As a data controller NHSGGC are required under Article 35(1) of the UKGDPR to complete a data protection impact assessment for all processing which may result in a high risk to the rights and freedoms of individuals. This may include e.g. the use of new technologies, the processing of high volumes of special category data or data processing involving data from vulnerable groups. The table below provides a summary of the most recent data protection impact assessments we have completed.
Completed Data Protection Impact Assessments
My Asthma Biologics
Purpose
The purpose of the app is to facilitate the appropriate exchange of data to support close monitoring of patients receiving biologics to track their clinical course and continue to justify eligibility for biologics. Patients are prompted to enter information on their asthma control and exacerbation history to facilitate clinical review. It will enable clinicians to manage patients remotely at scale.
Patients also benefit from digital tools that can improve their compliance with asthma medication and self-management on a continuing basis out of hospital, using features such as inhaler technique videos, personalised asthma action plan, peak flow monitoring and steroid weaning plan.
Date Approved 21.12.2022
Review Date 21.12.2024
Staff Engagement Session: Sustainability and Value Programme
As of 2023 the Financial Improvement Programme (FIP) was relaunched as the Sustainability and Value Programme.
Join Paul McKenna, Head of Sustainability and Value to learn more about the re-launch, ask any questions you have about financial sustainability and improvement and find out how you and your team can get involved in the programme.
Check back here soon for links to our training and resources
Types of Sustainability and Value projects and benefits
Sustainability and Value provides tactical support and through the Project Management Office (PMO) oversees 100s of projects a year that range in scale and duration. Each Project can be accounted for on a Recurring and Non-Recurring basis.
Examples of various Projects:
Recurring savings from changes in drug prices.
Recurring savings from the change of consumables used in clinical procedures.
Non Recurring savings in the reduction of agency staff used in a department.
Recurring savings delivered through service redesign.
Cost avoidance through the use of alternative methods of service delivery to manage increased demands.
Waste Projects
The waste policy has been revised to reflect the commitments NHSGGC is making to meet legislative obligations and targets as a key part of our Scope 3 emissions towards Net Zero and Climate Change. This is a change of direction from the previous policy and focuses on the environmental impact of waste and our ambitions to reduce that impact.
NHS Scotland is committed to meeting the requirements of Scotland’s Zero Waste Plan through the Policy and Waste Management Action Plan as well as through short-term, medium-term and long-term projects to increase resource use efficiency and improve sustainability practices.
Our Future Waste Management Model
Prevent and Reduce – Through our sustainable procurement and clinical sustainability group we will work to prevent, reduce and reuse waste.
Reuse and Recycle – Implementation of waste segregation within clinical settings to increase segregation of non-contaminated waste into recycling stream and move away from single use items.
Recover / Dispose – Implement recycling facilities at source for general waste in public and staff non-clinical areas.
There have been various projects and initiatives involving waste minimisation in order to be more sustainable. Clinical waste segregation is a significant and on-going project, as well as improving recycling facilities across all GGC sites.
Dry-Mixed Recycling (DMR)
DMR is a broad term used to describe different types of clean recycling waste that can be reused, reformed or broken down into their core materials. They include: dry paper waste, office paper, newspaper and magazines, cereal boxes, card and cardboard boxes, clean, empty cans and tins, clean and dry drinking bottles, milk bottles, and others.
The DMR system utilises existing metal general waste (black lid) bins and infrastructure. The use of existing bins negates the need for purchase of equipment, identification of additional space and will satisfy IPC protocols.
A new implementation plan was developed for the new financial year in order to implement, expand or refine existing systems on all acute sites across NHSGGC.
The new target for recyclates for FY 23 – 24 is 35% (currently 16%).
Theatre Segregation
Stobhill and the New Victoria Success
Stobhill Hospital and the New Victoria Hospital are our first sites to adopt waste segregation in clinical and non-clinical areas and our plan is to role this out on a site by site basis across the NHSGGC.
Segregation in the six theatres at Stobhill showed a 70% reduction in orange bag waste with a saving of 42 tonnes of waste volume, £17,000 cost avoidance and C02 saving of 17 tonnes.
Neptune 3
Neptune 3 is a closed-circuit waste management system that collects, transports, and disposes of surgical waste fluid helping protect staff from exposure whilst increasing efficiencies in the operating room.
There is a potentially significant waste and cost saving from eliminating Vac Sacs from the waste stream which weigh around 2kg each that are treated through the clinical waste stream.
Rover
Docking Station
Manifold
Time saved – minimum 3.6 minutes per procedure
Efficiency – within the operating room and waste supply chain
Cost saving – reduction in clinical waste and consumables
Staff Wellbeing – investment to the Healthcare Professional
Eco Sustainability – Reducing footprint of clinical waste
Let’s make every NHS pound count
Small Change Still Matters! Your Ideas can contribute to real success and change within NHS GGC. From savings on postage to standardising medical equipment every idea has its merits, no idea is too small! So why not take a few minutes to yourself or with your colleagues and get your thinking caps on and tell us what you come up with! Remember don’t assume that someone has already thought it, every idea matters.
All you have to do is send in your idea using our online form below below which will go to our Financial Improvement Team for consideration.
Many thanks, Jane Grant, Chief Executive, NHS Greater Glasgow and Clyde
Engage with the Sustainability and Value Programme
As we relaunch our previously successful Small Change Matters campaign, we’re once again looking to you, our staff, to tell us what changes you’ve made in your department to help make financial savings, large or small, or if you have any good ideas that we can consider rolling out across the organisation.
Please complete the form below and we’ll review your suggestions. We may be in touch for more info, so please include your contact details.
The aim of Sustainability and Value is to support the delivery of a comprehensive programme of schemes which identify efficiencies that have a financial benefit, enabling the Board to achieve and maintain financial balance through effective management, control, innovation, quality and best practice.
Sustainability and Value was launched in 2022 expanding, improving and replacing the Financial Improvement programme, which to add is still an integral and component part within Sustainability and Value assisting the Board in achieving and maintaining financial balance.
What Does Sustainability and Value Do?
Sustainability and Value provides tactical support and guidance to directorates and departments in identifying the potential for efficiency improvements and removing waste from our ways of working. The programme is based on a proven methodology, and is underpinned by a comprehensive governance process and a programme management office (PMO).
The Public Services Reform (Scotland) Act 2010 requires that we publish, as soon as is reasonably practicable after the end of the financial year, a statement of any expenditure incurred during the financial year on or in connection with:
external consultancy;
hospitality and entertainment;
overseas travel;
public relations;
payments with a value in excess of £25,000 (not including remuneration); and
the number of members or employees (if any) who received remuneration in excess of £150,000.
In addition to this annual requirement we are undertaking to publish details of payments with a value in excess of £25,000 (not including remuneration).
Monthly Reports of Payments over £25,000
In addition, we publish details of payments with a value in excess of £25,000 (not including remuneration). These are accessed by financial year:
