UHL Group governance and LAASP
Q: With the Royal and LWH coming under 1 HMB what will happen to the 2 HMBs?
A: From April the HMBs will come together to provide 1 combined HMB covering both the Royal and Women's hospitals.
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Q: There is a significant change in the culture at LHCH and the transparency and decision making by the Leadership Team. In principal the strategic changes and restructure make sense, but you do not have the correct people with the correct skill set to deliver this operational in a sensitive supportive and transparent way!
A: I am sorry you feel that the culture is changing at LHCH. We are constantly reviewing how we support teams including our leadership capability and capacity.
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Q: With members of the Royal Hospital Leadership Teams leaving does this affect our position of one HMB with Liverpool Women’s?
A: No, we will still be working through the change management process and moving to one HLT – James
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Q: When will the new divisional structures be announced at LHCH?
A: The intention is to share this within January.
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Q: Is Broadgreen Outpatients now a part of Heart and Chest?
A: No this remains a LUHFT service under Broadgreen but is overseen by the combined Heart and Chest Hospital/Broadgreen Leadership Team
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Q: Are there any updates on corporate TUPE info, just seems to keep getting moved and pushed back often?
A: Following the approval of corporate Target Operating Models, corporate teams from LWH and LHCH will TUPE into LUHFT with effect from 1 April 2026.
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Q: Sorry just an add-on question those of us in non-clinical roles, would we know by now if our jobs are at risk?
A: Hi – the 12-week vacancy freeze on non-clinical jobs relates to recruiting new posts, it does not affect current roles.
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Q: Will the new DTC be managed to Broadgreen and LHCH and when will the new structure be announced?
A: The DTC will sit under one Hospital Management Board with LHCH and BGH. Any structural changes will be discussed with teams within the DTC.
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Q: If a decision is made for some teams to relocate in order to become a central team with other trusts, could consideration be given to how often we are required to attend the office versus work from home? Many of us are able to perform our roles just as effectively - if not more so - when working from home.
It may be beneficial to set clear expectations, such as specific days or a set number of times per month that we need to be in the office. Relocating could result in significantly longer or more difficult commutes, especially when the same work can be carried out remotely just as well.
A: Yes, this should be considered as part of the TOM design and will be dependent on service needs and our ability to accommodate home working and bringing teams together from a space / location perspective.
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Q: Has the protected pay agreements been agreed yet? We were told we would have an update shortly but this was months ago. This uncertainty will certainly impact on retention of staff.
A: A Change Management Policy, including pay protection, is due to go to Partnership Forums for agreement in December/January.
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Q: Has the LAASP Stronger Together proposal submitted to NHSE yet?
A: As referenced by James, this is due to be submitted to NHS England prior to the festive break.
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Q: If Clatterbridge are coming into the group, then why has DTC been moved to BGH?
A: To allow for the Corporate Services to be appropriately designed to support clinical services, we have looked at aligning size and scale of sites/Hospital Management Boards in the interim.
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Q: A moderator has said above that the hospitals will TUPE into LUHFT – I thought you said this wasn't a LUHFT takeover?
A: This is not a LUHFT takeover, it is the formation of corporate teams for Group. The TUPE into LUHFT is more about creating one legal entity / employment contract to provide services for Group.
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Q: Why are you TUPE-ing staff from a functional, solvent and rated Outstanding by the CQC hospital into an organisation which is just about scraping by. Should this not be the other way around?
A: In terms of a functional TUPE arrangement; it’s very logical to do it from a smaller organisation into a larger one. The funding toward acute and specialist hospitals, there’s a bit of a theme if you look at it nationally, you’ll find that everybody who’s got an A&E and general acute beds has got a financial deficit and trusts that haven’t are not in a deficit. We are not taking anything away from these specialist organisations, and I am very proud of the staff we’ve got at LHCH who’ve done phenomenal stuff, but a segmentation rating that is effectively overridden by a financial metric is not really the right way to look at it. James
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Q: This work (RE: Future Liverpool) sounds really exciting but how can we be involved more directly?
