NHSGGC supports the conduct of high-quality commercially Sponsored and Funded research, which allows patient the opportunity to access novel medicines. NHS GG&C currently has the highest volume of Commercial research in Scotland
To find the appropriate contact in the R&I Commercial Team for your study, please use the Info Path document available here.
You can also find contact details for the Commercial Team here
All multicentre clinical, health and social care Research and Innovation studies in Scotland require to be submitted to the NHS Research Scotland Permissions Coordinating Centre (NRSPCC) at gram.nrspcc@nhs.scot NRSPCC will upload multicentre studies onto the shared Scottish R&D web based database and make them available to participating Health Boards for review and approval and will ensure single centre studies are available to the relevant R&D office.
The following links offer more information on the Commercial research approval process in NHS GG&C:
Cardiology Cardiovascular & Exercise Medicine Diabetes Gastroenterology Haematology (Non Oncology) Heath Services and Delivery Research (Includes Biochemistry, Immunology, Clinical and Medical Physics, Radiology, Nuclear Medicine and Homeopathy) Haepatology Infectious Diseases (Includes Infectious Diseases, Microbiology, Virology and Bacteriology) Metabolic and Endocrine (Includes Dietetics, Metabolic Disease and Human Nutrition) Orthopaedics Public Health (Includes Occupational Health, Sexual Health and Family Planning) Physiotherapy Renal and Urology Rheumatology Respiratory Medicine Surgery (Includes Burns, Plastic Surgery, Cardiothoracic Surgery and Vascular Surgery)
NHS GG&C has responsibility to ensure that there are appropriate governance arrangements in place for any commercially funded research, thus ensuring that:
The interests and safety of patients enrolled in trials are protected in all eventualities
All trials are fully costed and that the costs are properly recovered
Maximum benefit is provided to the investigator and to the board
The interests of both the investigator and the board are protected in the event of Intellectual Property arising out of research
Any external regulatory, ethical and financial approvals are obtained
Any risks (liabilities) are properly considered and minimised
The board presents a thoroughly professional approach in its dealings with industry.
In order to ensure Governance of commercial projects, all studies must receive Management approval. Only protocols and trials approved by the R&I Management Office will be covered by the appropriate insurance or NHS indemnity arrangements and the Board will not accept liability for any activity that has not been approved. This website contains a practical guide to help you navigate the R&I process and highlights key steps required to get your research project up and running
Initial R&I Contact and Document Request
Investigators
If you have been approached to participate in a commercial research study your first port of call should be your Research Co-ordinator. The Co-ordinator will be able to advise on the steps required to get up and running, and will take over negotiations over fees and contracts with the company concerned. With your help the Co-ordinator should be able to manage the approval process from start to finish.
Companies
If you would like to run a study within NHS GG&C please contact the relevant Research Co-ordinator who will be able to advise on the best way to submit an R&I application.
Documents
In order to gain R&I approval as quickly as possible, we advise that you submit to R&I as early as possible. We are happy to receive documents as they become available, this will allow us to look at your application and progress quickly. The very minimum we require to start our process is a copy of the protocol and proposed budget.
Engage Support Departments
Once we have identified what support departments will be involved in the study we can contact the relevant personnel for confirmation of costs and approval for research to be conducted within the department
Project Costing
Once a copy of the protocol has been submitted to R&I the Research Co-ordinator can begin costing the project. Costs associated with a research project are calculated on the staff time required and on the allocated price for procedures. The Research Co-ordinator will usually work closely with the research team to ensure that time required to complete the study is accurately captured. The project costing is then sent to R&I finance and the investigator for approval. If required, the Research Co-ordinator can negotiate fees with the commercial company
Commercial Contracts and Agreements
Before any commercial study can proceed within NHS GG&C a written agreement between the Board and the commercial company should be signed by both parties. Contracts should only be negotiated by Research Co-ordinators and are signed by an R&I director. The agreement should define the following:
Scope of work
Acceptable payment arrangements
Important issues such as the right to publish results
Protection of confidential information
Indemnification of third parties.
To help facilitate timely completion of the appropriate contractual documentation, the Association of British Pharmaceutical Industry (ABPI) and the Department of Health have developed, and published, a model Clinical Trials Agreement (mCTA) as a standard contractual framework for commercial trials involving NHS patients. To incorporate slight differences in Scottish Law and policy, a revised mCTA for use in Scotland has been developed. All legal agreements between the Board and commercial companies should be governed by the laws of Scotland.
