To deliver effective and high quality health services, to act to improve the health of our population and to do everything we can to address the wider social detriments of health which cause health inequalities.
Below are some of the frequently asked “big facts” about NHSGGC
We are the largest Health Board in the UK covering a geographical area stretching from East Dunbartonshire to Inverclyde
We deliver services in 25 hospitals, 10 specialist units, 60 health centres and clinics
We cover a core population of approx 1.2million and provide specialist services to more than half the country’s population
We have a total annual budget of £2.6 billion
We employ 44,000 staff
We are investing more than £1billion to build four new hospitals.
This induction portal is an essential part of your journey as a new colleague, ensuring that you are well informed and provided with the necessary information you need to carry out your role within NHSGGC.
As you progress through the portal, you will be guided through your induction journey by your line manager.
Developed nationally in partnership with NHS Scotland employers, trade unions and the Scottish Government, these policies and associated supporting documents set the standard for employment practice for all NHS Scotland Boards to follow.
The Once for Scotland Workforce policies are person-centred and will be applied using the NHS Scotland values:
care and compassion
dignity and respect
openness, honesty and responsibility
quality and teamwork.
The first phase of implementation includes the following policies:
Attendance
Bullying and Harassment
Capability
Conduct
Grievance
Workforce Policies Investigation Process
The policies promote the use of early resolution, all parties establishing and encouraging open and honest communication and adopting a supportive approach by proactively communicating with and offering support to employees who are involved in any process as part of a workforce policy.
Staff are paid on a monthly basis. Your salary will be paid into your bank account on the last Thursday of every month. Your pay slip can be accessed on SSTS. You choose option for “ePayroll” and can view your pay history and previous documents. Should you have any queries regarding your pay, you must in the first instance, seek advice from your Line Manager, before contacting the Payroll Department.
Any overtime worked should be submitted to your Line Manager on a weekly basis. Overtime is paid one month behind e.g. if you work overtime in April, this will be paid in your salary at the end of May. Any queries regarding overtime must be highlighted to your Line Manager as soon as possible.
Holidays
Holidays run from 01 April until 31 March the following year. Full-time staff will receive holidays as follows:
0-5 years service 27 days annual leave per year
5-10 years service 29 days annual leave per year
10 or more years service 33 days annual leave per year
Any requests for annual leave must be filled out on your annual leave card and authorised by your Line Manager with adequate notice given to allow cover to be organised. Part-time staff will have their annual leave and Public Holiday entitlement calculated pro-rata and provided in hours due.
Changes to personal details
As an employee you can view and maintain core information held by your organisation, update your personal details (such as address, marital status, registration), view job related information, and add professional memberships and qualifications. You should do this on eESS.
All staff are entitled to join a Trade Union and there are a number of these across the organisation. Should you wish to join a Trade Union, please ask your Line Manager for contact details of Trade Union representatives.
Trade Union Meetings – Whilst every effort is made to allow staff to attend Trade Union meetings held during working hours, it should be noted that essential cover must be provided. Permission to attend Trade Union meetings during working hours must be granted by your Line Manager.
Staff Benefits
Staff have access to a wide range of benefits including travel; cycle to work scheme, annual bus ticket loans, and shuttle buses between sites.
Staff also have access to credit union and discounted gym membership.
has a contractual obligation under their contract of employment to attend work;
must comply at all times with the documented sickness absence reporting procedures;
on returning to work after an absence, is required to attend a Return to Work Discussion with their Line Manager;
will be requested to attend a management meeting to discuss sickness absence and must, if unable to attend for an acceptable reason, inform their Line Manager prior to the date/time of that meeting and if acceptable a further meeting may be convened at an alternative location/date;
When on sick leave is required to maintain a level of contact/communication with their manager, appropriate to their medical condition. All employees are responsible for making every effort to communicate with their Line Manager whilst on sick leave. If you are going to be absent from work for any reason, you must ensure that you follow the correct reporting procedures as follows: employees who are unable to attend work, must tell their Line Manager at the earliest opportunity before their starting time and no later than within one hour after their scheduled starting time. Where the Line Manager is out of the office, notification to a suitable alternative manager is required in accordance with local procedures;
It is the employee’s responsibility to make contact personally with their Line Manager. Only in exceptional circumstances, where the employee is unable to phone personally, a relative or friend may phone on their behalf, but the responsibility remains with the employee;
Where the Line Manager is not available, it is essential that contact is made with an alternative senior staff member who will be responsible for taking the information and passing it to the Line Manager. Messages should not be left on voice mail, with the hospital switchboard or with other wards or departments. Mobile phone text messages are also not acceptable and will result in the employee having an unauthorised absence.
Failure to make contact in time may lead to:
the absence being treated as unauthorised;
an appropriate deduction being made from the employee’s pay;
Action under the Disciplinary Policy.
It is important that the employee communicates all relevant details when making contact, including:
the reason for absence;
an indication of when the employee expects to be fit to return to work;
Details of any appointments with the employee’s GP.
Sickness Certification
If you are absent from work you must submit the appropriate medical certificates for your absence.
1-3 days No certification required
4-7 days Self certificate required
Over 7 days Medical certificate from GP required
It is the employee’s responsibility to keep their Line Manager informed of progress and, in particular, should the employee be unable to return when anticipated. If the employee is absent immediately before leave days or days off, they must tell their Line Manager when they will be fit to come back to work. If the employee is going to be absent for an extended period of time, any subsequent certificates should be submitted as quickly as possible, ensuring all days in the absence period are covered. Failure to submit a certificate may result in pay being withheld.
Return to Work
After any period of absence an employee’s return to work will be acknowledged through a documented Return to Work Discussion. In many cases, this may involve little more than a courteous enquiry as to whether the employee is now well. In other cases, e.g. where a pattern of short term absence is developing, or following a period of longer term absence the meeting will explore this more fully:
the reasons for absence;
the employee’s fitness for work;
If the cause of the absence may recur and whether a referral to Occupational Health/GP report is necessary.
At this meeting the employee will be given the opportunity to raise any issues they have about their absence and to get help from the organisation. More than 4 episodes of sickness in a rolling year or more than 8 days of short term absence in a rolling year can lead to disciplinary action.
Complaints Handling
The NHSGGC Complaints procedure seeks to ensure, in accordance with NHS guidelines, that complaints are handled thoroughly without delay, with the aim of satisfying the complainant whilst being fair and open with all those involved.
iMatter is the NHS Scotland Staff Experience continuous improvement tool which is designed to help individuals, teams and Health Boards understand and improve staff experience. This is a term used to describe the extent to which employees feel motivated, supported and cared for at work.
Understanding staff experience at work is the first step to putting in place measures that will help to maintain and improve it. This will benefit you as an employee, and the patients/service users that you support and their families.
The process is based on a staff engagement questionnaire which all staff are asked to respond to, which then generates a Team Report containing the results. The Line Manager discusses the report with the team and agree what the teams’ main strength is, along with up to 3 improvement actions, which are specific for the team in the months ahead. This improvement plan is captured on a team ‘Storyboard’ which the team then uses to monitor progress prior to the next iMatter run. The process is then completed annually.
All employees will have access to Employee Self Service and will be responsible for keeping their own personal details up to date. Below is a list of actions employees can view/action:
Full access to all Employee Self Service Standard Operating Procedures and eLearning video’s is available via eESS.
CHI 24
The CHI number is the main patient identifier used to process or access patient information from PMS (Trakcare).
The CHI (Community Health Index) is a database linking all of the Health Boards across Scotland electronically via the CHI 24 system.
Patients registered on this system are allocated a CHI number which acts as their UPI (Unique Patient Identifier) for their journey through the NHS, from ‘the cradle to the grave’.
