Session recording
Q&A
TUPE
For FAQs related to TUPE, please visit the Stronger Together website.
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For FAQs related to Voluntary Redundancy, please visit the Stronger Together website.
Finance
Q: Hi, I have spent more time filling in forms etc for an essential phone charger we need for a lone working device than the actual cost of the charger (Under £9). Does this get audited because it seems counterproductive in saving money?
A: We try to make the process as streamlined as possible - however do unfortunately as part of the financial constraints we currently are in, have discretionary spend restrictions and thus need to account for all our expenditure - however if there are idea as to how we make the paperwork or process easier please do let us know. Many thanks Rob F
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Q: There are significant pressures on A&C staff across the Trust with the continuing freeze on recruitment. Staff are on their knees & sickness absence is increasing across all areas as stress levels continue to rise. Is there any update on when recruitment to funded/budgeted posts be lifted?
A: All posts are reviewed through a case for need process and no post is completely frozen if it is required and needed. I would speak to your line manager to make sure the appropriate case is put together
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Q: Discretionary spend for digestives for the hypo box, what a waste of time as clinical, can we change this
A: I've actually spoken about this at a meeting this morning. It's a clinical intervention and should be treated as such. David Melia
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Q: Can you please advise why admin staff on lower bands are having to buy their own stationery (other than paper and pens) yet VSM are being provided with lunches at senior meetings.
A: I do not know of any lunches at senior meetings that I’m aware of other than the Board meeting. If you’ve got any examples, please inform me. At the Board meeting, lunch is provided as we have Non-Executive Directors attending out of their own time. James Sumner
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Divisional changes
Q: Can you confirm will there be a consultation for 8A, 8B and 8C operational managers, if so, when?
A: We are in the process of reviewing the Divisional Structures in the first instance for the Royal/LWH and LHCH/BG/DTC HMBs. Once those are complete the Divisional teams will be reviewing Care Groups and how that works for each HMBs. Any process will be in liaison with Unions and HR teams and then will be communicated at this stage. There is no confirmed date at this stage.
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Q: Once the current consultation period has been completed and put into place, are there any other plans for other job roles to be ‘at risk’ of going through consultation or restructure?
A: Thank you. I would advise to please liaise with your respective teams’ senior leads who can provide further clarity and support you may seek.
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Q: The Hospital Leadership Teams may be in place and working for the new sites BUT the rest of the teams are not in place yet (no structures agreed etc) but we are still being expected to work across more than our existing organisations. The HLTs need to be mindful of this until the new structures are in place.
A: This is a significant factor in planning next steps with the HLT and something we will be reviewing with the Divisional Leadership teams.
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Q: How will the Broadgreen & Heart and Chest divisions work when they merge as all the finances, policies and systems are different? Does this double the workload for everyone?
A: As we work across Corporate portfolios, there will be continually worked to make sure we do not duplicate workload and streamline process to support staff delivering on the ground.
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Q: It has been shared amongst staff by senior leaders that consultation and engagement has been concluded - as recently as Friday. So, it is understandable that people would be concerned that there is a lack of transparency; or that they are not receiving all of the information at the right time to be able to contribute meaningfully. Things are moving forward - in my experience, regardless of what staff input has been.
A: Hi - Can you share any details in regard to the function / service / consultation process this is relating to, we can then advise. Thanks, Pip Gaskell
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Q: Currently LHCH Digital teams are getting senior support from CCC colleagues. Do you know how long this will be in place and what plans are being made to support the digital teams when CCC support ends. We will be in a very vulnerable position for everyone and no route to escalate concerns.
A: If you have any concerns, please email me directly, Jonathan Mathews. I will be linking with Matt and Sarah as CIOs to make sure we are supporting staff and have the right digital services on site.
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Q: Is it true vacancies have been taken out of the new structure plans because we have managed to cope while be it on our knees while carrying these vacancies, so it has been decided they aren't needed?
A: No, they’re being based on the right sized structures for the corporate services we’ve got for the sites we’ve got within the new structures from 1 April. We’re also looking at producing metrics and other things about the cost of our services verses other similar sized organisations. Of course, while we’re doing that, we have to continually prove value for money.
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Q: What will happen to clinical service at LHCH? staff within this directorate have not been informed it is going.
A: We have looked at the future Divisional Leadership Structures; we are still looking at what services sit across the 3 Divisions in the new HMB and will confirm and feedback to service teams at our local team brief and through Clinical Services Divisional Board. Jonathan
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Q: Do we expect services to move amongst sites such as LWH services moving to RLH care groups etc?
A: That will be subsequent engagement process with the LWH/RLH team and the new HLT and they will link with teams appropriately.
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Q: What about services that cover multiple sites, such as pain, palliative care etc? Will they also be restructured?
A: The most important thing for Execs and HLTs is to maintain and support clinical services, even if some of the governance elements may change. There are no specific plans for these services at this stage.