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The Sponsor is the individual, or organisation (or group of individuals or organisations) that takes on responsibility for confirming there are proper arrangements to initiate, manage, monitor and finance a study. For any research that takes place in the context of the NHS in Scotland, there must be a Sponsor. Normally, the Sponsor will be one of the organisations taking the lead for particular aspects of the arrangements for the study. The sponsor may be the Chief Investigator’s employing organisation, the lead organisation providing healthcare, or the main funder.
R&I Management Approval is no longer provided by the Glasgow Sponsored Team, this is now provided by another R&I Systems Team member, independently of the Sponsor Co-ordinator
The Sponsor Team provide information and support to researchers from study inception right up to the point of issuing R&I Management Approval. The Sponsor Team can offer guidance in the following areas:
Study Planning and Design
Grant applications and study costings
Any required study specific permissions and approvals (e.g. Ethics Approval, MHRA etc.)
Study set-up support (e.g. making contact with appropriate support departments such as R&I Pharmacy and Imaging)
Study documentation development (including study protocol, patient information and consent forms etc.)
Sponsor confirmation and assistance with any contracts and/or agreements
If you wish NHSGGC to Sponsor your study (or Co-Sponsor with the University of Glasgow), you should contact the R&I Sponsor Team as early as possible.
We have deemed “low risk” studies to be all Study Types from the IRAS Form that are:
Study administering questionnaires/interviews for quantitative analysis, or using mixed quantitative/qualitative methodology
Study involving qualitative methods only
Study limited to working with human tissue samples (or other biological samples) and data (specific project only)
Study limited to working with data (specific project only)
Research tissue bank or Research database
Patient Information Centres (PIC)
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As the busiest R&I office in Scotland, the NHSGGC R&I Team received in excess of 630 new research applications in 2025 and have approximately 1000 studies ongoing at any one time.
There are 3 teams working within the Systems Team structure:
Welcome to the NHSGGC Public Protection Service Webpage.
We aim to raise awareness and inform on Public Protection issues both within NHSGGC and the wider community. The service is available to all staff groups within NHSGGC to offer training, support and advice on any issues relating to Public Protection. Within our service there is a dedicated team of specialist staff with knowledge and expertise.
The Public Protection Service can be contacted Monday to Friday 9.00am – 5.00pm 0141 451 6605
Additionally, there is a dedicated advice line for all Child Protection concerns or issues which can be accessed by choosingoption 1.
A Child Protection Consultant is available Out of Hours – via switchboard 0141 201 0000. Ask for On Call Child Protection Consultant.
If you have a child protection concern that is identified out of hours social work can be contacted on their Out Of Hours service that covers the West of Scotland: 0800 343 1505
If you are concerned that a child is at immediate risk please contact the police on 999 or 101
Child Support and Protection
What is Child Abuse/Neglect?
Abuse and neglect are forms of maltreatment of a child. Somebody may abuse or neglect a child by inflicting , or by failing to act to prevent significant harm to the child. Children may be abused in a family or in an institution setting, by those known to them or, more rarely, by a stranger. Assessments will need to consider whether abuse has occurred or is likely to occur. When placing a child on the Child protection register, it is no longer necessary to identify a category of registration relating to the primary type of abuse and neglect. Instead the local authority should ensure the child’s name and details are entered on the register, as well as area of concern identified.
It is still helpful to consider and understand the different ways in which children can be abused. The following definitions, though not exhaustive show some ways in which abuse may be experienced by a child. Individual circumstances of abuse will vary from child to child.
Significant Harm
Protecting children involves preventing harm or the risk of harm. Harm refers to ill-treatment or the impairment of the health or development of the child. Significant harm is the test for legal measures to be taken in order to protect children. There is no legal definition of significant harm. It is a matter for professional judgement through analysis and multi agency assessment of the degree of harm a child has or is likely to be exposed too. This can be exposure to one traumatic event or an accumulation of concerns which can impact on the child’s wellbeing and development.
Physical abuse
This is the causing of physical harm to a child or young person. Physical abuse may involve hitting, shaking, throwing, poisoning, burning or scalding, drowning or suffocating. Physical harm may also be caused when a parent or carer feigns the symptoms of, or deliberately causes, ill health to a child they are looking after.
Emotional abuse
Emotional abuse is persistent emotional neglect or ill treatment that has severe and persistent adverse effects on a child’s emotional development. It can involve actions or inactions which can lead to feelings of inadequacy or fear. The child may feel devalued or unloved. It can involve placing expectation on a child which are inappropriate to their stage of development. Some level of emotional abuse can be present in all types of ill treatment or it can occur independently of other forms of abuse.
