Administrative services
New posts
In addition to the stage 1 approval process, these vacancies will require authorisation from the Financial Improvement Programme (FIP) Group. This group meets every Wednesday and further clarification may be sought on vacancy requests. The Vacancy Request Form (and accompanying documents) must be emailed to: recruitment.vacancies@ggc.scot.nhs.uk for the FIP Group’s consideration.
Replacement posts: Band 8A and above
In addition to the stage 1 approval process, these vacancies will require authorisation from the NHSGGC Chief Executive. The Vacancy Request Form (and accompanying documents) must be emailed to: vacancy.authorisation@ggc.scot.nhs.uk for the Chief Executive’s consideration.
If the post is jointly funded by the local authority, the post will also require authorisation from the Chief Executive of the local authority in addition to the Board’s Chief Executive.
Replacement posts: Band 2 – Band 7
No additional approval is required.
Allied Health Professions
New posts
In addition to the stage 1 approval process, these vacancies will require authorisation from the Financial Improvement Programme (FIP) Group. This group meets every Wednesday and further clarification may be sought on vacancy requests. The Vacancy Request Form (and accompanying documents) must be emailed to: recruitment.vacancies@ggc.scot.nhs.uk for the FIP Group’s consideration.
Replacement posts: Band 8A and above
In addition to the stage 1 approval process, these vacancies will require authorisation from the NHSGGC Chief Executive. The Vacancy Request Form (and accompanying documents) must be emailed to: vacancy.authorisation@ggc.scot.nhs.uk for the Chief Executive’s consideration.
If the post is jointly funded by the local authority, the post will also require authorisation from the Chief Executive of the local authority in addition to the Board’s Chief Executive.
Replacement posts: Band 2 – Band 7
No additional approval is required.
Executive Level
In addition to the stage 1 approval process, these vacancies will require authorisation from the NHSGGC Chief Executive. The Vacancy Request Form (and accompanying documents) must be emailed to: vacancy.authorisation@ggc.scot.nhs.uk for the Chief Executive’s consideration.
If the post is jointly funded by the local authority, the post will also require authorisation from the Chief Executive of the local authority in addition to the Board’s Chief Executive.
Health Science Services
New posts
In addition to the stage 1 approval process, these vacancies will require authorisation from the Financial Improvement Programme (FIP) Group. This group meets every Wednesday and further clarification may be sought on vacancy requests. The Vacancy Request Form (and accompanying documents) must be emailed to: recruitment.vacancies@ggc.scot.nhs.uk for the FIP Group’s consideration.
Replacement posts: Band 8A and above
In addition to the stage 1 approval process, these vacancies will require authorisation from the NHSGGC Chief Executive. The Vacancy Request Form (and accompanying documents) must be emailed to: vacancy.authorisation@ggc.scot.nhs.uk for the Chief Executive’s consideration.
If the post is jointly funded by the local authority, the post will also require authorisation from the Chief Executive of the local authority in addition to the Board’s Chief Executive.
Replacement posts: Band 2 – Band 7
No additional approval is required.
Medical and Dental
Consultant (replacement) positions
In addition to the stage 1 approval process, these vacancies will require authorisation from the Chief of Medicine within the relevant area.
Senior Medical positions and new Consultant posts
In addition to the stage 1 approval process, any new proposed: Consultant-level posts, Lead Clinician, Clinical Director, or Chiefs of Medicine posts will require authorisation from the NHSGGC Deputy Medical Director (Dr Scott Davidson).
The Vacancy Request Form (and accompanying documents) must be emailed to the Recruitment Service: Recruitment.Vacancies@ggc.scot.nhs.uk for authorisation.
Other Medical and Dental positions
No additional approval is required.
Medical and Dental Support
New posts
In addition to the stage 1 approval process, these vacancies will require authorisation from the Financial Improvement Programme (FIP) Group. This group meets every Wednesday and further clarification may be sought on vacancy requests. The Vacancy Request Form (and accompanying documents) must be emailed to: recruitment.vacancies@ggc.scot.nhs.uk for the FIP Group’s consideration.
Replacement posts: Band 8A and above
In addition to the stage 1 approval process, these vacancies will require authorisation from the NHSGGC Chief Executive. The Vacancy Request Form (and accompanying documents) must be emailed to: vacancy.authorisation@ggc.scot.nhs.uk for the Chief Executive’s consideration.
If the post is jointly funded by the local authority, the post will also require authorisation from the Chief Executive of the local authority in addition to the Board’s Chief Executive.
