Erostering Implementation 2.0
Summary
Greater Manchester Mental Health Trust re-implemented Optima to strengthen inpatient rostering and workforce management. By updating templates, embedding governance processes, and providing targeted training, the project has improved financial oversight, staffing visibility, and operational control. The initiative enables agile redeployment, clearer roster planning, and greater confidence in decision-making. The Erostering & Temporary Staffing Team has worked closely with IT, Finance, and clinical leaders to deliver smarter, safer staffing built on accurate data and consistent processes.
The Challenge
Eighteen months ago, rostering at GMMH was inconsistent and lacked financial alignment. Templates were not tied to budgets, and there was no structured approval process. Rosters were not routinely costed or reviewed by Finance, managers had limited awareness of key tools such as the Assignment Count table, and gaps in training led to unsustainable practices. System access did not provide the right level of insight. Together, these issues created inefficiencies, poor oversight, and difficulty aligning staffing with safer care and budget requirements.
The Solution
A dedicated Erostering & Temporary Staffing Team was formed, working with IT, Finance, ward managers, and RLDatix colleagues. The project introduced governance processes such as trackers and roster creation calendars, carried out a ward-level data cleanse to validate staff information, and reconfigured the system to provide managers with clearer insights. Targeted one-to-one and group training helped Ward Managers and Band 6 staff build sustainable rosters, while collaboration with RLDatix account teams ensured the system was optimised. This structured approach created consistency, transparency, and stronger financial alignment across inpatient services.
Results & Next Steps
The project has delivered significant measurable outcomes:
- Additional hours reduced from over 100,000 to 60,000 in 12 months (equivalent to 266 WTE staff).
- Wrong Grade Duties reduced by 50%.
- Bank and agency hours cut from more than 100,000 to 64,000.
- Agency spend reduced by 79%, saving over £1.2 million per month.
- Bank fill rates increased to nearly 96%.
- Roster lead time extended from 29 to 41 days, supporting better planning.
- A new KPI dashboard now provides real-time insights.
Two Care Groups are already benefitting, and the next phase will expand the approach to all five, embedding improvements Trust-wide and continuing to strengthen governance and rostering practice.