CHI numbers consist of 10 digits; the first 6 being the patient’s date of birth in DDMMYY format – i.e. 160181. The last 4 digits are allocated randomly by the CHI system that generates the CHI Number; however the 9th digit is indicative of gender – even numbers for female, odd numbers for male.
The purpose of the CHI number is to provide a universal, multi-system and cross-discipline ID number for patients, so that regardless of where they are being treated within Scotland, and for whatever complaint, the patient’s CHI number will be a constant. This, in turn, will enable a complete clinical picture of the patient to be compiled.
Some of the benefits of CHI are:
reduce risk of errors in identifying patients;
reduce risk of errors in delivering care to patients, due to inaccurate or missing clinical information;
help protect the patient’s privacy and confidentiality;
reduce risk of patient information being shared inappropriately;
construct a single, complete, accurate and up-to-date clinical picture of a patient’s health care;
Reduce the need to ask patients the same questions many times during their journey through the NHS.
OneSign
OneSign (also known as Single Sign-On/SSO) is the user-switching and password management tool available at all acute hospital sites across NHS Greater Glasgow and Clyde.
OneSign eliminates the need to repeatedly type usernames and passwords and streamlines clinical workflows and enables NHSGGC staff to quickly and securely access IT applications.
OneSign brings a range of services to users including:
Digital technology is now at the centre of our professional lives through TrakCare, Clinical Portal, Emisweb, PACS, Winscribe and Microsoft applications (e.g. office 365 and teams) and in our personal lives through social media, online shopping and digital banking. Each day sees continuous or intermittent use of end-point technology – i.e. workstations, laptops, tablets and mobile phones. From the end-point you access applications which may be directly managed by NHSGGC, hosted for NHSGGC on the internet, or your personal applications.
eHealth works with many technology partners who provide updates that counter the threats that occur every minute of every day. Resisting such attacks requires a combination of technology and good human cyber-behaviour.
eHealth uses the Fairwarning monitoring system to detect & highlight potentially unauthorised or suspicious activity on systems that hold patient information (more information on this here).
eHealth promotes good cyber-behaviour and Cybersafe (search on StaffNet for Be Cyber Safe) will provide:
A list of all Information Governance policies (View the Acceptable Use Policy to which every user should be aware of and comply with)
Cybersecurity best practice for the individual; provided by public sector bodies like the Scottish government, police Scotland, technology vendors and by our own staff
Newsletters which will highlight major themes and outline what you can do to help stay safe
The majority of what you need to do in your professional life applies also to your personal life. How you need to do it may be different.
Supporting staff is a key part of the manager’s job and this module offers guidance and support on issues relating to promoting employee health and attendance.
This module has a particular focus on supporting staff with mental health and/ or stress issues including use of the Stress Risk Assessment tool.
Learning Outcomes
By the end of the session you will:
Understand the purpose of the NHSGGC Staff Health Strategy and of legislation relating to mental health in the workplace
Be ready to assess the risks caused by personal stress or work related stress (Stress Risk Assessment Tool)
Understand the importance of monitoring and review after the risk assessment is completed
Be aware of the range of resources available to support you and your staff
You should now work through the Learning Passport associated with your role. This should be completed within 3 months (full time staff) or 6 months (part time staff).
NHS Greater Glasgow and Clyde has a range of ways that we listen to staff and use their feedback to improve our services to patients and to make NHSGGC a better place to work. Key mechanisms include iMatter, Investors in People, via Area and Local Partnership Forums and through team meetings, one-to-ones and other engagement activities with leaders and managers locally.
You can read below examples of how staff feedback from our annual iMatter staff satisfaction survey has been used to inform improvements across teams, services, Directorates and Health and Social Care Partnerships (HSCPs), within NHS Greater Glasgow and Clyde.
Advance Nurse Practitioner Team – East Dunbartonshire HSCP
The Advance Nurse Practitioner (ANP) team in East Dunbartonshire HSCP, is a small of team of 6, supporting GP clinics as well as carrying out home visits, all across the Partnership. During our most recent iMatter action planning discussion, we reflected on the agile nature of our roles, and the need for lots of equipment to be transported when out and about at home visits.
We didn’t have a space to call our own for storing equipment, or dedicated desk space, as we’re fully agile. This means that equipment is often stored in our cars as we go back and forth to homes and clinics, which is not ideal for staff as we’re already taking other things, such as our laptops, out and about, so it’s a lot to consider for each trip.
So, we had a discussion with the Facilities Manager at Kirkintilloch Health & Care Centre to see what we could do to improve our experience.
Amazingly, we’ve secured a large double cupboard at the Centre, which is solely for our team, and we can easily access it to pick up just the bits and pieces we need, and store the rest. This is only a small thing but has gone a long way to making the team feel that they are valued, visible and that their needs are being met by the HSCP.
We’re now working with colleagues to look at ways we can use the space at Milngavie Health Clinic too, ensuring that our team can continue to have the same successful, positive experience, across all our sites.
Clyde Sector
Across the Clyde sector, we have seen real benefits of using feedback from iMatter to improve our staff’s experience. The big improvements in iMatter outcomes throughout 2022 demonstrate this, with an increased response to the questionnaire, an improved Employee Engagement score and a 7% increase in action planning.
We achieved this in a range of different ways. We took action before and during the questionnaire stage, to discuss iMatter at key management and partnership meetings, embedding it in business as usual. IMatter is always a key part of our thinking around how we engage with our workforce and use their experiences to improve services and make Clyde Sector a better workplace.
Alongside this, we shared ‘top tips’ during the team confirmation stage to ensure managers felt supported with each step, and staff were aware of the range of ways they could respond, to maximise participation. Maintaining a good working relationship with the iMatter team in HR meant we could quickly identify and resolve any action needed to support teams.
Once we received our results, we quickly shared the information with staff, managers and partnership colleagues, and ensured two-way communication was at the heart of improvement.
We now hold weekly partnership calls in Clyde sector to discuss emerging and live issues to identify solutions together. We’ve also introduced HR ‘Walk rounds’ across all three sites, meaning there are regular opportunities to meet with staff, be visible and discuss any concerns. Similarly, the Senior Charge Nurse (SCN) engagement sessions with senior management give staff the opportunity to discuss ways of improving services, staff morale, health and wellbeing. These allow us to hear directly from staff about how we shape support and drive improvement on an ongoing basis.
In addition to this, Partnership colleagues and HR now have access to daily safety briefings for all sites to keep everyone informed on hospital pressures and staffing. This means that appropriate action and support is given efficiently and based on feedback.
Taking this approach has achieved some really positive outcomes this year, leading to positive action, and we look to replicate and build on this into 2023, to realise continuous improvement for our staff.
Counselling Team (Human Resources and Organisational Development)
Our team always finds the feedback from iMatter a really useful tool to create discussions about how we do more for our staff and also for our clients. This year, the report has allowed us to identify service improvements that we think will deliver excellent performance.
Initially during COVID we were keen to explore the experience of clients using the counselling service, particularly as we moved from face to face to telephone appointments. We did this through a short survey, which we circulated to clients. The feedback was positive, and gave us reassurance that we were still providing a supportive and person-centre service during COVID.
As we moved into 2022 and back to more face to face consultations, our team suggested we expand the survey to allow us to explore ways in which we could celebrate great work, review the service we provide and identify any opportunities for improvement.
This has been going really well, and at our team meetings we always allocate time to look at the feedback together. The comments from the responses we get helps us to build a picture of progress and improvement themes. The information we gather also supports our accreditation with Safe Effective Quality Occupational Health Service (SEQOHS) standards, the benchmark for occupational health services.
One particular benefit of this approach has been helping us to celebrate the successes of the team through the positive experiences of our clients. When we see really great comments in relation to the service provided by an individual staff member, this is highlighted at the team meetings, as well as at TURAS review discussions.
