Quality In Action

Jaundice is the most common neonatal condition, and when it happens treatment traditionally means a hospital stay and separation from home comforts but thanks to an innovative pilot at the Royal Hospital for Children, families now have another option: Neonatal Hospital at Home, an innovative example of Quality in Action.

Over a period of 6 months the pilot offered phototherapy treatment for jaundice in the family home. The results speak volumes: 

• 23 babies and their families benefited from home-based care
• 60 maternity bed days were freed up, creating capacity for high-risk patients
• £1,050 saved per bed day, demonstrating cost efficiency

This approach aligns with Scotland’s priorities for personalised care and NHSGGC’s Women and Children’s Strategy 2025. It’s a powerful example of how innovation can improve patient experience, reduce pressure on hospital resources, and keep families together when it matters most. 

Family Voices 

“Having the option to treat our baby at home for jaundice was absolutely life changing. With an older child at home, avoiding readmission meant less disruption and distress.” 

“Honestly can’t recommend this enough and will be forever grateful for the opportunity to have done this at home.” 

“Being able to treat the wee one at home was fantastic. The team were in contact daily and contactable if I needed them which was very reassuring.” 

“I found treatment at home far more relaxing than being in hospital – being in my own home with my husband made the world of difference.” 

In Gartnavel Hospital, when a 90-year-old patient at the Brownlee Centre was referred to our ‘Safe and Warm’ advice service, it sparked a life-changing chain of support. Delivered in partnership with Drumchapel Citizens Advice Bureau, the service tackles energy, benefits and debt concerns for patients in hospital. 

In this case, the advisor ensured home safety improvements, secured Priority Services registration, and carried out a benefits check which helped the person claim Pension Credit and Council Tax reduction. This resulted in backdated payments worth £1,458.80. This provided financial help and gives peace of mind and dignity for someone living alone after being in hospital. 

To find out more about this service helping to improve the Quality of care to our patients: Hospital based money advice services – NHSGGC 

Sometimes, the smallest gestures have the biggest impact. Recently, an elderly gentleman arrived at reception seeking help to find his clinic. Trish, one of our volunteer welcome guides, noticed he looked frail and unwell. Concerned for his safety, she acted quickly. 

What happened next shows the true value and Quality of our welcome guides: 

• Trish encouraged him to sit and arranged for a porter to escort him safely to his clinic.
• When the gentleman became distressed after losing his wallet containing £100, Trish contacted the clinic team, who located and returned it. 
• Recognising his vulnerability, Trish offered to call a family member or taxi. The gentleman had no one to call but was grateful for the support and accepted Trish’s offer of calling a taxi.

This story highlights that welcome guides do far more than give directions. They provide reassurance, practical help and a person-centred approach that makes patients feel cared for from the moment they arrive. Our welcome guides embody compassion and vigilance, ensuring every patient feels safe and supported. Their actions remind us that care begins at the front door. 

The NHSGGC Orthotic Service has transitioned from traditional casting to digital scanning for ankle-foot orthoses (AFOs). In doing so we’ve reduced waste, improved patient outcomes and aligned with the Board’s sustainability and value programme.

Four months post-rollout, digital shape capture reached 98%, and a year later, this was sustained at 88%.

Casting AFOs involved costly, non-recyclable materials and courier transport between sites and external manufacturers, leading to delays, risk of loss and increased carbon emissions. Digital scanning offers repeatability, faster turnaround and improved patient care while saving approximately £26,000 annually.

In March, NHSGGC brought together 163 people from across health and care services, hospices, the third sector, corporate teams and people with lived experience for an Accelerated Design Event (ADE). The goal was to co-create a new Palliative Care and Care Around Dying Strategy for our whole system.

By 2040, projections show that 90% of all deaths in Scotland will require palliative care, with the greatest need among older adults. Acting now ensures we keep patients and families at the heart of care while meeting future demand.

Facilitated by NHSGGC’s Rapid Insight team, we worked closely with the NHS Horizons team while using Bill Sharpe’s Three Horizons model to explore future possibilities while building on current strengths. Rapid Insight© turned discussions into actionable focus areas.

The NHSGGC strategy is in development following the ADE and will be published on completion in 2026.