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Q: I'm seeing 'group wide' policies approved at meetings that our trust doesn't get representation at, committees that have to conform to the LUHFT way and decisions on the future of services made without engagement from the teams on our side. This is more of a takeover. Considering great work done by LHCH getting outstanding CQC rating, scoring very highly in staff satisfaction surveys and pioneering patient safety initiatives Shouldn't LHCH take a much more prominent position in the decision-making processes?
A: As with all of the policies across the group, these are being picked up with representation across each HMB/HLT across all sites. It’s important that we learn and improve on all our policies overall. LHCH will be represented. Jonathan
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Q: Who will be responsible for designing/agreeing/communicating the process for patients whose care is being managed across Trusts in the group from an activity recording perspective?
A: Currently, the hospitals still record activity separately.
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Q: What is going on with the EMD for Royal and LWH? Where is Natalie Hudson going? She is amazing and has made a huge difference to the Royal.
A: The post has been advertised, and interviews are planned for within the next few weeks. We're all going to miss Nat, she's been an amazing colleague and leader. I'm sure we all wish her all the best of luck - David M
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Q: Will staff within the DTC get chance to meet the leadership team
A: Yes, we want to make sure we engage with DTC colleagues over the next couple of weeks/months and as a HLT, I will plan these in with Beth, Vikki and John. Jonathan
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Q: Why has there been no info on Aintree’s leadership board? Like you have showed the other groups?
A: Aintree was not mentioned today as it is remaining the same. The leadership did not change in this process, it was only The Royal and Liverpool Women’s and Broadgreen, Liverpool Heart and Chest and DTC.
Car parking
For FAQs related to the Aintree parking permit applications, click here.
Q: How long is the work continuing at Aintree, the car park is a nightmare as is, it can take up to 30 minutes to just get off site
A: Unfortunately, the site can be impacted by events such as road works or closures external to the site which increase flow of general traffic. The Trust maintain a relationship with Local Authority and when notified of external disruption, we endeavour to make staff aware. Craig
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Q: What are the building works for that is happening at Aintree by the carparks? Will new car parking spaces be made?
A: Yes, car parking and access are factors considered as plans to develop the site are progressed. Craig
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Q: Can something be done about leaving Aintree car park at the back? it is becoming dangerous staff are driving down one-way systems to go in the wrong direction to try and exit the carpark. Currently taking between 20 -45 minutes to get off the carpark. Can the yellow barrier outside Woodlands hospice not be opened to allow staff out. One road to leave is not ideal
A: Unfortunately, at peak times there is inevitably congestion and with only 3 principle exits. The routes are designed to allow drivers to merge in multiple locations. We are reviewing the part time access route to see if it would help, however options are limited. Matters are compounded when there are road works or closures that we have no control over from time to time. Paul
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Q: Can I ask why night shift staff and colleagues with Blue Badges receive free parking when we are all paid the same and, in fact, night staff receive enhanced rates for working unsocial hours?
A: Please see published NHS guidance: https://
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Q: If you are based at Broadgreen and work cross site Eg we are community workers but go to Aintree to pick up equipment or write notes if local etc. Do we still apply? If we don't apply, can we still park?
A: The parking system is able to facilitate those who work across sites or provide services in the community. There is no plan to change these arrangements. Craig
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Q: When will bad inappropriate parking be punished at Broadgreen - I have witnessed disabled patients/ visitors having to walk within roads to access hospital - a piece of paper on the windscreen is no deterrent
A: We will be reviewing Car Parking again at BGH and one aim is to allocate spaces appropriately and allow the best possible access for all. Traffic enforcement has now started to be applied across the whole site and where possible permits are allocated to all staff applying and in appropriate parking will be addressed.
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Q: When will staff at LWH receive updates regarding the changes to car parking?
A: Due to the loss of the Mulgrave Street facility, changes to LWH Car Parking arrangements need to be in place before 1 Mar 26. Staff currently subscribing to the scheme have been asked to reapply and will therefore be notified of the outcome once all applications have been received: https://
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Q: Who can I escalate car parking issues to if the generic car parking email is not responding (issue for anaesthetic permits for rotating staff) LWH - I appreciate the inbox will be particularly popular
A: Please continue to use the carparking@liverpoolft.nhs.uk email address. The team monitor and escalate issues as required. This helps us keep track of issues that need to be resolved. Craig
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Q: Who do we report car park barrier issues to? Got stuck behind somebody yesterday for 10 minutes. And one of the entry barriers doesn't always work.
A: Please report maintenance issues to the E&F helpdesk ext 8888 Craig
Estates
Q: Great to see progress being made on the new road out to Daulby st from the royal podium. It will make a great change to patients / visitors trying to get to the building.
A: Agree - this has been a long term plan and we know it will make a huge difference.