In the team, we’ve used the iMatter process to help keep us on track when it comes to our commitment to positive staff engagement, celebrating success and working as a team. We know that doing this has really helped us to continue to deliver a great service for the people using our service.
COVID Safety and Wellbeing Engagement in Estates and Facilities
Like all services across NHS, the COVID pandemic raised a number of significant challenge for us in Estates and Facilities. One of those challenges was that guidance, including changes to Standard Operating Procedures (SOPs) and Safety instructions, was changing on a regular basis. For us, there was no reliable way to ensure that this information was appropriately circulated across all of our staff because of limited IT access for many staff in our service and the limitations on in-person meetings.
This meant that we were struggling to ensure that the staff on the floor were getting key information timeously, including COVID safety information and resources to support and improve staff wellbeing.
As a consequence, the Senior Management Team and partnership colleagues worked together to identify the best ways to get this essential information to staff reliably. This took the form of a Team Brief, which was initially issued on a weekly basis, and which we now issue on a monthly basis. We developed this based on the positive feedback and the recognition of an ongoing need for supportive engagement and communication with staff.
The detailed Brief is shared verbally with all staff, along with being circulated electronically and displayed on staff noticeboards. This very simple approach has been welcomed by staff, and has been adopted by others throughout the organisation too.
William Hunter, Deputy Director (Facilities & Corporate), says “there has been a positive response to this brief. In very difficult circumstances, we have been able to increase direct communication with our staff, including the provision of key work, wellbeing and safety related information, which I know that staff have found very reassuring and supportive.”
We can see from our 2022 iMatter results that one of the areas which saw the biggest improvement from 2021, was in relation to well-being support from line managers. In addition, improvements were seen around the themes of role clarity, effective team working and seeing the value and contribution made by the roles that staff hold.
This improved engagement and communication with staff, really focussing on well-being and experiences at work, has made a positive impact amongst teams, which we’ll continue to build on and celebrate.
East Renfrewshire HSCP
We were delighted with the iMatter results in East Renfrewshire HSCP, where we saw an increase in response rates and action planning engagement, whilst also maintaining a really positive engagement score.
We were particularly pleased to see that we’d had good feedback from staff against the iMatter wellbeing questions. This was due to the big effort we’ve made in the HSCP in ensuring staff are aware of the wide range of options available to them to support good mental health and overall wellbeing at work.
One way we’ve been showcasing our wellbeing activity is through our regular Staff Wellbeing newsletter with targeted articles on key issues e.g. alcohol awareness, stress at work, financial advice. These kept staff updated on any upcoming classes and sessions, as well as providing access to information and resources which covered a wide range of topics.
During the summer months, we rolled out a programme under our “Summer of Wellness” brand. Creating this brand allowed us to bring together a whole range of opportunities for staff in one place, including yoga, fitness classes, 121 wellbeing conversations etc. The uptake for these was fantastic and feedback from staff was extremely positive. We’re now building on that success and are rolling out a new “Winter of Wellness” programme during November and December.
Something that really helped us maintain the focus on wellbeing over this period has been our newly appointed Wellbeing Officer, Gerry Mitchell, who has led on promoting and improving the mental health and physical wellbeing of our workforce.
Gerry says:
“My role as Health and Wellbeing Lead Officer has been to build a proactive and preventative wellbeing offer across the HSCP for all our staff.
“It’s important for staff to have access to resources that supports holistic wellbeing, with a particular focus on mitigating the effects of work-related stress.
“Recent years have been particularly challenging for health and social care staff and volunteers. During this time, it has been more important than ever that we continue to offer an effective and sustainable approach to staff/volunteer wellbeing so that they feel valued and supported at work.”
Gerry Mitchell, Health and Wellbeing Lead Officer East Renfrewshire HSCP
Accordion item 1
Accordion item 1
Hybrid Working in the Clinical Governance Support Unit
Our 2022 iMatter report showed some really encouraging results, and we were particularly delighted to see positive outcomes relating to engagement, well-being support and leadership. We always aim to apply a person-centred, continuous improvement approach, which focuses on our staff’s experience, as we know this has a positive impact on the work we do.
That person centred approach could clearly be seen through our recent implementation of hybrid working. NHS Greater Glasgow and Clyde (NHSGGC) introduced a Blended Working Guide early in 2022, to support staff to work flexibly and to provide a healthy work and life balance.
The Clinical Governance Support Unit (CGSU) implemented this approach across all teams during Spring/Summer 2022. To do this, working together with staff, we developed a project plan with six key steps for implementation:
A key part of our plan was working with staff to develop an Etiquette Guide. This provided some key principles and supporting guidance and aimed to give consistency to staff in terms of how hybrid working would actually work in our team.
Almost as soon as we had implemented the approach, we held a short workshop at the CGSU Team Session, to gather feedback from staff on their initial experience of hybrid working. Feedback showed us that staff liked the flexibility to choose when it’s appropriate to work from home and when to be working on site. The staff told us they continue to see the benefit of meeting together in person where it’s appropriate. We were really pleased to hear that they found the room booking system really clear and easy to access, allowing them to arrange all the practical requirements when coming into the office.
To keep the focus on staff having a positive experience, we also sought improvement themes from staff, and have taken these forward quickly. An ongoing evaluation is planned on a quarterly basis to continue engagement with staff and determine if the actions are resulting in real improvements, and to consider if there are any new actions we need to take forward.
Pharmacy Services
Hear from Gail Caldwell, Director of Pharmacy for NHS Greater Glasgow and Clyde, talking about the Pharmacy Strategy, which focusses on a culture of empowerment and enablement for all their staff.
Pharmacy Services Celebrates Staff Successes and the Employee Voice
Pharmacy Services celebrated their staff awards on Wednesday 20th of March at the Teaching and Learning Centre, QEUH. While the event was themed around the many successes of our staff, the event also recognised the challenges along the way, a theme reflected by our keynote speaker, Cor Hutton.
“As a pharmacy team, what makes us strong are our people, and our people know how things can change and improve, we are always looking for ways to obtain feedback and empower our teams to make local changes that makes it better for them and our patients.” Andrea Healey, Business Performance & Review Manager, Pharmacy Services
One way Pharmacy Services do this is through the annual iMatter survey. The team has always had a high engagement rate and one they are keen to continue. They took the opportunity to promote iMatter at their staff awards, including highlighting the improvements made locally based on the annual staff feedback. To support the event, the NHSGGC Staff Experience team were on hand to share good practice and give out a pen or two!!
“We were thrilled to be invited along to be able to promote the upcoming iMatter questionnaire at the Pharmacy Services staff awards, and engage with staff at this exciting event. Moreover, it allowed us to encourage colleagues to consider staff experience more widely, and understand how iMatter can be an important enabler for person-centred discussions that explore and improve the experience of everyone at work” Diana Hudson, Staff Experience Adviser and Sabine Bunte, Staff Experience Assistant
Alongside iMatter, the event also showcased the Peer Support service:
“Delighted to have attended the awards ceremony representing Peer support and as part of the Pharmacy Culture Collaborative Group.Peer support simply put is to look after oneself and others and this was very much to the fore in our pharmacy ‘family’ awards ceremony.Our speakers at the event spoke with compassion, empathy and a steadfast commitment to our health service and the patients we serve.It was a privilege to be part of the day and hear the amazing testimony of Dr Corrine Hutton” Donald MacPhail, Controlled Drug Inspection Officer and Peer Supporter NHSGGC
The 2024 iMatter Survey starts from 13 May 2024 and you can find out more information about how to get the best of this for your team on our iMatter page or by contacting the iMatter team on iMatter@ggc.scot.nhs.uk
If you have a positive Staff Experience or Engagement story you would like to share, please get in touch with the team at iMatter@ggc.scot.nhs.uk
During the Action Planning phase of iMatter, we want to share some of the ways in which teams have approached this discussion and how they have used iMatter to support key activity over the next 12 months. Below you’ll see details of stories shared via StaffNet.