Replacement posts: Band 2 – Band 7
No additional approval is required.
Nursing and Midwifery
New posts
In addition to the stage 1 approval process, these vacancies will require authorisation from the Financial Improvement Programme (FIP) Group. This group meets every Wednesday and further clarification may be sought on vacancy requests. The Vacancy Request Form (and accompanying documents) must be emailed to: recruitment.vacancies@ggc.scot.nhs.uk for the FIP Group’s consideration.
Replacement posts: Band 8A and above
In addition to the stage 1 approval process, these vacancies will require authorisation from:
The Chief Nurse (or equivalent) within the relevant area; and
The NHSGGC Nursing Director Professor Angela Wallace. The Vacancy Request Form (and accompanying documents) must be emailed to: angela.wallace@ggc.scot.nhs.uk for the Nursing Director’s consideration; and
The NHSGGC Chief Executive. The Vacancy Request Form (and accompanying documents) must be emailed to: vacancy.authorisation@ggc.scot.nhs.uk for the Chief Executive’s consideration.
If the post is jointly funded by the local authority, the post will also require authorisation from the Chief Executive of the local authority I addition to the Board’s Chief Executive.
Replacement posts: Band 6 and Band 7
In addition to the stage 1 approval process, these vacancies will require authorisation from the Chief Nurse (or equivalent) within the relevant area.
Replacement posts: Band 2 – Band 5
No additional approval is required.
Personal and Social Care
New posts
In addition to the stage 1 approval process, these vacancies will require authorisation from the Financial Improvement Programme (FIP) Group. This group meets every Wednesday and further clarification may be sought on vacancy requests. The Vacancy Request Form (and accompanying documents) must be emailed to: recruitment.vacancies@ggc.scot.nhs.uk for the FIP Group’s consideration.
Replacement posts: Band 8A and above
In addition to the stage 1 approval process, these vacancies will require authorisation from the NHSGGC Chief Executive. The Vacancy Request Form (and accompanying documents) must be emailed to: vacancy.authorisation@ggc.scot.nhs.uk for the Chief Executive’s consideration.
If the post is jointly funded by the local authority, the post will also require authorisation from the Chief Executive of the local authority in addition to the Board’s Chief Executive.
Replacement posts: Band 2 – Band 7
No additional approval is required.
Senior Managers
In addition to the stage 1 approval process, these vacancies will require authorisation from the NHSGGC Chief Executive. The Vacancy Request Form (and accompanying documents) must be emailed to: vacancy.authorisation@ggc.scot.nhs.uk for the Chief Executive’s consideration.
If the post is jointly funded by the local authority, the post will also require authorisation from the Chief Executive of the local authority in addition to the Board’s Chief Executive.
Support Services
New posts
In addition to the stage 1 approval process, these vacancies will require authorisation from the Financial Improvement Programme (FIP) Group. This group meets every Wednesday and further clarification may be sought on vacancy requests. The Vacancy Request Form (and accompanying documents) must be emailed to: recruitment.vacancies@ggc.scot.nhs.uk for the FIP Group’s consideration.
Replacement posts: Band 8A and above
In addition to the stage 1 approval process, these vacancies will require authorisation from the NHSGGC Chief Executive. The Vacancy Request Form (and accompanying documents) must be emailed to: vacancy.authorisation@ggc.scot.nhs.uk for the Chief Executive’s consideration.
If the post is jointly funded by the local authority, the post will also require authorisation from the Chief Executive of the local authority in addition to the Board’s Chief Executive.
Replacement posts: Band 2 – Band 7
No additional approval is required.
Therapeutic Services
New posts
In addition to the stage 1 approval process, these vacancies will require authorisation from the Financial Improvement Programme (FIP) Group. This group meets every Wednesday and further clarification may be sought on vacancy requests. The Vacancy Request Form (and accompanying documents) must be emailed to: recruitment.vacancies@ggc.scot.nhs.uk for the FIP Group’s consideration.
Replacement posts: Band 8A and above
In addition to the stage 1 approval process, these vacancies will require authorisation from the NHSGGC Chief Executive. The Vacancy Request Form (and accompanying documents) must be emailed to: vacancy.authorisation@ggc.scot.nhs.uk for the Chief Executive’s consideration.
If the post is jointly funded by the local authority, the post will also require authorisation from the Chief Executive of the local authority in addition to the Board’s Chief Executive.
