GMMH Rostering Dream Team 2025
Summary
Greater Manchester Mental Health Trust created a dedicated e-Rostering and Temporary Staffing Team to transform flexibility, fairness, and efficiency in rostering. The project introduced a Trust-wide roster calendar, reconfigured demand templates, and delivered targeted training to managers and coordinators. By focusing on culture, consistency, and staff wellbeing, the initiative has given colleagues greater visibility of their schedules, more control over work-life balance, and earlier access to shifts. These changes have supported retention, improved morale, and contributed to a more engaged workforce.
The Challenge
Before the project, rostering was fragmented and inconsistent. There was no dedicated team, system access was uneven, and communication between roster creators and senior leaders was limited. Many managers lacked the knowledge needed to manage rosters effectively, such as understanding net hours. Rosters were often created in isolation, leading to inefficiencies and negative impacts on staff wellbeing. The Trust needed a structured, transparent, and fair rostering system that placed staff experience at its centre.
The Solution
A new e-Rostering and Temporary Staffing Team was formed, working alongside IT and colleagues across GMMH. A Trust-wide roster calendar was introduced and more than 50 demand templates were aligned to budgets. Access to Optima was reviewed to ensure fairness and consistency, with new user profiles created. Training was delivered to Ward Managers and Rota Coordinators on flexibility, fairness, and wellbeing. Features such as Special Periods were embedded to highlight approval dates, while KPI reports and dashboards were developed with the Workforce Transformation Team to track sickness, unavailability, and roster approval lead times. Weekly “Check & Challenge” meetings with senior leaders were also established to support transparency and collaboration.
Results & Next Steps
In the past 18 months, the project has improved roster approval lead times, with three Care Groups consistently meeting the 42-day target. Wrong Grade Duties have reduced by more than 1,000 per month, and additional hours have decreased by the equivalent of 266 whole time equivalents. Bank fill rates have risen, staff have greater control over their schedules, and feedback highlights improved wellbeing and work-life balance. The next phase will complete rollout to all inpatient areas and continue building a culture of collaboration and peer-to-peer learning, ensuring improvements in fairness and flexibility are sustained.
