Infection Prevention and Control Team

About the Team

Team Name and Manager

The Infection Prevention and Control (IPC) Team, led by Christina Coulombe, Director of Infection Prevention and Control.

Location

Our team is based within NHS Lanarkshire, providing services across three acute hospital sites: University Hospital Wishaw, University Hospital Monklands, and University Hospital Hairmyres. We also support the wider Health and Social Care Partnerships within the health board.

Number of Staff

The IPC Team consists of 19 dedicated members, including nursing professionals and administrative staff. Microbiology consultants, antimicrobial stewardship pharmacists and the IPC nurse consultant for the Monklands Replacement Project work collectively to provide an integrated service.

Team Overview

Our team plays a vital role in safeguarding the health of patients, staff, and the community by preventing and controlling infections across NHS Lanarkshire. We work closely with a range of external teams, including but not limited to the Antimicrobial Management Team (AMT), the Property and Support Services Division (PSSD), and Microbiology, to ensure a coordinated and comprehensive approach to infection prevention. Additionally, we collect, analyse, and utilise infection-related data to monitor trends, inform decision-making, and drive continuous improvements in patient safety and quality of care.

Getting Started with iMatter

How did you introduce iMatter to your team?

IMatter was introduced to the team via email, with clear instructions on how to access and complete the survey. The purpose of the initiative was explained, emphasising that it provides a meaningful opportunity for staff to share their views and experiences about the workplace.

What approach did you take to encourage participation?

Team members were encouraged to take part by highlighting the value of their input in shaping improvements within the team and the wider service. The confidential nature of the responses likely contributed to greater engagement, as it provides a safe space for staff to share honest and constructive feedback. Participation was encouraged as a way to support ongoing development and strengthen the way we work together.

Reviewing and Sharing the Results, and Developing the Action Plan

How did you share the iMatter report with your team? How did you work together to develop your Action Plan?

The iMatter results were presented during a team meeting to ensure everyone had the opportunity to engage with the feedback collectively. Positive imagery was incorporated into the presentation to foster a constructive and optimistic mind set.

During the meeting, an interactive exercise was conducted. Staff were asked to anonymously write a few words that they felt best described the current state of the team. They then wrote words reflecting their ideal state, helping to guide the team’s development and improvement journey. This activity helped to guide the action plan and set goals so that everyone was heard, contributed and agreed on the final content, and by the time of the next iMatter survey, improvements can be seen.

Actions and Implementation

What actions were agreed upon?

Role Clarity and Development: Organise structured sessions to clearly define the responsibilities, expectations, and boundaries associated with each team member’s role. Implement a mentorship or buddy system to provide ongoing support. Establish measurable objectives to be regularly reviewed during individual one-to-one meetings.

Communication Enhancement: Develop and implement Team Communication Guidelines aimed at promoting clear, concise, and respectful communication. These guidelines will include expectations around messaging clarity, active listening, and timely responses.

Wellbeing and Team Cohesion: Introduce regular wellbeing check-ins during team meetings and ensure access to available wellness programmes. Additionally, plan and facilitate a team-building event to foster stronger interpersonal relationships and a supportive team culture.

Who is responsible for taking these forward?

The senior management team will have overall responsibility for overseeing the delivery of training sessions, mentorship coordination, and the establishment of communication protocols.

The senior management team, with support from the Clinical Nurse Specialists, will support role clarity initiatives and conduct periodic one-to-one reviews with team members.

The designated wellbeing ambassadors will lead wellbeing activities and coordinate team-building initiatives.

How are these actions being monitored or reviewed?

Progress on role development and mentoring will be evaluated through scheduled one-to-one meetings, where defined objectives will be assessed.

The effectiveness of communication guidelines will be monitored through team feedback and ongoing discussions during team meetings.

Wellbeing initiatives and team-building efforts will be reviewed via staff feedback and observations relating to team morale and engagement.

Outcomes and Impact

What positive changes have you seen as a result of engaging with iMatter?

Engaging with iMatter has supported a number of positive developments within the team. One key outcome has been the introduction of scheduled education sessions, held when the team centralises on a Friday. These sessions promote continuous professional development and shared learning, helping to foster a culture of collaboration and reflective practice.

How has it benefited your team, communication, or working environment?

The regular education sessions have helped strengthen communication within the team by providing a structured space for discussion, knowledge sharing, and mutual support.

In parallel, the appointment of a wellbeing ambassador and deputy will contribute to team morale and engagement. This initiative offers nominated staff members the opportunity to take on additional responsibility and develop leadership and communication skills, while also providing a dedicated focus on wellbeing.

To ensure fairness and broaden development opportunities, the wellbeing ambassador roles are to be rotated after a defined period. This approach allows multiple team members to build their skillset and contributes to a more inclusive and supportive team culture. It also enhances communication and coordination with external teams, such as the Staff Wellbeing Department, by encouraging cross-team collaboration.

Learning for the Future

What, if anything, will you do differently next time you use iMatter?

Next time we use iMatter, we plan to build in more time for structured follow-up and action planning after receiving the results. While this year’s approach was valuable, allowing additional time for reflection and implementation will help ensure actions are even more deeply embedded into team culture. We are committed to continuing our progress and improvement, with the goal of seeing our survey results improve year after year.

What advice would you give to other teams starting out?

Our advice to other teams would be to approach iMatter as an opportunity for positive development. It is a valuable tool for starting honest conversations, identifying strengths, and working collaboratively toward meaningful change. Involving the whole team in interpreting the results and developing actions ensures greater ownership and engagement. Using creative, inclusive methods—such as team exercises—can help generate open discussion and make the process more engaging.

Challenges and Solutions

What challenges did you face during the iMatter process?

One significant challenge was that as the new Director of Infection Prevention and Control, I had only recently started in post shortly before the iMatter survey was distributed. This limited the opportunity for established leadership presence during the early stages of the process. Additionally, team cohesion and stability were identified as areas requiring improvement.

How did you address or overcome these challenges?

To address these challenges, the team placed strong emphasis on continuous professional development and team-building activities to enhance cohesion and stability. Clear, actionable steps were established to support ongoing improvement, including the introduction of mentoring, regular education sessions, and wellbeing initiatives. These measures aim to foster a more unified and supportive team environment, with a focus on improving survey outcomes in future cycles.

Final Reflections

From your perspective, what has been the overall impact of iMatter for your team?

Overall, iMatter has had a positive impact on the team by promoting constructive communication and giving staff a platform to provide valuable feedback. It has provided helpful insight into what we are doing well as a team and highlighted areas for improvement. The process has also enhanced collaboration and helped focus efforts on continuous development. We recognise that this will be an ongoing, continuous process to ensure sustained progress and growth.