A: We’ll be sharing more information about the strategy in the new year, and we want to make sure colleagues are aware of how they can participate in the Big Conversation.
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Q: I have been with the NHS for a long time and I feel I am really important to our Trust. Being really honest I am fearful of losing my job with all this change happening. Despite repeated confirmations that it won’t end in redundancy I can only say that I feel no assurance from the process and statements like 'consultation with staff during the TOM processes will happen'. People just want to work and feel safe in earning a living.
A: I’m now taking personal responsibility for the Target Operating Model delivery and I’m going through it with a fine-tooth comb to look at anything that comes through that process. We will need to know exactly what consultation with staff has happened/the outcome of it. We are not looking at loads of redundancies across an organisation in a forced way at all. We’re carrying 150 vacancies in corporate services still and that would be the obvious and logical way to manage this process. We will always try and minimise that impact and I don’t want people worrying about this, which is why we really want to move it quickly over these three months so everybody knows exactly where they are ahead of the start of the new financial year. James
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Q: Corporate Admin were told we would have involvement in designing the structures but have been presented with options we've never seen before – how are the SROs ensuring facilitators are being held to account and monitored appropriately?
A: We are in the process of arranging a session with Corporate Admin colleagues to discuss the options contained within the draft Target Operating Model. During the process there have been a number of workshops and surveys with the outcome considered in designing future structures. These have included those working within Corporate Admin but also those receiving services. As the SRO, I will be leading this session and will be happy to address queries – Daniel Scheffer
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Q: How will passing of activity back and forth change, if Trusts in the group remain separate? Recording and reporting will need to continue as is?
A: Recording of activity still remains separate and are accounted by each organisation.
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Q: Regarding banding consistency, will roles be down-banded or up-banded to ensure they match? This is a bit worrying to envisage roles being downbanded?
A: Where roles differ between sites, if they are affected by change, they will be reviewed to ensure they are banded correctly. This could mean up banding and down banding depending on individual job descriptions. Where people are downbanded, pay protection will apply and we always try to get people back to their original banding where possible.
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Q: Why is the business case for LAASP only happening now? What happens if remaining separate is the most feasible option? All of the resources used to implement what has happened so far, all of the uncertainty placed on staff, will have been for nothing. That's if the result of the assessment is not gerrymandered to make the collaboration the most feasible option. The feasibility should be assessed independently of the resources already spent on the collaboration.
A: The work on the LAASP Business Case builds on the LAASP Case for Change produced earlier this year and on the priorities established by the LAASP Joint Committee. There is a dedicated programme team working on the business case with external support. That team have undertaken the options appraisal supported by colleagues across the LAASP trusts and the overall business case to Treasury Green Book standards.
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Q: Can we have an exact date when we will receive the TOM for People & OD?
A: There is a session being hosted on 18 December 2025 by Heather to update on what to expect, progress made and key dates and steps to implement the new People Service from April 2026 - TOM's can’t be shared until they are approved through the formal process – this is scheduled for end of January.
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Q: Could the LAASP 'merger' actually end up being a full merge of all organisations. This was originally penned as not a merger but collaborative working etc. Based on the options appraisal that was mentioned it implies that we could actually end up merging rather than just being a 'group'?
A: The Options Appraisal process has included options from remaining as statutory organisations, continuing to operate as a group and all of the five trusts merging as a single organisation.
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Q: Is winter the best time to launch a listening exercise with staff never mind patients or General Practice etc. We are barely scraping by, why is this being rushed through at such short notice during our busiest period?
A: We appreciate it is a busy period, but this is something not being rushed through at such short notice - it’s just unfortunate we’ve been told when this process has to run to. It has to line up with this business case we’re now doing I’m afraid.
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Q: We are part of corporate services, if we are TUPE’d over to LUHFT, what changes will this mean for us? Will we sign a new contract as we are under a different employer?
A: If you are TUPE transferred to LUHFT, your contract of employment will transfer over. Any proposed changes as a result of the transfer will be set out in a 'measures' letter during the TUPE consultation process.