Sexual abuse
The act of sexual abuse involves the child in any activity for the gratification of another person, whether or not it is claimed that the child has consented. Sexual abuse involves forcing or enticing a child to take part in sexual activities, whether or not the child is aware of what is happening. The activity may involve physical contact, including penetrative or non-penetrative acts. It may also include non-contact activities such as sharing images of sexual activity with a child or the production of indecent images involving a child or using sexual language towards a child or encouraging children to behave in sexually inappropriate ways.
Neglect
Neglect is the persistent failure to meet a child’s basic physical and/or psychological needs, likely to result in the serious impairment of the child’s health or development. It may involve a parent or carer failing to provide adequate food, shelter and clothing, to protect a child from physical harm or danger, or to ensure access to appropriate medical care or treatment. It may also include neglect of, or failure to respond to, a child’s basic emotional needs. Neglect may also result in the child being diagnosed as suffering from non-organic failure to thrive, where they have significantly failed to reach normal weight and growth or development milestones and where physical and genetic reasons have been medically eliminated.
In its extreme form children can be at serious risk from the effects of malnutrition, lack of nurturing and stimulation. This can lead to serious long-term effects such as greater susceptibility to serious childhood illnesses and reduction in potential stature. With young children in particular, the consequences may be life-threatening within a relatively short period of time.
Adult Support and Protection
If you are aware of an adult being exposed to harm or is at risk of harm and they are unable to safeguard themselves then an Adult Support and Protection referral should be completed.
This can be done by completing an AP1 form, contacting the relevant local authority ASP team by phone, and completing a DATIX.
If you require Social work advice out of ours please call 0300 343 1505
If the adult is at immediate risk contact Police Scotland 101 or in the event of an emergency 999.
All NHS Greater Glasgow and Clyde staff must follow the guidance for raising and submitting a Notification of Concern. The contact details for the relevant local authorities are contained within the guidance.
For more information please visit the relevant organisations websites.
Action for Children
Children 1st
Child Line
Child Line
Barnardo’s Scotland
NSPCC
Women’s Aid
Hemat Gryffe
Police Scotland
Scottish Government
Health and Social Care Partnership
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The Practice Education Team will facilitate Flying Start Facilitator information sessions for facilitators and Conversation, courage and culture webinar series for NQPs on Microsoft Teams (MS Teams).
Conversation, courage and culture webinar series
These webinars aim to provide NQPs with the opportunity to think about emotional and professional development and how this could improve the carethey provide. Fostering a positive culture within your working environment. Please click links below to book.
Webinar 1: Conversation, courage and culture.Date: Thursday, 6th November 2025 at 1.30pm – 3pm As newly qualified practitioners, having the ability to manage your individual levels of stress and uncertainty is a key skill. Understanding the impact of your emotional responses for self and others allows for open conversations which fosters a positive culture of growth. Webinar 2: Emotional agility. Date: Thursday, 13th November 2025 at 1.30pm – 3pm Emotional agility encourages you to be flexible with your thoughts and feelings for you to respond effectively to situations and challenges. Being aware and accepting all of your emotions and learning from the difficult ones, allows you to create a space between how you feel and then respond, in line with your values. Webinar 3: Civility Saves Lives. Date: Friday, 21st November 2025 at 1.30pm – 3pm The Civility Saves Lives (CSL) campaign aims to create, enable and maintain positive workplace relationships and environments where the culture is improved by promoting the value of civil, caring and compassionate interactions, raising awareness of unprofessional and unproductive behaviours, and understanding the negative impact that rudeness (incivility) can have. Webinar 4: Your health and wellbeing as a NQP. Date: Tuesday, 25th November 2025 at 1.30pm – 3pm As NQPs it is important that you are aware of your personal wellbeing as you transition into your professional role. Having increased awareness of this and strategies to support you, is imperative.
Following attendance at webinars, NQP advised facilitators of their take home messages which included:
Feeling understood.
Reminds us that our emotions are important and about managing these as NQPs; and hearing other perspectives and realising we are all similar.
It’s okay to take a pause and not feel we need to just continue on;
To have more belief in own ability, be more open to ask questions.
Tackle complex emotions with curiosity. Practice what we preach to patients;
Self-care and wellbeing is vital for the provision of safe and effective care;
Importance of self-care and compassion for preventing burnout; The importance of being considerate of others around me and how my emotions can impact this
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Digital on Demand reports and other publications will be published here.