Complex Trauma Pathway team
We hear from Lesley Hunter – Nurse Team Lead within the Complex Trauma Pathway team (Specialist Children’s Services), who talks about their approach to iMatter action planning:
“As a team we utilise our business meeting and team away days to discuss and review our iMatter report each year. These take place in June and November so work well in relation to the timing of the reports and allow for a six-monthly review. Following the completed reports, I review the comments and we discuss as a team the outcome and consider what our focus is for the year.
The focus is often on service development i.e. what we do well and need to focus on for our patients in the next year, as well as team cohesion and wellbeing/staff retention. From this, I write it up and we agree it finally as a team.
The pathway is a small team where the ongoing clinical task of working with young people, families with traumatic histories and experiences can be emotionally taxing, therefore team wellbeing, supervision and peer support needs to be central to what we do. The iMatter process allows us to look at this more specifically as a service.”
The most important bit of iMatter is the discussion you now have in your team based on the feedback. This is your chance to discuss and agree as a team how you want to work together to make things better. Please visit HR Connect for more information.
Primary Care Dental Services
This week, we hear from Karen Gallacher, Clinical Services Manager within Primary Care Dental Services:
“Looking at the action planning process with a new team has made me reflect on a number of matters, most significantly that I was, in recent years, part of this team and now, due to promotion, I am in a leadership position with the team and would look to maximise the benefits of the iMatter process.
In the past, in the team I previously led, we would have added iMatter to the agenda of group meetings and had a round table discussion to review our report, looking at what areas we should celebrate and those areas we should seek to develop further.
My previous team were predominantly involved in the management of clinical dental care, therefore would focus their efforts on analysing how to improve patient care while supporting the needs of staff. My new team involves health improvement managers, clinical managers and support services to the wider dental community.
As a consequence of being an original member of the above named group it was easy to identify the commitment of my colleagues to examine our report at our monthly operational meeting and to develop an action plan that would support learning, communication and, as an area for further discussion, review of equality and diversity issues to ensure that we are inclusive as we have a multi-disciplinary roles and responsibilities.
As a result, we will now have iMatter as a standing item on our agenda (an approach I used in my previous position) and ensure that all members have an opportunity to review and reflect on our action plan to support success as we move forward this year.”
The most important part of iMatter is the discussion you now have in your team based on the feedback. This is your chance to discuss and agree as a team how you want to work together to make things better. Please visit HR Connect for more information.
North AHP Team Leads
This week, we hear from Alison Leiper, Interim Chief AHP:
“The North AHP Team Lead group discussed the iMatter report and action plan at one of our monthly team meetings. We set aside approximately 1 hour to discuss the report and to decide on our action plan going forward.
As a group we have started to meet again in person rather than via Teams and we all agreed that this face to face approach led to better engagement, interaction and discussion. We started the process by reviewing this year’s iMatter report as well as looking at the previous year. This gave us some indication of where we have made changes that have had a positive impact and the areas we need to focus on going forward.
We recognised that we hadn’t achieved everything we had hoped to do last year and this led to a very open, honest and meaningful conversation about the reasons why and more importantly what we need to do differently this year. With this in mind our action plan focused on what are our priorities and what we can realistically achieve.
One of our actions concentrated on improving engagement between AHP Team Leads and North senior leader’s team, therefore to support this, we’ve planned a lunch, hosted by Team leads, inviting along members of the North SLT. This will allow an opportunity to provide more information on the key role of the AHP within each clinical area, and help promote the AHP role more generally.”
The most important part of iMatter is the discussion you now have in your team based on the feedback. This is your chance to discuss and agree as a team how you want to work together to make things better. Please visit HR Connect for more information.
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Welcome to NHSGGC Practice Supervisor and Practice Assessor Portal. This portal has been designed to provide information and support for those who supervise and assess learners in our practice learning environments.
NHSGGC Practice Supervisor and Practice Assessor Portal – Feedback and Suggestions
If you would like to make a suggestion or provide the Practice Education Team with feedback as to how we could improve the PS/PA Portal, please email: ggc.practiceeducation@nhs.scot
This section provides practice supervision / assessment related documents and resources for all those involved in the supervision and assessment of student nurses and midwives within NHSGGC. If you can’t find what you are looking for here, our FAQs might help.
Enjoy our audio podcasts at a time that suits you. We offer a series of 5 podcasts giving information on the new NMC standards and a variety of topics to support your CPD in the practice supervisor or practice assessor role.
Communication and relationship management skills – Examples from practice
This resource has been developed to assist you in your role as practice supervisors and practice assessors to support students to achieve Annexe A: Communication and relationship management skills.
Can’t find an answer to your question. Our FAQs might be able to help.
Roles in student assessment
Does a student need both PS/PA?
Yes, The roles of mentor, sign-off mentor, practice teacher and teacher have been withdrawn, and three new roles introduced to undertake the supervision and assessment of students; the practice supervisor, practice assessor and academic assessor.
Can I be a PS and/or PA to two students at once?
You cannot be the PS and PA for the same student – each student must have two different people assigned – one as PS and another as PA – this cannot be the same person. However, you may carry out both roles at the same time for different students, for example, you may be the PS for one student whilst also being the PA for another student. You may also be the PS or PA for two different students at the same time.
How much time do I need to spend with my student before signing them off?
There is no set time a student needs to spend with their PS/PA. However, we would recommend that students work alongside their assigned PS/PA as much as possible for continuity.
The Practice Supervisor and Practice Assessor are responsible for gathering feedback from other staff in their area that have worked alongside their assigned student to deliver a fair and objective assessment.
How do I access student feedback?
Student feedback for Practice Learning Environments is submitted via “QMPLE”. Each area has an assigned member of staff (e.g. charge nurse, SCN or Educator) who will have access to view feedback submitted by students. All feedback via QMPLE is anonymous and is released after review from both Practice Education Facilitator and the link lecturer for the area. Practice Education would encourage PS/PAs to obtain individual feedback in their role from students (if they are willing to do so) which can then be used for their revalidation and to help improve upon their practice.
Student documentation and assessment
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What does a student Practice Assessment Document (PAD) look like?
Also, this interactive PAD resource will provide you with information and guidance on how to complete the different sections of the Practice Assessment Document. From recommended timelines for each stage of the student journey, who completes the different sections, to clear and simple examples of evidence needed for each platform.
Who can sign what in the PAD?
Orientation and intial meeting – PA or PS (to be completed within first 48 hours)
Learning Development Plan – PA or PA
Record of signatories – PA and PS (individual records for each role)
Interim review – PA or PS
Service user/carer feedback – PA or PS (one required per PART)
Proficiencies – PA or PS
Skills and procedures – PA or PS
Final assessment – PA only
Attendance record – PA or PS (complete after each week)
End of part confirmation – PA only (discussion between PA and AA to agree on student progression)
How do I complete an interim assessment?
The interim assessment is usually completed mid-way through the placement. It is recommended that a date is set for the interim assessment during the first 48 hours of placement.
The interim assessment can be completed by either the Practice Supervisor (PS) or Practice Assessor (PA). It may be that the PS completes the interim assessment to allow the PA to complete an objective final assessment at the end of the placement, but this is not essential.
If there are concerns surrounding a student’s performance the interim assessment can be completed early or alternatively, you may wish to complete several interim assessments throughout the placement to reflect and document the student’s progress.
The NMC agreed the new standards for student supervision and assessment in 2018. They have structured the standards into 7 platforms – the interim and final assessments are structured around these 7 platforms and, additionally, any progress made within Annexes A and B. Further information on the standards can be found here: NMC Standards for Supervision and Assessment
It can be helpful to look at the language used within the proficiencies (blue pages of the PAD) relating to each platform as an aid to structure your feedback.