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Q: The trust is clearly trying to save money so why are we spending money on the dental shop refurb, new tables and chairs in Starbucks at RLH and I believe the Torino unit is also being ripped out for a very expensive refurb? Unsure why money is made available for these non-essential upgrades when we can't even pay staff to work on wards.
A: The Dental kiosk and catering outlet on 4th floor are being upgraded to improve facilities for staff based there in particular. These outlets had a series of issues that resulted in the enforced closure and these will be resolved. The cost of these works is part of our capital works to maintain the estate and deal with life cycle issues, this includes replacing furniture some of which was recycled from AUH when we opened the new Royal.
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Q: The 1st March is fast approaching. When will LWH staff know about the car parking. This could add upwards of 30 minutes each way to my journey and will impact childcare. Will we get time to sort this?
A: As some LWH based staff in the car parking scheme missed the original deadline for submitting application forms, a courtesy reminder message was sent out on 12 February as a final opportunity for staff to complete their application forms by Monday 16 February. Allocation of permits and access to updated car parks for LWH based staff is still scheduled for week commencing 23 February. Notifications will come via the Estates Team. However, there will be a grace period until the end of February and the first week of March for any final allocation of spaces for those who submitted their application form late. If any members of staff are significantly impacted by any changes to their car parking arrangements, you are advised to raise this with your line manager in the first instance.
HR/OD
Q: I have recently submitted my first ever Job vacancy, I've never known anything so complicated long winded and so many hoops to jump through. Can someone look at making life a little easier, everything is so long winded across all forms across in the trust.
A: Thank you - as James has shared I would be happy to support this with our Recruitment team, please either feed this into the Recruitment leads who may be engaging with this particular recruitment process or contact me directly - James Dawson
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Q: Are job descriptions going to be looked at, for example there are staff working at a band 2, doing the role of 3 + different job roles all above the band they are paid for.
A: Hi - thanks for this, there is a rolling programme to review the JDs across the Group as there are many duplicate JDs as well as those with minor differences. David M
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Q: Corporate HR provision and support seems really stretched and it’s incredibly difficult to get hold of the HR team. Will this improve as currently feel like there isn’t any.
A: Thank you. As part of the People and OD teams revised operating model, there are plans to increase capacity to support Corporate teams within the HR Business Partnering team. Thank you to the team who as you say have been managing this with pull on capacity. Thank you to wider teams patience whist we get to that point.
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Q: Please can we have drop in sessions for understanding pensions and the processes pathway, choices, return to work and explanation when your NHS pension is split into two different schemes?
A: NHSBSA runs regular online sessions covering pensions basics, retirement options. They are not trust specific, but they are really good in understanding pensions. If you need more, contact the HR team who will be able to help further.
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Q: When can we expect proper HR support for the managers? Currently we are unable to manage staff sickness absence and behaviours as everything we do needs HR backing but they are either are too busy or don't want to. This is now causing unacceptable unmanageable behaviours as we are not allowed to manage our teams, how will this be addressed?
A: Not directly answering this question, but I've asked some of my Corporate team to support sickness meetings/hearings being arranged and held in a more timely manner. We know that there are some colleagues are waiting a long time to have these sorted. David M
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Q: Interesting to note every single comment is anonymous, which would imply staff/teams DO NOT feel psychologically safe to express their concerns.
A: You can choose to put your name if you’d like and that’s why we do it. We have stuck with this anonymous system so that people do feel psychologically safe to raise their concerns.
Women’s Services
Q: Would it not be prudent to build a new Women's Hospital attached to Alder Hey and have the best care for mother and baby?
A: Alder Hey don't have the adult services we need to support our mum's and those using our gynae services, but we know we also need to deliver the best care for our babies too. To this end we have established the Liverpool Neonatal Partnership with Alder Hey which aims to improve care and experience by working together across both sites. This includes the construction of a dedicated neonatal cot area at Alder Hey.
General
Q: Is it psychologically safe to ask staff what their thoughts are for the new strategy when they are worried that they may not have a job in a few months and not able to pay mortgage etc?
A: I think it is a good thing to ask staff what they think about the new strategy. In terms of everything else, I completely understand those worries and that’s why we’re trying to do as much as we can and as quickly as we can.
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Q: During the LAASP change is there a risk that people could be de-banded and lose out as part of this merge?
A: As part of the LAASP work, we are looking for value for money and efficiencies for the group. We need to look at what is appropriate for roles. If a person is de-banded they will be pay protected for two years as per the group policy. This will be discussed and line with HR processes
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Q: There was a HSJ news article yesterday regarding LUHFT and LWH being told to improve their financial position in a letter from NHSE regional director Louise Shepherd last month. Are you able to share if there are any updates on this?