This section takes a deeper dive in to what it means to be a digital champion and has some resources to help you with your digital journey
Becoming a digital champion
You could be a digital champion – someone who takes a lead within their team to help others with digital solutions. It could simply be helping with setting up passwords, getting others confident with using Teams, ensuring everyone can access and input to your clinical systems that you use everyday. You may not need specific training for this – you may just have the knack! Please join our Digital Champion Forum for more bespoke training, events and chat.
If this is the case then you should consider furthering your own knowledge and learning. A great way to do this is through the Digital Health and Care Leadership Programme .This course maximises the potential of digital to benefit people and supports participants to develop the strategic leadership skills required to influence the use of digital solutions in health and care delivery. Your project will need to fit with NHSGGC digital strategy but you can discuss this with your digital leads prior to and during your course.
You don’t necessarily require to do a formal course. Successful project work derives from great quality improvement methodology. Please refer to the online resources available on the NHSGGC website. Your Digital leads will be more than happy to support and advise. You can also submit project requests that require support from ehealth via the Project Management Office (pmo@ggc.scot.nhs.uk).
Social media is a highly influential way of connecting with others both with colleagues and patients. Please refer to the Information Systems: Acceptable Use policy if planning to provide a patient facing site on one of the many social media platforms available.
Building websites for your service
Many services and teams rely on websites to share information about their service.
There are 3 types and you may require more than one of the types for your service:
Service information webpage for the public
For information about your service that the public will access, it will likely be in the Hospitals and Service section on the NHSGGC website.
It should have the following structure:
Service overview
Info for patients
About the condition
What we do
How to be referred to service
What to expect at your appointment/hospital stay/what happens afterwards
Frequently asked questions
Leaflets
About the team
Publications
Reports
Forms
Patient Leaflets
Where to find us
Contact us
Useful resources/links
To build this type of site see information provided by the Web Team.
Generic staff information
For information that is for staff primarily but which is appropriate for public view if desired such as this website and HR Connect it will likely be in the Staff Resources section on NHSGGC website and the structure will vary depending on content.
To build this type of site see information provided by the Web Team. You will be asked to complete the LearnPro module GGC 289: WordPress CMS prior to beginning your webpage build.
Service and professional information for staff only
For information about your service that is for staff only such as rotas, contact lists, service operating procedures etc, it is best to use the functions of M365, especially Teams and SharePoint. How these work together is described in Teams and SharePoint integration.
Put simply, every team in Teams has a SharePoint site already but SharePoint sites can be created independently too. See information at M365 Training Sessions to get started using Sharepoint or watch these videos:
Adopting EPR
Most of us now input our notes in to an electronic patient record whether it be EMISweb, Trakcare or Clinical Portal. But its important to know that these systems have regular upgrades and in time and through service improvement can change to a completely different product. You should see the record as being something that evolves and that can be improved to suit the service needs and not seen as a static unchanging entity. Have a read of EHCR Adoption Considerations which describes the move from paper to EHCR but also outlines considerations for getting the most out of your current notes tool. Making the Most of your Electronic Patient Record is a great site for more in depth reading.
Using data
Good data collection is crucial to changing and influencing a service. Understanding the power of data is becoming a must have skill. Look at how you collect data within your service or team. Can it be improved? Do you know if your patient clinical system such as Clinical Portal, Trakcare or EMISweb assist processes around referral management, workload, caseload management etc. FutureLearn offers a free online course to develop your skills and understanding of the data in health care – Power of Data in Health and Social Care.
Using apps
Using apps is becoming increasingly common but there are things that need considering before adopting:
Don’t jump into a specific product – what are the functional needs?
Will you need to capture identifiable data?
IG will need to be involved – a data protection impact assessment (DPIA). See Information Security policy
Is there something that already does the job in the organisation?
While a specific app may have caught your eye from an advert or event, there may be others.
Some estimate that 45% of all software features are NEVER used.
There is likely to be a cost after an initial free trial.
Is it for clinical work?
Clinical safety of the product will need considered – some apps are even classed as medical devices. Use the DTAC
Will it be part of the clinical record or need to integrate with it?
What products suit these needs?
Installed app or web-app?
Competitive tender may be required
If considering a trial, also consider a ‘get-out’ as you could make a change that cannot be sustained due to financial or service implications.
This section looks at more in depth digital resources related to Virtual Patient Management. A term that describes all the work relating to patient care that isn’t face-to-face in nature.
Virtual Patient Management
Groupwork
Groups have been running for some time in mental health and AHP services using Teams.
You require to get access to WordPress and you will be given help and instruction from the Web Team, you can find out more on their Website SharePoint site. See Leading Digital pages for more information.