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Q: Why was the decision to TUPE staff made before the TOM designs are complete? Surely understanding the needs of all Trusts within the wider structure before moving staff would be more sensible.
A: The decision to create a group corporate service was decided to support the 3 HLT structures. The design of the TOMs will inform how each corporate team will work.
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Q: Will currently advertised non-clinical posts be taken down?
A: We have reviewed all posts currently out to advert with the divisions - where these posts are linked to board level risks or are critical to service delivery and being covered by bank etc these will still go ahead – some of the posts that don’t fit this criteria may have to be delayed. This will be communicated to all affected teams and departments over the coming days
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Finance
Q: I appreciate the financial pressures; however, we have had a requisition approved now for 4 weeks that we are still waiting for a PO number for. This requisition is a vital service – can someone please advise why the wait is so long?
A: Hi – this shouldn't be the case. If you want to drop me an email – natalie.
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Q: Why are SROs of corporate admin/services allowed to proposed structures that increase the overall finances? At the same time we're being told to reduce by 20%.
A: As the SRO for Corporate Admin within UHLG, the Target Operating Model under development seeks to reduce costs. Having reviewed information over the last 24 hours, I am not aware of a proposal which increases overall finances. The proposals are due to be formally considered early in January and we are hoping to provide an update to colleagues prior to the festive break. If any individual wishes to speak with me directly, please just send me an e-mail – Daniel Scheffer
Estates and Facilities
Q: Now that Broadoak is empty, can staff park in the empty car park? It seems a shame to be going to waste while cars are still being strewn all over the hospital roads, causing a nuisance.
A: Car parking questions should be sent to: carparking
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Q: When will housekeeping be back?
A: The Trust hasn't withdrawn housekeeping; we have reduced cleaning in non-clinical areas. The frequencies and level of cleaning in each in area is under review for consideration of the future model. Thanks, Alison Peckham
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Q: Why can't the basically empty ward on the 4th Floor be used to help take some of the demand?
A: This is our clinical research facility and it is commissioned nationally and under strict protocols to be used for our research trials to be carried out safely. We have additional plans in place working with the Broadgreen site to provide the Royal with additional beds to use from January to support winter pressures.
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Q: When will the nepotism in E&F be dealt with? Who is monitoring the use of, and spend on, external contractors for estates works?
A: Spend is monitored on a monthly basis as part of financial monitoring. External contractors are used where we do not have the skill set or resource. The use of external contractors has increased as we have a statutory and mandatory requirement across a wide range of areas. All employees are required to declare any conflict of interest as part of their role. If you have any specific concerns please contact Director of Estates and Facilities, paul.
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Q: Has anyone reported the Christmas tree by ECC not being fully lit to the top of the tree. Currently only 3 quarters of the tree is lit
A: We have reported this to helpdesk. Please just ring 8888 to raise any future jobs.
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Q: Can large training rooms be involved in bin emptying please, we are hoovering and cleaning desks but the bins are never emptied and make the rooms staff use to train stink, like the conference rooms on the 9th and the CSC rooms in AUH like the learning suite which is used regularly by many staff.
A: I will pass on to our site Domestic teams for the shared areas. Thanks, Alison Peckham
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Q: What's going to happen to the space at the old inpatient kitchens in Aintree?
A: The building works around the AUH patient kitchen/surrounding area is all linked to the Reinforced Autoclaved Aerated Concrete (RAAC) Programme where we have an obligation to remove RAAC. We are due to provide an update about development of the area, this will be shared in trust comms shortly. Thanks, Alison Peckham
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Q: Learning from WUFT critical incident, should we plan to have a decontamination service on each of the 3 sites to ensure future growth, bring all LASSP trusts in house, and have contingency built in?
A: We are fortunate to have our own CSSD unit at Broadgreen. The unit is large enough to meet the current demand and we also supported WUHFT during their critical incident. As part of our business continuity plan, we also have alternatives in place. Thanks, Alison Peckham
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Q: Can we please have an update on what is happening with the old Royal, I am hearing exciting plans and opportunities but would really like to understand the plans. Can we comms it out please ?
