Dumfries and Galloway HSCP: Restructuring to build teams with a positive culture
Restructuring Adult Social Work to Build Resilient, Reflective Teams
In Dumfries and Galloway Health and Social Care Partnership (HSCP), a bold step was taken to reshape the way adult social work teams operate. The goal? To build resilience, foster a positive team culture, and ensure staff wellbeing remained a priority, even in the face of increasing pressures.
A New Approach to Team Culture
Recognising the challenges of working across a large and rural region, the leadership team knew that something had to change. Staff were often isolated, under pressure, and working with increasingly complex cases. The solution was to bring people together, literally and figuratively.
A new structure was introduced, centred around monthly “team days.” These days were designed to be more than just meetings – they became a space for connection, learning, and reflection. Each month, both adult social work teams would come together for a morning team meeting, followed by an afternoon of practice development.
Learning Together, Growing Together
The practice development sessions were shaped by the teams themselves. Senior social workers and frontline staff collaborated to design learning themes that were relevant and meaningful. From group supervision on complex cases to sessions with external trainers, the focus was always on practical, reflective learning.
Over time, these sessions evolved into something more. Staff began to take ownership, suggesting topics, inviting guest speakers, and even organising their own peer support days. These informal gatherings became a vital space for case discussions, shared learning, and simply taking time to offload.
Overcoming Challenges
Of course, change didn’t come without its hurdles. With such a geographically dispersed workforce, agreeing on a central location for team days was tricky. The solution? A hybrid model: meeting in person every other month, and using Microsoft Teams in between.
There was also an initial reluctance from some staff, who felt the pressure to prioritise casework over development time. But with consistent encouragement and reassurance, the value of these sessions became clear. As trust grew and relationships strengthened, the benefits began to shine through.
A Positive Ripple Effect
The impact of the restructure has been felt across the board:
- For staff, there’s a renewed sense of morale and resilience. Teams are more connected, supportive, and proactive. They’ve built a culture where learning and reflection are not just encouraged—they’re embedded.
- For service users, the benefits are tangible. Staff are more motivated, creative, and person-centred in their approach. Even in the face of complex challenges, they’re finding innovative solutions that put people first.
- For the organisation, the results speak for themselves. The teams are productive, engaged, and willing to contribute to wider projects and initiatives. Their reputation within the HSCP and beyond continues to grow.
Advice for Others
For those considering a similar approach, the team at Dumfries and Galloway HSCP has one key message: involve your staff from the start. When people feel ownership over their work and have space to reflect, learn, and support one another, the results can be transformative.
How does this align with the Leadership Success Profile?
“Applying insight into self and others to manage your emotions, maximise your
potential; and respond consciously and positively to the world around you.”
“Connecting longer-term goals and strategy to the lives of frontline staff;
and building a shared commitment, identity, and sense of purpose for
what can be achieved together.”
This initiative aligns strongly with the “Shaping Cultures” and the “Enabling Outcomes” cluster of the Leadership Success Profile, particularly under the “Modelling Self-leadership” and “Harnessing Commitment” dimensions respectively. Staff were encouraged to take ownership of their learning and wellbeing, demonstrating self-awareness, resilience, and a commitment to personal development. The initiative also fostered a shared sense of purpose and team cohesion, with staff proactively supporting one another and contributing to wider organisational goals.
The Scottish Government has published Improving Wellbeing and Working Cultures (IWWC), which sets out a vision to support and enhance local cultures across our health, social care and social work organisations through programmes of work at a national level that focus on the three pillars of wellbeing, leadership and equality. You can find out more about IWWC by reading this blog by Dr Elizabeth Kelly.