The interim assessment is also a good opportunity to ask the student if they have any feedback that they would like to provide regarding their placement.
If any issues are raised during the interim assessment (or at any point throughout the placement) please contact your PEF/CHEF. You can find their details here: Who is my PEF/CHEF?
How do I grade my student?
Glasgow Caledonian University (GCU), University of Glasgow (UoG), Open University (OU), and University of West of Scotland (UWS) all utilise different grading for their students.
UWS: Pass or Fail
OU: Pass or Fail
UoG: Graded A-H using a specific grading rubric per PART
GCU: Graded A-F using a specific grading rubric per PART. Each platform is graded individually and then an overall grade is calculated using a percentage,
My Colleague and I disagree on a student’s performance, what should we do?
If there is a disagreement between a Practice Supervisor and Practice Assessor, Practice Education would advise having a discussion around the differences between each other’s observations. It would also be useful to look back at previous assessments (if appropriate) to look for common themes.
We would also advise reviewing the grading rubric for the specific learning stage of the student using the participation in care framework.
Another tip would be to ask other staff who have worked alongside the student. What are their observations? Are there any differences? For further information or advice, reach out to the PEF/CHEF for your area. Who is my PEF/CHEF?
Our Student’s PA is on annual leave for the student’s last week, who signs them off?
The student should be assigned another Practice Assessor as soon as possible.
The new Practice Assessor should gather feedback from the original Practice Assessor if appropriate and from Practice Supervisors/ other staff in the area in order to complete a fair and objective assessment.
My student has forgotten their PAD on multiple occasions, what can I do?
Students are expected to bring their PAD with them on their first day of placement
and if they do not bring it on the first day then must bring it on their second day. If they then do not bring it you can send them home to retrieve it as it is there responsibility to make it available to their PS/PA throughout the placement.
The student should bring the full document with no pages/sections missing. If the student is continually forgetting to bring their PAD despite being prompted to do so then contact your PEF/CHEF for further advice and support.
I have some concerns regarding my student’s performance, what should I do?
Both the student and Practice Supervisor/ Assessor have access to a Practice Learning Support Protocol which details the steps to follow should there be any concerns. It is important to highlight these concerns as soon as possible. A copy of this can also be found in the student PAD.
How do I complete a Learning Development Support Plan?
You may have a student who requires some additional support to achieve a specific learning outcome/proficiency for example, time keeping, assessment skills, improving communication. In this situation it may be helpful to create a Learning Development Support Plan (LDSP) to support and guide the student to meet the outcomes required.
These sample Learning Development Support Plans will to help you to write an effective plan to support students to progress in their practice learning environment. There is also an example LDSP within the PAD.
You will also find an example Learning Development Support Plan within the PAD and further examples are available through this link:
If you are implementing a LDSP you may wish to contact your PEF/CHEF for support and guidance.
Attendance and Rostering
My student has said they have a part-time job and cannot work certain shifts, how should this be approached?
All students are made aware of the Working Time Directive prior to undertaking their placement. By law, the Maximum weekly working hours state they can only work a maximum of 48 hours per week (on average) which includes placement hours.
How many hours does a student get credited with per shift? Are breaks included?
Students should be credited with full shift hours, including breaks. For example, 7am-7.30pm shifts would be credited as 12.5 hours.
9am-5pm shifts would be credited as 8 hours.
**Reduced working week does not apply to student nurses
My student is requesting specific/ adjusted hours. How can we accommodate this?
Students are made aware that they have a requirement to be flexible to accommodate their placement hours. However, this is not always possible.
Practice Education would advise that any adjustments (within reason) are made at the area’s discretion. Students should NOT be credited with any hours they have not worked.
My student has an organised study day at university, are they credited hours for this?
Credited study days are usually highlighted within the original placement allocation email which is sent out to the student link for your area. This may be your SCN/ CN or Educator. However, sometimes study days can be arranged following these emails and the university may advise students to make their placement aware. Some of these are credited and some are not. If you are unsure, reach out to your local PEF/CHEF who will be able to find out for you.
My student has an appointment during shift time, what is the policy for this?
There is not a specific policy in relation to allowing time for appointments. However, it is encouraged by both Practice Education and Educational Institutions that students inform their PLE manager of any scheduled appointments at their earliest convenience so accommodations such as shift changes can be made.
My student hasn’t turned up for their shift or called in sick, what do I do?
All students must adhere to the NHS GGC/ local absence reporting policy. This is explained to them prior to placement and detailed within their student documentation. They also have a duty to report any absences to the university. The way of doing this differs between universities but this information is readily available within the guidance pages of the students Practice Assessment Document.
The PEF/ CHEF for your area will be able to contact the student’s PT if there are any concerns regarding absence.
Reasonable Adjustments
My student has disclosed a disability/learning need, how do I approach this?
Firstly, it is at the student’s discretion whether they disclose any additional learning needs or disabilities. This can sometimes make our roles as Practice Supervisors and Assessors a bit more challenging but there are resources available to support you. Students can often have a Reasonable Adjustment Plan or a “RAP” in place from the university. Should the student wish to share this with their PS/PA it should remain confidential and should be accommodated where possible.
Your local PEF/ CHEF will be on hand to support you with this.
Can my student take part in venepuncture and cannulation/ IV medication?
Yes, they can, however, this depends on the stage of training the student is at and whether they have had the relevant theory within University. It is important to note that when this theory is delivery may differ between different fields of nursing which is detailed in the skills statement linked below. When undertaking these skills student nurses and midwives must do so under the direct supervision of a registered healthcare professional who is competent in the skill.
Responsibility ultimately lies with the administrator of the drug unless a student nurse is involved. Therefore, it is the responsibility of the registered practitioner.
Other common questions
How does my student get an ID badge?
All students should have photographic ID in the form of their student card from their university.
Swipe cards for student nurses are only available for students on placement at QEUH/ RHC at this time. This does not apply to other sites within NHSGGC.
Students about to commence their first placement within QEUH/ RHC will receive an email from university advising how to obtain a swipe card. However, they can also contact their PLE’s local PEF who can pass on a form to obtain a swipe card. They need to complete and print this form and take it to the sites facilities open sessions which are held between 9am-10am
Learning Development Support Planning
Learning Development Support Plans are used to support students to meet specific objectives, particularly if they face challenges in achieving the level of knowledge and/or skills required by their educational programme or if there are concerns regarding their professional practice. These sample plans can be used to help you to write an effective Learning Development Support Plan to support students to progress in their practice learning environment.
This resource will supplement practice supervision / assessment in the workplace for student nurses and midwives. Additionally, it is practice supervisor and practice assessor facing and provides information and guidance on Pharmacology.
PAD Terminology for Practice Supervisors and Assessors
If you’re unsure about the terms used in the PAD when it comes to student assessment, we’ve created a helpful guide just for you. the PAD Terminology for Practice Supervisors and Practice Assessors explains key terms (called level outcomes) and gives examples to help you understand what’s expected of your student by the end of their placement.
These flowcharts illustrate guidance for student nurses and midwives, as well as PS / PAs, on dealing with concerns, although not care concerns, we come across in Practice Learning Environments.
Raising concerns in practice – a national approach for nursing and midwifery students, non-NHS practice learning experience providers and higher education institutions in Scotland.
‘Speaking up’ – National Whistleblowing Guidance for Nursing and Midwifery Students in Scotland
This guidance details the process for raising a concern and intends for nursing and midwifery students in Scotland to use it while undertaking PLEs during their pre-registration nursing and midwifery programmes.