A: Hi - we are working through a number of options for the site and it's a really exciting development for the future. Updates will be shared in communications and at the Royal MD briefings.
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General
Q: When giving presentations or information, could all acronyms be explained in the first instance so non-clinical staff can follow and appreciate any information.
A: Thank you for raising and we will try to ensure this is addressed going forward.
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Q: When giving updates, please make it clear which hospital/Trust is being referred to?
A: Thanks for highlighting and we will try our best going forward.
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Q: How are BGH staff being communicated to attend the Executive Managing Briefing for their site? We get invites to the Royals one and asked to delete the invitation. It feels as though we are an outlier.
A: This is something that we are working with IT to fix. At the moment, Broadgreen staff are still on the IT system as Royal colleagues, but we are working on a solution so that we can have separate mailing lists. We have tried to make sure all BGH staff have been included in the LHCH/BGH Exec MD briefing email invitation and hope to have this technical issue resolved soon.
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Q: As we aren't able to get new uniforms/dresses – when will new uniforms be available?
A: If you send me your order number, we can look into it david.
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Q: Will the lawsuit being brought by Altera further delay the process and implementation of the new EPR?
A: We are confident that it will not delay our implementation timescales. We are on track for national sign off at the end of January and following that we can proceed to contract award. In parallel, we are starting to mobilise the project team and readying our organisational engagement work.
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Q: Working from home within admin and management at LHCH needs to be looked into – too many people are doing it and it's having an impact on the service we provide to patients.
A: Thank you for raising this, if you would be happy to email me directly more detail, I would be happy to look into this – Jonathan Mathews
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Q: Why was MARS an option if people who applied are still awaiting an outcome? It was approved at panel and now held up elsewhere.
A: I'm not aware of any MARs decisions outstanding. If you have not been informed about your MARs application decision, please raise this with your direct line manager to follow up.
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Staff wellbeing
Q: Across the Trust there are posters about zero tolerance against violence, aggression, racial comments and offensive language but on the wards we get fobbed off saying the patients on a dols and nothing can be done and also been told we have to put up with it and the actual zero tolerance doesn't exist.
A: Our aim is for everyone to feel as safe and supported as possible when they come to work. Working within the NHS, we are often caring for people when they are at their most vulnerable, frustrated or sometimes confused state, and we witness behaviours that many others don’t have to in their working day. Support is available to manage challenging behaviours, such as if a patient is on DoLS and we need to look at how we can de-escalate the behaviour using distraction techniques. You can find more information on the support available to you on the intranet.
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Q: ECG checks were undertaken at RLH October, I asked via this forum if the plan was for this to be rolled out to the other sites and was advised they will – haven't seen anything can you confirm this will happen, if not that would be also good to know and I will stop asking.
A: We will follow this up with the Occupational Health/Wellbeing Team to find out what the plan is – sorry this hasn't happened.
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Q: If staff catch norovirus whilst in work and end up going off sick with hospital acquired norovirus, is it fair that they get staged for sickness?
A: Individuals should be managed in accordance with the sickness absence policy and circumstances impacting a sickness stage should be taken into consideration.
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Q: Is there a way to raise concerns/whistle blow anonymously when we don't feel psychologically safe to do so through normal routes?
A: Yes – you can speak to the Freedom to Speak Up Guardian and Champions in confidence, or members of the Hospital Leadership Team will always offer to meet and discuss any issues confidentially too.
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Q: Appreciate that the FTSU service is available, but is any work being done to create more psychologically safe spaces for staff? not patient related like Building A Kinder LUHFT etc…
A: Over the last 12 months, we have grown our staff networks across all sites and encourage people to connect with these groups to share lived experiences and seek support as needed.
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Q: There seems to be a toxic atmosphere in our department who can we speak to?