A: The financial turnaround process is one that we have been describing through the year and is in response to the underlying deficit position we remain within. Each month we review our finances with system and regional colleagues and indeed are working with PWC on this basis. The Trust has provided external analysis of the long term issues we have faced to NHSE and are working on the plan to return to financial sustainability across the group, but this will take more than 1 year. The efficiencies from the Group could support this process we believe.
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Q: What updates are available on the new EPR system - current systems across all sites are not fit for purpose and iPM (LUHFT) is seriously long-winded, unwieldy and causes more problems with the interaction between all the different systems (PENS, ICE, ADT ...). The systems are making work even more difficult for over stressed staff
A: We can’t wait to get everything with EPR done. The final meeting is taking place the week of 23 February and we’ll know definitively whether it is being funded and approved then. We have a provider ready and I think a system that is fantastic and will make a huge difference to all staff across the organisation. As soon as we know what’s going on, we will tell you. James
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Q: Why has there been no official update on CCC joining the group, are we supposed to take the omission of them on the slides as confirmation they are not joining?
A: At the moment, the business case is still going through the regional team. It’s already been through the ICB and Boards. So there’s no confirmation on anything yet until that process is concluded which we expect to be at the end of March. We will then know what’s happening with Clatterbridge, Walton Centre and our three organisations.
Target Operating Models
Q: Will there be a staff brief with anonymous questions for the HR operating model? A lot of us feel uneasy at the moment and would be good to have our questions answered after not getting the chance on Friday.
A: There are a number of routes that have been opened up and shared on Friday at the briefing session, where colleagues can share feedback on the People Model:
- Email: peoplemodel
@liverpoolft.nhs.uk - Director of People walkabouts across all sites for informal drop ins and questions
- Formal 121's / 221's offer for colleagues in the structure to feedback
All feedback will be held in confidence and themed to be reviewed after the consultation window closes to inform the final model (early March 26). Please email Pip Gaskell for any details on specific opportunities to feedback or about your experience. We are here to speak to you and listen.
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Q: I thought there was going to be TOM meetings for departments. Every time corporate services get booked at LWH it gets cancelled. So, we have never actually had one.
A: Once SROs for each service have approved financial and governance plans, they will be in the position to engage with the wider workforce on the future shape and working arrangements.
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Q: When will we receive job profiles for the new TOM that was delivered on Friday for HR? These have not come out with the consultation document.
A: Where there are new roles created, job profiles have been created and will be shared, in line with the phased approach outlined (Phase 8D - 8A). We will communicate what colleagues can expect to see this week.
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Q: When will job vacancies within the new TOM be released / communicated?
A: There is a timetable for the formal review and approval of Target Operating Models. The process involves discussions with Trade Union colleagues prior to workforce change. It would be at this stage that any vacancies would be released.
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Q: Is there scope for band to change within new roles in the TOM, it looks like there are some mismatches in the site structure compared to central?
A: In some circumstances, the TOMs may impact on the scale or responsibility and accountabilities, this would then require a rescoping of the appropriate band.
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Q: If consultation on TOMs happen with staff in April, will there be long enough timeframes to allow for staff taking leave due to Easter to be able to comment?
A: The formal consultation timescale is 4 weeks; this should allow time for longer leave eg 2 weeks and enable colleagues to still feedback. If you have extended leave etc, please speak with your line manage to raise and discuss.
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Q: Will the recent NHSE announcement that it was taking enforcement action against LUHFT for financial performance, and the further licence condition imposed (power to remove directors / governors) affect the current timelines for TOMs and or affect proposals for plans for corporate TUPE? Does the announcement affect the VR scheme?
A: No, it doesn’t affect any of those things. NHSE are very aware of everything that is happening currently and so it’s all fine to carry on as it is.
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Q: How can you say there will be jobs for everyone when you are offering voluntary redundancy and offering meetings where we can bring a union rep?
A: As we go through this process now, until it’s concluded and all the TOMs, we don’t know how many jobs there are and where they are, but we still feel we’re holding a specific number of vacancies.
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Q: The aim of the TOM is to bring corporate services together. Will staff potentially have to move from their current working base?
A: That would be advertised in the process. This won’t be about sitting everyone in the same room; this is about being able to service the things that we need to do centrally and a lot of those do need to be centralised. Then there’s other things that need to be more focused on delivery for sites, but again that doesn’t mean people have to necessarily move from their current working base.
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Q: Most corporate staff are doing significant work beyond job descriptions and roles. There has been no engagement directly with teams when designing departmental TOMs - which has significantly damaged staff trust in the process. How can senior leadership teams be certain the new structure will adequately staff teams? How can you promote staff welfare, when not giving staff important information or engagement?
A: We are currently at the point of QARs being approved, in terms of site, scale and fit. After this point, SROs will then come out and start to engage with teams directly. The QAR process needs to happen before this. If when this starts you feel you are not getting good engagement or the sessions haven’t worked, please get in touch.