This 10 minute narrated presentation on Strengthening Student Nurse and Midwife Practice will help practice supervisors and practice assessors to develop increased insight and awareness around supporting student nurses and midwives with additional competency requirements (NHS Scotland log in required).
Please find attached Interim National Arrangements for Adverse Weather. This has been designed to ensure that in periods of adverse weather NHS Scotland adopts an approach that is consistent at a national level, ensuring that fair and equitable treatment is prioritised and that we remain able to effectively deliver essential services. The guidance has been developed in partnership with NHS Scotland through consultation between Scottish Government Officials, NHS Scotland employers and Trade Unions.
The Adverse Weather Policy applies to all employees of NHS Greater Glasgow and Clyde including Bank staff.
Please also see our Frequently Asked Questions, that provides further advice for staff and managers regarding Adverse Weather
Please contact the HR Support and Advice Unit if you wish clarification on the application of this policy.
Business Travel
NHSGGC is committed to reducing the financial and environmental impact arising from its business travel. Where possible, the aim of this policy is to encourage employees to reduce unnecessary travel and encourage the use of more sustainable forms of transport. However, the Board recognises that sometimes there is no alternative to using a car for business travel and this policy is not intended to impede business travel where it is required nor to restrict car use where it is the most appropriate mode of transport for business purposes. Neither is this policy intended to be applied to the detriment of those employees with restricted mobility. This policy applies to all staff employed by NHSGGC.
Top Tips on using the Business Travel Policy…….
Before undertaking any journey, staff should consider the Business Travel Hierarchy.
Reflect on the need to travel for business purposes.
Walking and cycling are healthy, sustainable and very low cost travel options. Staff should be encouraged to consider alternative travel options if their role can facilitate this approach.
Bus, train and SPT subway travel provide an alternative to car-based business travel for short, medium and long distances.
Many car trips could be avoided if staff coordinated travel plans and shared cars, for example, when attending the same meeting. An additional mileage rate for each passenger is paid.
Please contact the HR Support and Advice Unit if you wish clarification on the use or application of this policy.
Car Parking
Car Parking on Hospital Sites
This policy outlines the arrangements for car parking on hospital sites. These arrangements are designed to balance the needs of staff, patients and visitors and ensure car parks continue to be fairly and effectively managed.
The policy details arrangements for visitor and patient parking, staff with parking permits and other staff parking.
Please contact the HR Support and Advice Unit if you wish clarification on the application of this policy.
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Over 50% of Scotland’s population are women and there are 32,344 women working for NHSGGC. Throughout her life course, women and girls experience various health needs and risks which are not the same as men
[While we have used the term ‘woman/women’, it is important to note that some transgender men, non-binary people, intersex people and those with variations in sex characteristics may also experience issues and require access to women’s health services]
The Scottish Government Women’s Health Plan (2021-2024) underpins actions to improve women’s health inequalities by raising awareness around women’s health, improving access to health care and reducing inequalities in health outcomes for girls and women, both for sex-specific conditions and in women’s general health.
The ALLIANCE is working with the Scottish Government to create opportunities for women to engage with the Women’s Health Plan. For more information visit:
This final report provides a summary of the progress made on delivering the Plan over the past three years.
A ‘Women’s Health Plan: Review of the Data Landscape’ has been published as an accompaniment to the final report. This document sets out a range of publicly available data on the health of women in Scotland and highlights where there appear to be gaps.
‘Supporting the Women’s Health Plan: Highlights Report’ brings to life some of the work The Alliance have carried out with women, and third sector organisations, through their Women’s Health Plan Lived Experience Programme
To support the implementation of the plan, NHS Inform has a dedicated Women’s Health Platform, which sets out information on women’s health at key stages of life, from puberty to later years.
To explore the full range of topics covered visit:
Sometimes it can feel embarrassing talking about periods – but periods are normal. You are entitled to ask for the help that you need to experience good menstrual health and wellbeing.
Everyone experiences periods differently, but it’s important to know what isn’t ‘normal’. If you have any concerns, pain or discomfort during your period, there’s lots of help available. You don’t have to suffer.
This webinar covers the basics of menstruation, focusing on what is ‘normal’ in terms of periods and examples of period stigma, as well as common symptoms such as heavy bleeding, irregularity and how to manage symptoms. Panel: Dr Jackie Maybin (the University of Edinburgh) Alice Brooks (Women’s Health Plan Lived Experience Group)
Everything you need to know about PMS
This webinar focuses on Premenstrual Syndrome (PMS) and includes advice on managing both the physical and emotional symptoms that many experience on the run up to their period. Panel: Dr Ellie Golightly (NHS Lothian), Gill Meens (Mental Health Foundation Scotland)
PCOS mythbusting
This webinar busts some common myths about the condition Polycystic Ovary Syndrome (PCOS), explains more about the common symptoms associated with the condition as well as when and how to discuss with healthcare professionals. Panel: Professor Colin Duncan (the University of Edinburgh), Professor Anna Glasier (Scotland’s Women’s Health Champion)
Endometriosis
Endometriosis is a long-term (chronic) condition where tissue similar to the lining of the womb is found elsewhere in the body. It’s very common, affecting around 1 in 10 of those who menstruate. For some people, it can have a significant impact on their physical health, emotional well-being, and daily routine.
Endometriosis UK is the national charity committed to providing support services, reliable information and a community for those affected by endometriosis
A recent webinar from EXPPECT Edinburgh on being newly diagnosed in Scotland, what is endometriosis, the diagnosis journey and pain management is available to view below:
This webinar offers the opportunity to learn more about endometriosis, the common symptoms associated with the condition, when and how to discuss with healthcare professional and how to manage symptoms. Panel: Professor Andrew Horne (the University of Edinburgh), Julie Burns (Endometriosis Support Group Ayrshire), Vicky Chapman (Endometriosis Support Group Dundee)
This Conversation Café toolkit provides resources to facilitate conversations, and encourage information sharing and peer support on areas within women’s health. The toolkit is a guide for delivery, which can be used flexibly by organisations, community groups, employee groups or with friends to set up, host and evaluate an independent Café.
For more information on how to access and use the toolkit, and the accompanying resource hub:
For any questions about this or additional information on the Conversation Café toolkit please email: whp@alliance-scotland.org.uk
Heart Health
Mythbusting women’s heart health – Webinar recording
The Health and Social Care Alliance Scotland (the ALLIANCE) in partnership with the Scottish Government, hosted a webinar exploring women’s heart health.
Heart disease is a major cause of ill health and death for women in Scotland, and certain risk factors may have more of an impact on women’s risk of heart disease than men’s. Despite this, the awareness of women’s experience of heart conditions is limited and heart disease in women is not commonly represented.
Menopause
Menopause is when a woman stops having periods. Menopause means ‘the last menstrual period’ and around 400,000 women in Scotland are of menopausal age. While it is a natural and inevitable part of the life course, the timing and symptoms are different for everyone.
NHS Inform has a range of information – including 7 ‘Menopause Myths’ videos – on perimenopause (the period leading up to menopause when women can also start to notice changes and experience symptoms), menopause and post menopause including what to expect, available treatments and where to get support and help.
For a quick overview please see the following short videos and recorded webinar produced by The Alliance:
Menopause Wellbeing Webinar
Further Information on Menopause
Menopause at work
Menopausal women are the fastest-growing demographic in the workforce, so it’s important to be able to speak openly about menopause at work.
NHS Greater Glasgow and Clyde recognises that for some the menopause is not always an easy transition. Some employees may need additional considerations to support and improve their experience at work.
Some people find it hard to manage menopause symptoms at work. It’s important to remember that the menopause is a normal time in women’s lives and that support is available to help you feel comfortable at work.