What was the aim and what did we do?

To support consistent practice with the use of standardised milkshakes as part of the food first step within the Malnutrition Universal Screening Tool (MUST) Step 5 pathway.

• We worked in partnership with care staff and care home chefs to develop 14 different milkshake recipes.
• We tested and adapted the recipes based on how people enjoyed them and the impact on nutritional scores.
• We arranged for every member of staff in the care home to be given food first and food fortification training.
• We provided access to the recipe booklet.
• We provided on-going support and troubleshooting throughout the project and beyond.

What was the outcome?

• There is no additional cost to NHSGGC in implementing this programme.
• Residents enjoyed the milkshakes and there was a positive impact in weight with overall reduction from medium to low risk of malnutrition.
• There was a reduction in referrals to dietetics and in the use of oral nutritional supplements.
• There was a 42% reduction in the number of reported falls.

In partnership with Macmillan, East Dunbartonshire Improving the Cancer Journey Service is a ground-breaking service that has been developed within Low Moss Prison, specifically tailored to support people living in prison to navigate the challenges of a cancer diagnosis. This pioneering initiative aims to provide holistic care and emotional support to these individuals. 

This video shows how the project is increasing options for people who are affected by a diagnosis of cancer whilst living in prison. We will hear from members of the team in the prison as well as partners from the community health improvement team who support the Macmillan Improving the Cancer Journey Service. 

NHSGGC registered chaplains are trained professionals who offer confidential, compassionate, inclusive, non-judgemental, person-centred spiritual, emotional and bereavement care and support for all hospital communities in our health board. 

The spiritual care team are available to support and listen to everyone, including family and friends, staff, students and volunteers – this includes people of all backgrounds, faiths and non religious beliefs, who have equal access to the spiritual care service. 

In this video we hear from one of the Healthcare Chaplains and two members of staff who received support from the Spiritual Care Team following the sudden death of one of their colleagues. 

What was the aim and what did we do?

To reduce the carbon footprint across theatres in NHSGGC by eliminating single use surgical containers in theatres.

• Currently the disposal of clinical waste costs £500 per tonne.
• To address this we accessed the supplier of the Neptune System and conducted a pilot programme at the Royal Hospital for Children.

What was the outcome?

• There was a reduction in time changing Vacsaxs and a reduction in the amount of plastics in theatres.
• Elimination of issues with control suction within theatres at QEUH.
• Improvement in infection control processes due to limited exposure to bodily fluids.
• Improvement in efficiency in theatre providing an organised waste supply chain.

What was the aim and what did we do?

To reduce the risks of self-harm and suicide.  

• In 2020 NHSGGC began to identify and remove ligature points from patient areas where possible.
• We developed a Board-wide Suicide Reduction and Management of Ligature Risks Policy to ensure a systematic and uniform approach was taken to managed ligature risks. 
• We developed a self-harm control checklist and a LearnPro module.
• Quantifiable data on ligature points in patient areas was developed and used to generate a list of areas in order of risk. 
• We invested in removing ligature points where possible, starting from very-high risk areas through to low-risk areas. 
• This resulted removing the most common ligature point used by patients in mental health wards.

What was the outcome?

• Reduction in the number of known ligature points from patient areas.
• Reduction of ligature incidents using a fixed ligature point reported on Datix.
• Safer environments by reducing access to material used to self-harm.

What was the aim and what did we do?

To address long waiting lists for elective orthopaedic surgeries by removing hip and knee replacements to day case or short stay surgeries.

• Stobhill Hospital has developed and implemented a day case arthroplasty service as part of the Arthroplasty Rehabilitation in Scotland Endeavour (ARISE).
• We introduced consultations with pharmacists for all hip and knee replacement patients at Stobhill.
• The pharmacists provides peri-operative medicines advice, person-centred discharge education on use of medicines.

What was the outcome?

• Patients felt more confident in taking their medicine.
• Staff felt the service improved efficiency of medicines supply and prescribing standards.
• People who had previous experience of surgery felt this approach was an improved experience.
• Staff felt the service freed them up to spend more time focussing on caring for patients.
• People were discharged earlier and had less appointments after they were discharged.