Erostering – GMMH Collaboration Approach 2025
Summary
In 2025, Greater Manchester Mental Health NHS Foundation Trust (GMMH) identified an opportunity to strengthen inpatient rostering through optimisation and re-implementation of the Optima system. What began as a programme to improve rostering processes evolved into a wider initiative to strengthen workforce visibility, governance, safer staffing, and operational efficiency across inpatient services.
Led collaboratively by the E-Rostering & Temporary Staffing Team, operational managers, IT colleagues, and RLDatix partners, the programme improved roster quality, workforce planning, reporting capability, and day-to-day staffing oversight. Additional hours, agency spend, and wrong grade duties reduced significantly, while managers gained greater confidence and capability in using Optima to support safer, more sustainable staffing decisions across the Trust.
The Challenge
Eighteen months ago, GMMH identified an opportunity to strengthen and standardise rostering practices across inpatient services. While Optima was already in place, use of the system varied across wards and services, with differences in roster management processes, workforce visibility, and alignment to staffing and financial planning. This made it more difficult to achieve consistent oversight and maximise the full value of eRostering across the organisation.
At the time, rostering support and governance arrangements were still developing, with opportunities to improve roster template alignment, workforce reporting, and operational visibility. Managers and Rota Coordinators also had varying levels of confidence and experience using Optima, highlighting the need for more consistent training, support, and guidance to strengthen roster planning and day-to-day workforce management.
The Trust recognised the need for a more structured and sustainable approach to eRostering that would improve governance, strengthen user capability, enhance workforce visibility, and better align staffing deployment with operational and financial priorities. The aim was to build a more consistent, efficient, and safer rostering model across inpatient services.
The Solution
GMMH adopted a structured, organisation-wide approach to strengthen rostering practices and maximise the value of Optima across inpatient services. Led by the Head of E-Rostering, a dedicated project team was established bringing together the E-Rostering & Temporary Staffing Team, IT colleagues, and RLDatix partners to drive consistent improvement and rebuild confidence in rostering processes across the Trust.
A comprehensive project plan introduced clearer governance, standardised processes, and detailed trackers to support roster template reviews, configuration changes, and workforce visibility. Ward-level data cleansing ensured staff records, skills, annual leave, TOIL balances, and roster information were accurate and up to date, creating a more reliable foundation for workforce planning and safer staffing oversight.
Targeted training and engagement were central to the programme. Ward Managers, Rota Coordinators, and Band 6 staff received tailored support through one-to-one coaching and group training sessions focused on core Optima functionality, roster planning, and sustainable workforce management.
This collaborative approach strengthened user capability, improved roster governance, and embedded more consistent rostering practices across inpatient services, enabling managers to make more informed staffing decisions and improve operational oversight across wards.
Results & Next Steps
The implementation of Optima at GMMH has delivered significant and sustained improvements in rostering efficiency, workforce utilisation, and financial control. Additional hours have reduced from over 100,000 to 60,000 within 12 months, equivalent to approximately 266 WTE, demonstrating major efficiency gains. Wrong grade duties have halved from 2,000 to 1,000, reflecting improved governance and safer rostering practice.
Bank and agency usage has also fallen substantially, with bank and agency hours reducing from over 100,000 to 64,000. Monthly agency spend has decreased from £1.54 million to £322,730, representing a 79% reduction and delivering over £1.2 million in monthly savings. Bank fill rates now sit at approximately 96%, supporting safer and more consistent staffing across wards.
Operationally, Optima now supports daily and weekly staffing reviews, enabling managers to redeploy staff effectively, reduce unnecessary shifts, and manage leave, skill mix, and capacity gaps. Roster approval lead time has improved from 29 to 41 days, strengthening forward planning and service delivery.
A new KPI dashboard using Roster Perform provides real-time visibility of workforce metrics, enabling better decision-making and reduced waste. These outcomes reflect sustained improvements in workforce governance, operational resilience, and safer staffing across inpatient services.