New Adora Digital Health pilot: perimenopause and menopause support app for NHSGGC staff
NHS Greater Glasgow and Clyde is pleased to announce the launch of a new pilot programme offering menopause support resources for our staff, delivered in partnership with Adora Digital Health.
The resource aims to guide women through their menopause and enables individualised recommendations and assessments. It also includes:
Menopause stage assessment: Begin your journey with a short assessment covering medical history and symptoms to help tailor your experience.
Personalised health plan: Receive a customised “My Plan” with recommended steps and resources based on your individual needs.
Symptom tracking and health reports: Monitor your most impactful symptoms, track changes over time, and generate a health report you can share with your GP or healthcare professional.
Specialist content and webinars: Access a growing library of articles and webinars, including upcoming sessions on topics like fibroids and emotional wellbeing.
Nurse drop-in sessions: Speak directly with Adora’s nurse team for advice and support.
Privacy and control: You can manage your account settings, including deleting your data at any time.
Changes in your hormones during menopause can impact your mental health as well as your physical health. You may experience feelings of anxiety, stress or even depression.
Further information and support is available from NHS Inform:
The National Wellbeing Hub Menopause resource provides you with guidance and support for managing your menopausal symptoms and helping your colleagues manage theirs.
Anyone can use the Healthy Minds sessions to raise awareness of mental health. Each session has a PowerPoint presentation and facilitator’s notes to guide you through delivering the session
NHS Greater Glasgow and Clyde (NHSGGC) enforces a zero tolerance policy on sexual harassment, with the “Cut It Out” program rolling out in 2025 to promote awareness, support and appropriate reporting. The program also ensures managers are equipped to handle concerns effectively. Staff can contact the Bullying and Harassment helpline at 0141 201 8545 or the HR Support & Advice Unit for confidential advice and support.
The 14-floor Queen Elizabeth University Hospital (QEUH) building is one of the largest acute hospitals in the UK and home to major specialist services including renal medicine, transplantation, neurology, spinal and vascular surgery, with state-of-the-art Critical Care, Theatre and Diagnostic Services. There is also a Teaching and Learning Centre for the University of Glasgow.
Current vacancies
The Queen Elizabeth University Hospital currently has a range of medical vacancies within its Emergency Department, including:
Contact the NHS Greater Glasgow and Clyde Workforce Supply Team on 07977194920 (telephone, SMS, WhatsApp).
About us
NHS Greater Glasgow and Clyde
NHS Greater Glasgow and Clyde is the largest health board and provider of healthcare in Scotland and one of the largest in the UK. Responsible for the provision and management of the whole range of health services in this area including hospitals and General Practice, NHS Greater Glasgow and Clyde works alongside partnership organisations including local authorities and the voluntary sector.
It serves a population of 1.15 million covering 6 local authority areas which include the city of Glasgow as well as incorporating both urban and rural areas. With a total budget of £3.2 billion and a workforce of around 39,369 staff, NHS Greater Glasgow and Clyde delivers local, regional and national services including acute hospital, primary, mental health and community services.
Capital Building Modernisation Programme
A major capital building programme of over £1 billion to modernise Glasgow’s acute hospitals has already seen the delivery of the new West of Scotland Cancer Centre, two Ambulatory Care Hospitals at Stobhill and the Victoria as well as a new Laboratory Facility providing Biochemistry, Haematology, Pathology, Genetics and citywide mortuary services based on the South Glasgow Hospitals Campus which was opened in 2012.
NHS Greater Glasgow and Clyde, Acute Services Division
NHS Greater Glasgow and Clyde’s Acute Services are delivered currently from three Sectors covering North Glasgow, South Glasgow and Clyde and three Directorates with cross site responsibilities covering Women and Children’s Services, Regional Services and Diagnostics.
The dimensions of the Directorates/Sectors are around:
South Sector / Directorate
Budget: £353 million
Staff numbers: 5,116
Regional Sector / Directorate
Budget: £273 million
Staff numbers: 3,486
North Sector / Directorate
Budget: £193 million
Staff numbers: 3,397
Women and Childrens Sector / Directorate
Budget: £193 million
Staff numbers: 2,961
Diagnostics Sector / Directorate
Budget: £187 million
Staff numbers: 2,765
Clyde Sector / Directorate
Budget: £177 million
Staff numbers: 3,019
Acute Corporate Sector / Directorate
Budget: £24 million
Staff numbers: 49
Totals
Budget: £1,400 million
Staff numbers: 20,793
NHS Greater Glasgow and Clyde has the largest group of adult acute hospitals in Scotland offering many opportunities to ensure job satisfaction and career development. We provide a wide range of services from community-based care through to the full range of general and specialist hospital services. Close links are enjoyed with all universities in Glasgow and Clyde and our staff makes a significant contribution to both undergraduate and postgraduate teaching across the multidisciplinary spectrum.
The 14-floor Queen Elizabeth University Hospital building is one of the largest acute hospitals in the UK and home to major specialist services including renal medicine, transplantation, neurology, spinal and vascular surgery, with state-of-the-art Critical Care, Theatre and Diagnostic Services. There is also a Teaching & Learning Centre for the University of Glasgow.
The adult hospital is integrated with the children’s hospital with separate functions and entrances.
There is a physical link for patients and staff from the hospitals into the Maternity and Neurosciences Institute buildings. The hospitals are also linked to the laboratory buildings via an underground tunnel and pneumatic tube.
The atrium of the hospital houses retail shops and a coffee shop. There is a large restaurant/coffee area on the first floor of the hospital with a balcony and views out onto the landscaped area in front of the hospital.
The Queen Elizabeth University Hospital is a large teaching hospital with an acute-operational bed complement of 1109 beds. The Hospital is situated in the south-west of Glasgow and provides a comprehensive range of acute and related clinical services.
Services include Emergency Medicine, Dermatology, ENT, General Medicine (including sub-specialties), General Surgery (including sub-specialties), Medicine for the Elderly (including Assessment, Rehabilitation and Day Services), Gynaecology, Neonatal Paediatrics, Obstetrics, Ophthalmology, Orthopaedic Surgery, Urology, Physically Disabled Rehabilitation and Continuing Care. The Obstetrics, Gynaecology, Urology and Ophthalmology Departments provide the single in-patient location for the whole population of South Glasgow. In-patient Maxillofacial (trauma and elective surgery and specialist provision for head and neck cancer), Dermatology and the Assessment and Rehabilitation service for the Physically Disabled are also provided for the whole city from the Queen Elizabeth University Hospital.
The Institute of Neurological Sciences is based on the Queen Elizabeth campus and provides Neurosurgical, Neurological, Clinical Neurophysiology, Neuroradiological and Neuropathology facilities for the West of Scotland. The Queen Elizabeth National Spinal Unit for Scotland provides a spinal injuries service to the whole of Scotland. This is housed in a purpose-built facility.
There is also a wide range of therapeutic services including Audiology, Clinical Psychology, Dietetics, Occupational Therapy, ECG, Physiotherapy, Radiology (including MRI and CT provision for the general hospital service) and Speech Therapy.
Emergency Department
The Emergency Department of the Queen Elizabeth University Hospital is expected to see circa 110 000 new patient attendances per annum. An active shop floor consultant presence is maintained as is the importance of high quality training in Emergency medicine.
The Emergency Department provides a full 24-hour a day 7 day a week service for all 999 ambulance patients and patients who self-present. This provides the medical staff with a very broad range of clinical practice which includes acute general medicine, cardiology, surgical emergencies, major trauma, orthopaedic surgery, ophthalmology, ENT, paediatric medicine and surgery, psychiatric care and a small percentage of primary care patients.
In addition to the Emergency Department patients, GP referrals to orthopaedics are reviewed by the respective receiving teams in the Emergency Department. When these patients require resuscitation or immediate attention, the Emergency Department medical staff initiate initial treatment.