Physiotools
Physiotherapists and other AHPs such as Podiatry and Orthotics can use this tool for free. Log a call with eHelp to have it downloaded to your PC or laptop. Have a look at the training stream. A SWAY is also available on request from Gillian.Ferguson6@nhs.scot
Can you make use of QR codes and email facility to make it easy for your patients to access?
Can you make templates for commonly used exercises and activities?
Add your own videos and photographs if required.
Just remember to limit the patient data the site asks for. Stick to initials only and always gain consent from the patient before making use of their email.
This is a new system to NHSGGC. Information can be transferred electronically to your patients and including a digital appointment service.
They will be able to receive notification of their appointment and interact by accepting, cancelling or requesting to rebook.
It can be used to send leaflets, questionnaires and test results. The tonsillectomy service are now using a pre-op questionnaire which the patient completes and sends back with no need for a face-to-face appointment.
If you think your service would benefit from using this in the future, put in a project request via the Project Management Office.
Email
Email is fast becoming a popular way for patients to connect with their healthcare professionals.
Use your own or set up a generic mailbox for your service.
Review the Information Security: Acceptable Use policy for information on emailing patients to ensure safe use. It’s a safe and secure method of delivery for information such as exercise programmes, advice following provision of equipment, quick confirmation of appointment time.
It shouldn’t be used for detailed clinical discussion and must have the minimum of identifiable data included in the body of text.
Data coding
Most of us now write in to an electronic patient record.
All the systems have the function of using ‘structured’ data by linking to read codes or Snomed CT.
Services can pull lots of information by using simple coding to, for example, code a referral type or condition.
You can see how making use of this gives access to powerful data about your service.
Talk to your service leads about using this functionality.
Other
Asynchronous appointments
Asynchronous appointments or those not done in ‘real time’ can be used to cut down face-to-face visits.
Allows patients to answer a questionnaire or provide a short video or photograph in the comfort of their own home.
You can then view this later before making a decision about further therapy.
This image would need to be part of the clinical record and there are several products being tried and tested – SCIT app dermatology, vCreate neurology.
MIMS
The MIMs (Medical Illustration Management System) upgrade is a project in progress to provide a stable system for NHSGGC which allows capture of all types of clinical image.
Referral Triage
Active Clinical Referral Triage isn’t a specific digital tool. It is a model of working now used widely across services. It facilities virtual patient management and allows faster and improved flow of work getting the patient seen by the right clinician by the most appropriate method. Can this model be implemented within your service?
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Dear SAS colleague,
We extend a warm welcome to you in your new role as a Specialty Doctor/Specialty Dentist in NHS Greater Glasgow and Clyde!
We are a team of three NES SAS Education Advisors in GG&C. Once notified by HR of your appointment, one of us will make personal contact as your designated advisor. You will be added to our SAS contact list and we will share relevant information pertaining to education, training and SAS development funding opportunities. We can offer guidance on career development, job planning and appraisal. We are also a point of support for your wellbeing.
There are approximately 1300 SAS grade doctors and dentists working in NHS Scotland. They make up about 25% of the senior medical workforce. Many are working in various specialties across GG&C, so please reach out – we would all like to meet you. By now, you will have had induction pertaining to your clinical role. Here, we summarise information on local contacts and links relevant to our SAS workforce.
We have lots of resources on the Scotland Deanery website about our SAS Development Programme including details on SAS Development Fund Application Process | Scotland Deanery (nhs.scot), which is over and above your entitlement to regular study leave funding. This may assist you to develop new or improved clinical services, or to enhance your role within your clinical team. It can also be used for short term top up training for CESR.
We encourage that you consider taking up associate membership with your relevant specialty Royal College and sign up for e-Portfolio, as do trainees in your specialty. This will enable you to record your training experience prospectively, allow procedural training to be listed and signed off and help plan your training needs. By collecting the data as you go along, you will be in a good position to re-join formal training or consider future specialist registration status from a SAS post (CESR), should you so wish. If you are pursuing CESR, you can join our NES CESR Peer Support group via MS Teams which features regular webinars by SAS who have achieved CESR.
We wish you every success and happiness in your new role and look forward to meeting you at our local meetings, SAS webinars and education sessions!
Mun, Linda and Gary
Dr Mun Woo – Associate Specialist, Renal and Transplant Services, Inverclyde Royal Hospital, GGC Training Lead / ADME (SAS)
Dr Linda Stephen – Associate Specialist, Department of Neurology, Epilepsy Unit, West of Glasgow ACH-Yorkhill
Dr Gary Manson – Staff Grade, Accident and Emergency, Royal Alexandra Hospital
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