A: Hi – I'm sorry that you are experiencing an uncomfortable and challenging working environment. If you don't feel comfortable in raising this with your manager, please contact your site leadership team (or a member of the team you feel most comfortable talking to) or your professional lead (if you are a nurse, medic, AHP for example). They will listen to your concerns and help/advise you on how to take further actions. You can speak to the Freedom to Speak Up Guardian in confidence. David M
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Q: Staff networks aren't a psychologically safe space, we need spaces we can provide anonymous, direct feedback to managers and execs.
A: All of the hospital leadership teams and executive directors will welcome and conversations to discuss concerns or raise issues that you don’t feel comfortable raising in these forums. I meet staff regularly to do this - if you just drop an email to the relevant exec or HLT member they will respond and can meet/support however is needed.
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Q: Can we acknowledge that lots of staff are working really hard in the corporate services workstreams, can we please not forget to be KIND to each other, this is a national directive.
A: Totally agree, when things get difficult and so many people are working so hard, it is more important than ever to be kind.
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Q: The HR for Corporate keep saying they have too much work, how are their managers supporting them?
A: We are trying to help prioritise workloads, sharing out caseloads with others, extending timelines etc.
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Vaccinations
Q: Flu campaign too late. OH feedback not supportive. No wellbeing support anymore - when is someone going to actually look and support this. Staff are struggling, managers are struggling and it’s all talk/no action!!
A: Hi - we comply with the national guidance for the roll-out of the flu campaign and we have extended it so that we can offer it for longer. At the request of team and departments we have had a mix of roving teams and hubs on the sites. I'm sorry that you feel that we've not been responsive enough. Can you put some thoughts together of what the offer can be in the future (recognising the resources available) and send them to me david.
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Q: The LUHFT vaccinators at LHCH are not very friendly and proactive with being out and about at LHCH. Could we not provide areas at LHCH with their own vaccines to increase uptake.
A: I am sorry if your experience has not been as positive as it should have been. I am unable to comment on the individual issues but will feed this back to the team. David M
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Q: The flu vaccine rollout has been poor in Broadgreen and LHCH. The team just needs to be based somewhere and staff can come rather than staff emailing and the team just rolling up?
A: The teams are trying to provide both pop up locations as well as coming to teams directly.
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Q: Asked OH to attend our offices to complete mass vaccinations and was told no as clinical areas are being prioritised. Infections spread in non-clinical areas too, especially with the lack of cleaning.
A: It is correct that clinical teams do take priority for obvious reasons that they have direct patient care. We still want others to be vaccinated so I would ask that you please make every effort to seek out the nearest vaccination station and receive your flu jab.
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Q: Does the vaccination uptake include if you have had your flu jab elsewhere? I had mine at a local pharmacy – there wasn't an option in the recent survey to say I had it elsewhere.
A: Hi – unless you let OH know that you've had a vaccination elsewhere we don't get that information included in our figures. The important thing is that you get the jab. Many thanks, David M
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Q: Will there be any further opportunities for staff based on other sites (i.e. not at the hospitals) to get the flu jab if they haven't done already?
A: Please contact Occupational Health who will provide you with full details of where you can get your vaccination. If there is a specific ask for a specific location, we will do our best to come out to you if possible.
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Christmas
Q: Can anything be done about offsite catering for those not based on sites, for for possible delivery of food on certain days, as has happened in the past?
A: Unfortunately, it is not possible to offer a lunch at every location – resource and logistics. Apologies - we know this is not ideal and represents the changing landscape of the Trust. For any specific enquiries, community and offsite teams can email organisationaldevelopment
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Q: One of our team has been to collect the voucher today and has been asked for the budget code. Why is this?
A: Not required, however, the staff lists are linked to ESR and ESR is by budget code. It may have been just to clarify the team! Let me know if you have an issue, it's very busy as you can imagine and the general offices are my team. Thanks, Alison Peckham
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Q: For festive vouchers, sorry just to raise, teams at AUH are being asked budget codes before even their team name and given a certain amount.
A: This may be due to if the team name they give isn’t on the list, so we try by budget code. For ease, if staff know the SVL/ESR team name (on wage slip too) this can help. Thanks, Alison
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