The Emergency Department consultant rota has been extensively revised to comply with the new consultant contract, extend consultant shop floor presence and foster closer working within the team. Emergency Medicine Services are delivered from minor injury units and one large Emergency Department on the Queen Elizabeth University Hospital site. The MIU’s and the Emergency Departments have a number of Emergency Nurse Practitioners who provide Minor Injury Services. In addition consultants employed within the Emergency department of the Queen Elizabeth University Hospital participate in the EMRS retrieval service.
Health and Social Care Partnerships (HSCPs), are organisations formed to integrate health and social care services provided by NHSGGC and six local authorities in the Greater Glasgow and Clyde region. Each partnership is jointly run by NHSGGC and the local authority.
We understand that choosing the right place to live is just as important as choosing the right job. Many people who have moved from abroad to Scotland have been attracted by the opportunity to enhance their quality of life.
We are aware you will ask yourself many questions and do a lot of research before making your final decision to move to Scotland.
Scotland’s people are well known for being warm, welcome and friendly. Scotland is a home to over five million people, and it is estimated that for every person living in Scotland, another five people living across the world have Scottish ancestry. With such wide connections spreading to every corner of the globe, it is no wonder that overseas visitors are made to feel like they are returning home!
As a place to live, the Greater Glasgow and Clyde area has many attractions. The West of Scotland combines cosmopolitan charm, lush countryside and soothing seaside. Culturally diverse, architecturally stunning and historically rich, this vibrant region is home to innovation, celebration and the largest city in Scotland – Glasgow.
As Scotland’s most populous region, the West of Scotland is home to approximately two million people. In addition to the city of Glasgow, East and West Dunbartonshire, Inverclyde, Ayrshire, North and South Lanarkshire, Renfrewshire and East Renfrewshire make up this captivating and eclectic part of the country.
This is a region of striking contrast. Larger areas like Glasgow are within easy reach of picturesque towns, villages and some of Scotland’s most scenic beaches, captivating wildlife and tranquil countryside.
Glasgow
One of the highest ranking cities in the UK for quality of life (Mercer, 2012)
Glasgow is multicultural, magnificent and brimming with personality. Scotland’s largest city is home to nearly 600,000 people. Discover rich history, stunning architecture and the best shopping in the UK outside London.
This aptly-named ‘Dear Green Place’ blends the best of urban-living with the splendour of lush gardens and parks. Impressively, the city boasts more green space per square mile than any other UK city.
With some of the biggest and brightest businesses Scotland has to offer, in addition to enjoying the scenery, you can explore the many great career opportunities the city offers.
Offering the best of both worlds, Glasgow is close to breath taking countryside offering up nearby hill walking, sailing, and cycling. Some of the world’s greatest golf courses are all within an hour’s drive of the city. And this bustling city’s arts and culture, nightlife and food are hard to surpass.
Education
Home to over 133,000 students from around the world, Greater Glasgow and Clyde has world-renowned universities and award-winning colleges.
Universities
At this level, students undertake degree-level education that usually requires four years to complete. Students only gain qualification at the end of this period.
Degree courses at Scottish universities cover academic subjects, while some can be vocational. Universities in Scotland encourage a greater level of independence, with the student primarily responsible for their own learning.
Today, Scottish universities are leading the way in innovations in areas such as life sciences, medical research, biotechnology, and environmental sciences. Glasgow is home to six world-renowned universities:
College courses are considered to be more vocational, with studies predominantly leading straight into employment within a specific industry. There are a number of course levels such as a Higher National Certificate (one year to complete) or a Higher National Diploma (two years to complete).
Each level offers a certified qualification. This means college students have something to show for each year of work.
Colleges work in partnership with local authorities and employers to deliver high quality Modern Apprenticeship (MA) programmes – over 10,000 college students are currently in MA programmes.
Not only do colleges work in partnership with employers to prepare students for work, some also have arrangements with universities to allow fast track degree entry. Glasgow is home to five exceptional colleges:
The region’s excellent transport links mean you’re connected to the rest of the UK – and the world.
The M8 motorway connects the West with the rest of Scotland, taking just under an hour to drive between the country’s major cities Glasgow and Edinburgh, a well-used commuter’s route.
The bus is an effortless way to get around because it’s inexpensive and widely available across the region – even in remote locations. Glasgow has the UK’s largest suburban rail network outside London.
An abundance of stations and travel times makes exploring the region by train an easy option. The rail network links both rural areas and cities with the rest of Scotland and the wider UK.
From Ardrossan, Gourock, Wemyss Bay and Oban you can also travel by ferry to many of Scotland’s western isles.
Glasgow has access to two international airports (Glasgow and Prestwick Airports) which connect the region with the rest of the UK and beyond. There are approximately 200 flights per day (pre-pandemic levels) from Glasgow international airport alone, ready to fly to over 90 destinations like London, Dubai and New York.
The best of the city-living, magnificent countryside and an opportunity to work in some of Scotland’s most exciting industries means this region is a hugely popular place to live and work.
Housing
Whether you are renting or buying, Greater Glasgow and Clyde offers a superb selection of housing. Here you’ll have your choice of apartments on the River Clyde, spacious Victorian flats in the West End and family homes in leafy suburbs conveniently located near to schools.
Renting a property
If you don’t want to buy a property straight away, renting in Glasgow is relatively straightforward and cost-effective. Glasgow offers excellent tenancy rights to make sure that you’re safe, your deposit is treated fairly and the property is looked after.
You can rent a property through a housing association, a private landlord or a letting agency and there are usually lots of flat shares available in Glasgow.
Buying a property
If you’re interested in buying a property in Glasgow then the great news is that house prices here are, on average, lower than anywhere else in the UK!
In recent times house prices in Glasgow have also dropped, making it a buyer’s market. In Glasgow, most properties are sold through estate agents or solicitors (lawyers). However, you can also buy privately through the owner of the property, though you will still need a solicitor to handle the legal work.
Weather
Scotland’s reputation when it comes to the weather is well-known, and slightly unfair. The weather in Scotland actually tends to be quite moderate and changeable, but is rarely extreme. You might experience ‘four seasons in one day’, but travel 20-30 minutes in any direction and the weather is generally completely different! There’s no bad time of year to live in Scotland, with plenty to see and do regardless of the elements. After all, as the old saying goes, ‘there is no such thing as bad weather, only the wrong clothes’!
Spring (March, April, May)
Average temperature – 4°C-12°C
Average hours of daylight – 13 hours
Average rainfall – 48mm
One word forecast – ‘Mochie’: warm, moist weather (‘it’s a wee bit mochie ootside’)
Summer (June, July, August)
Average temperature – 11°C-18°C
Average hours of daylight – 17 hours
Average rainfall – 72mm
One word forecast – ‘Stoater’: fantastic (‘it’s a stoater of a day th’day’)
Autumn (September, October, November)
Average temperature – 7°C-13°C
Average hours of daylight – 11 hours
Average rainfall – 52mm
One word forecast – ‘Oorlich’: damp and chilly (‘it’s gey oorlich oot there’)
Winter (December, January, February)
Average temperature – 2°C-7°C
Average hours of daylight – 8 hours
Average rainfall – 57mm
One word forecast – ‘Jeelit’ – freezing (‘it’s fair jeelit outside’)
Further information
For further information, please contact the NHS Greater Glasgow and Clyde Workforce Supply Team:
Recruitment Agency disclaimer: We do not accept CVs or applications from recruitment agencies where terms of business have not been signed and we will not consider or agree to payment of any recruiter fees under these circumstances.
If speculative CVs are submitted by recruitment agencies, NHS Greater Glasgow and Clyde reserves the right to contact these candidates directly and consider them for current/future roles without any financial obligation to the recruitment agency in question. This will also apply to any CVs sent directly to line managers.
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